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from one year to the next does not necessarily indicate a change in the underlying level of safety.
Safety performance targets
5.3.22 Having decided on appropriate safety indicators, it is then necessary to decide on what
represents an acceptable outcome or goal. For example, ICAO has set global safety performance targets in
the objectives of the Global Aviation Safety Plan (GASP). These are:
a) to reduce the number of accidents and fatalities worldwide irrespective of the volume of air traffic;
and
b) to achieve a significant decrease in accident rates, particularly in regions where these remain high.
5.3.23 The desired safety outcome may be expressed either in absolute or relative terms. ICAO’s
global targets are examples of relative targets. A relative target could also incorporate a desired percentage
reduction in accidents or particular types of safety occurrences within a defined time period. For example,
under a State safety programme, a regulatory oversight authority may determine that an acceptable level of
safety will be achieved by specifying the following safety performance targets:
a) for airline operators: less than 0.2 fatal accidents per 100 000 hours. A further target may be that the
number of EGPWS warnings be reduced by 30 per cent in the next 12 months;
b) for aircraft maintenance organizations: less than 200 major aircraft defects per 100 000 hours flown;
c) for aerodrome operators: less than 1.0 bird strike per 1 000 aircraft movements; and
d) for ATS providers: less than 40 airspace incidents per 100 000 flights.
In each sector of the industry, various safety requirements would be utilized to achieve the required safety
performance, as measured by safety indicators.
5.3.24 The graphs in Figures 5-3 to 5-5 may help to explain the relationship between safety
performance indicators and safety performance targets. Figure 5-3 depicts the airspace incident rate (safety
indicators) of two categories of aircraft over a defined period. In this graph, no targets are set, but the graph
indicates a slight reduction in both rates over the period.
5.3.25 The graph in Figure 5-4 could indicate the number of bird strikes (or any other metric) over a
defined period. A trend line is shown. In this case, the trend line and final figure have remained below the
target line — a desirable situation.
Chapter 5. Basics of Safety Management 5-11
Figure 5-3. Airspace incident rate (safety indicators)
12-month moving average
Figure 5-4. Occurrence rate showing trend
below target — a desirable situation
Airspace incidents
per 100 000 hours flown
60
50
40
30
20
10
0
02/2 02/3 02/4 03/1 03/2 03/3 03/4 04/1 04/2 04/3 04/4 05/1
Quarter
Target
11.0
00/3 01/1 01/3 02/1 02/3 03/1 03/3 04/1 04/3 05/1
Quarter
20
15
10
5
0
3
4 Trend
5-12 Safety Management Manual (SMM)
Figure 5-5. Occurrence rate showing recent trend moving
above target — an undesirable situation
5.3.26 The graph in Figure 5-5 is similar to the one in Figure 5-4 except that in this case the trend is
above the target level — an undesirable state. Even worse, the graph indicates that for the last several
quarters, the general downward trend has reversed and the trend is now upwards. Depending on the period
being monitored, this could result in the safety performance indicator being considerably worse than the
desired safety target.
— — — — — — — —
00/3 01/1 01/3 02/1 02/3 03/1 03/3 04/1 04/3 05/1
0
20
40
60
80
100
Quarter
Recent
trend
Trend
Target
25.0
5-APP 1-1
Appendix 1 to Chapter 5
THREE CORNERSTONES OF SAFETY MANAGEMENT
1. Effective safety management comprises three defining cornerstones. These cornerstones and their
characteristics are listed below:
a) A comprehensive corporate approach to safety — This provides for such things as:
1) ultimate accountability for corporate safety which is assigned to the Board of Directors and Chief
Executive Officer (CEO) showing evidence of corporate commitment to safety from the highest
organizational levels;
2) a clearly enunciated safety philosophy, with supporting corporate policies, including a nonpunitive
policy for disciplinary matters;
3) corporate safety goals, with a management plan for meeting these goals;
4) well-defined roles and responsibilities with specific accountabilities for safety that are published
and available to all personnel involved in safety;
5) a requirement for an independent safety manager;
6) demonstrable evidence of a positive safety culture throughout the organization;
　
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