Accountability in Aviation: It Starts (and Stays) at the Top

In aviation, where safety is non-negotiable and standards are high, the word "accountability" carries more than symbolic weight. It’s embedded directly in the regulations, and its center of gravity is clear: the Accountable Manager.

Whether under ORO.GEN.210, CAMO.A.305, or 145.A.30, regulations make one thing unmistakable:

The Accountable Manager holds ultimate responsibility for ensuring that operations, maintenance, and safety activities are properly resourced, compliant, and effective.

🔍 Responsibilities Can Be Delegated — Accountability Cannot

This principle is clear in both regulation and practice. Tasks and roles can be assigned. But accountability? That stays firmly with the Accountable Manager.

Accountability versus Responsibility

🤝 Accountability Meets Trust

This makes the relationship between the Accountable Manager and those running the Safety Management System (SMS) and Compliance Monitoring functions absolutely critical.

To move from paper compliance to practical safety, leadership must:

✅ Empower safety and compliance teams with clear authority and resourcing

✅ Create a culture of openness where concerns and findings are acted upon

✅ Foster mutual trust, where safety teams feel safe to speak, and leaders trust what they hear

This isn’t about filling a role. It’s about enabling a system to work as intended.

🛠️ Compliance Is the Baseline — Culture Is the Multiplier

Regulations create the framework. But culture turns accountability into something real.

When Accountable Managers lead with presence, partnership, and curiosity, safety becomes part of the way the organization thinks, not just what it files.

Because at the end of the day:

Accountability isn’t about a name on a line. It’s about leadership.

💬 Your Thoughts?

Does the current structure in your organization truly empower the Accountable Manager, or does it limit their authority?

Let me know your experience and perspective in the comments.