---
title: "[BCM] [SAESL] [E1] [C3] Chapter 3: Establishing Organisational Goals for BCM for Singapore Aero Engine Services Private Limited"
description: How SAESL can set BCM goals aligned with ISO 22301, Singapore's SS ISO 22301 standard and CAAS requirements, with illustrative goals, objectives and measures.
---
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###### Building Resilient Operations: Implementing Business Continuity Management at SAESL
![\[BB\] \[SAESL\] \[3\] Aircraft Technicians Inspect Turbine Blades](https://blog.bcm-institute.org/hs-fs/hubfs/SAESL%20Graphic%20Folder/BB%20SAESL/%5BBB%5D%20%5BSAESL%5D%20%5B3%5D%20%20Aircraft%20Technicians%20Inspect%20Turbine%20Blades.png?width=1536&height=1024&name=%5BBB%5D%20%5BSAESL%5D%20%5B3%5D%20%20Aircraft%20Technicians%20Inspect%20Turbine%20Blades.png "[BB] [SAESL] [3] Aircraft Technicians Inspect Turbine Blades")
# \[BCM\] \[SAESL\] \[E1\] \[C3\] Chapter 3: Establishing Organisational Goals for BCM for Singapore Aero Engine Services Private Limited
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
Organisational goals for business continuity management (BCM) solve this. They connect the programme to SAESL's strategy, reflect what its interested parties need and set the direction for the measurable objectives that ISO 22301 requires. Chapter 1 briefly introduced the idea of BCM goals. This chapter explains how to establish them properly, with particular attention to Singapore's approach to business continuity and to SAESL's position as a regulated aviation maintenance organisation.
[![\[Logo\] \[BCM\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a)
[Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) Nov 14, 2026
## Introduction
With its context mapped, Singapore Aero Engine Services Private Limited (SAESL) can now answer a central question: what should its business continuity programme achieve? Without agreed goals, a continuity programme drifts. Teams write plans for whatever seems urgent, budgets are argued case by case and nobody can say whether the organisation is becoming more resilient.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/bf448584-ed62-43bf-830d-e8e73f606fa4)
[![\[BCM\] \[SAESL\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea)Organisational goals for business continuity management (BCM) solve this. They connect the programme to SAESL's strategy, reflect what its interested parties need and set the direction for the measurable objectives that ISO 22301 requires. Chapter 1 briefly introduced the idea of BCM goals. This chapter explains how to establish them properly, with particular attention to Singapore's approach to business continuity and SAESL's position as a regulated aviation maintenance organisation.
## Where Goals Sit in ISO 22301
ISO 22301 builds a clear line of sight from leadership intent to day-to-day action:
1. **Business continuity policy (clause 5.2):** top management's statement of commitment, which must provide a framework for setting objectives.
2. **Organisational goals for BCM:** the broad outcomes the programme exists to deliver.
3. **Business continuity objectives (clause 6.2):** specific, measurable commitments derived from those goals.
4. **Plans and targets:** the recovery time objectives and actions that put each objective into practice.
Goals bridge the first and third levels. They translate the policy's commitment into outcomes the business recognises, which can then be broken down into objectives.
## Considering Singapore's Business Continuity Landscape
SAESL's goals should reflect the national setting in which it operates. Several features of Singapore's approach are relevant.
### A national standard aligned with ISO 22301
Singapore introduced its own national business continuity standard, SS 540, in 2008, several years before ISO 22301 was first published in 2012. SS 540:2008 was withdrawn in September 2014 and replaced by SS ISO 22301, the Singapore adoption of the international standard. Building SAESL's goals around ISO 22301 therefore aligns the programme with both international and Singapore practice.
### Regulatory expectations in aviation
As an approved maintenance organisation, SAESL works under the Civil Aviation Authority of Singapore (CAAS) and its Singapore Airworthiness Requirements Part 145 (SAR-145). The airworthiness standard does not relax during a disruption. Any continuity strategy SAESL adopts must keep its maintenance work, records and certification compliant with CAAS requirements and with those of the other 12 authorities that approve it. This makes regulatory compliance a goal in its own right, not simply a constraint.
### Workplace safety and environmental duties
Singapore's workplace safety and health laws require employers to protect staff. SAESL's occupational health and safety and environmental certifications reinforce those duties. A continuity goal that puts people first directly reflects these obligations.
## Linking Goals to SAESL's Strategy
The strongest BCM goals grow out of what the organisation is already trying to achieve. SAESL's stated mission is to provide the best quality and turnaround time through innovative MRO solutions. It also positions itself as a Trent Centre of Excellence able to support every Trent variant.
Two strategic themes stand out. The first is **turnaround time**: a disruption that delays engines erodes the very advantage SAESL competes on. The second is **breadth of capability**: because SAESL supports all Trent variants and repairs over 80% of the engine in-house, customers rely on it for work they may not easily place elsewhere. Continuity goals that protect these two themes will gain leadership support far more readily than generic statements about "being resilient".
## Deriving Goals from Interested Parties
Chapter 2 produced a register of SAESL's interested parties. Each group's requirements point to a goal area:
- **Employees:** protect the life, safety and wellbeing of staff, contractors and visitors.
- **Aviation authorities:** maintain airworthiness compliance and approval status at all times.
- **Airline customers:** continue delivering serviceable engines and on-wing support within agreed limits, and communicate promptly when delays are unavoidable.
- **Shareholders:** protect the joint venture's financial position, assets and reputation.
- **Suppliers and partners:** sustain critical supply relationships and coordinate recovery with key providers.
- **The community and environment:** prevent a disruption from causing environmental harm.
## An Illustrative Goal Set for SAESL
Bringing these strands together, SAESL's leadership might agree on a set of goals such as the following. They are illustrative only and should be confirmed through workshops with SAESL's leadership.
1. **People first:** safeguard everyone on SAESL premises during any incident.
2. **Uncompromised airworthiness:** ensure that every engine and component released during or after a disruption meets the requirements of all approving authorities.
3. **Protected turnaround:** limit the effect of disruptions on customer engine turnaround to levels agreed with customers.
4. **Critical capability preserved:** protect the specialised capabilities that are hardest to replace, such as engine testing and the Centres of Excellence.
5. **Trusted communication:** keep customers, shareholders, authorities and staff informed quickly and accurately.
6. **Continual improvement:** exercise, review and improve continuity arrangements every year.
## From Goals to Measurable Objectives
Each goal must be broken into objectives that meet the ISO 22301 test of being measurable and monitored. A SMART approach (specific, measurable, achievable, relevant and time-bound) works well. For example, the "Critical capability preserved" goal could produce objectives such as "Complete a business impact analysis for engine testing and each Centre of Excellence within the first year of the programme" and "Document and exercise an alternative arrangement for engine testing within eighteen months".
The recovery timeframes themselves come from the business impact analysis. Goals should not guess at them in advance.
## Securing Leadership Commitment
ISO 22301 clause 5.1 requires top management to demonstrate leadership of the BCMS. In practice, goals should be:
- Drafted by the BCM coordinator with input from each service line
- Reviewed against SAESL's strategy and risk appetite
- Approved formally by senior management, with shareholder input where major investment is involved
- Communicated to all staff so that everyone understands why continuity matters
## Measuring Progress Against Goals
Goals need indicators so that management can tell whether the programme is working. Useful measures for SAESL might include the percentage of critical activities with tested plans, the number of exercises completed each year, the proportion of staff trained in their continuity roles, and the time taken to issue customer notifications in exercises. These indicators feed the management review required by ISO 22301 clause 9.3.
## Pitfalls to Avoid
- **Vague goals** that cannot be broken down into measurable objectives.
- **Too many goals**, which dilute attention. Five to seven is usually enough.
- **Goals set in isolation** from customers' and regulators' expectations.
- **Setting recovery times before the analysis**, which leads to targets that are either unachievable or needlessly costly.
## Summary Table
**Table 3: Establishing Organisational Goals for BCM for Singapore Aero Engine Services Private Limited**
| **Goal** | **Driver** | **Example objective** |
| --- | --- | --- |
| **People first** | **Singapore workplace safety duties; staff expectations** | **Account for all staff within an agreed time after an evacuation** |
| **Uncompromised airworthiness** | **CAAS SAR-145 and 12 other authorities** | **Verify every continuity strategy against all approvals before adoption** |
| **Protected turnaround** | **SAESL mission; airline customer needs** | **Agree tolerable delay limits with key customers** |
| **Critical capability preserved** | **Unique test facility and Centres of Excellence** | **Exercise an alternative engine testing arrangement** |
| **Trusted communication** | **Shareholders, customers, authorities** | **Issue first customer notification within an agreed time** |
| **Continual improvement** | **ISO 22301 clauses 9 and 10** | **Complete an annual exercise programme and management review** |
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b5945536-415f-4c64-9e05-c7b4d4f26c76)
## Conclusion
Organisational goals give SAESL's continuity programme its purpose and direction. By grounding them in Singapore's ISO 22301-aligned standard, CAAS airworthiness requirements, SAESL's mission of quality and turnaround time, and the needs of its interested parties, SAESL can build a programme that leadership supports and that staff understand.
With goals agreed, SAESL is ready to turn them into measurable business continuity objectives and to begin the analysis that will set its recovery priorities.
**Continue reading:** Chapter 4, *Establishing BCM Objectives for Singapore Aero Engine Services Private Limited*, turns these goals into measurable objectives with owners and deadlines.
| Building Resilient Operations: Implementing Business Continuity Management at SAESL | | | | | |
| --- | --- | --- | --- | --- | --- |
| **eBook 1: Understanding Your Organisation** | | | | | |
| **C1** | **C2** | **C3** | **C4** | **C5** | **C6** |
| [![\[BCM\] \[SAESL\] \[E1\] \[C1\] Overview of BCM Case Study](https://no-cache.hubspot.com/cta/default/3893111/450a4d77-0206-4ce4-a98f-5e71af6950da.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/450a4d77-0206-4ce4-a98f-5e71af6950da) | [![\[BCM\] \[SAESL\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/c1325405-e10a-4b33-be2d-609691a1d95a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c1325405-e10a-4b33-be2d-609691a1d95a) | [![\[BCM\] \[SAESL\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea) | [![\[BCM\] \[SAESL\] \[E1\] \[C4\] Establishing Business Continuity Objectives](https://no-cache.hubspot.com/cta/default/3893111/40bd7e34-edd8-4af1-934b-823c9e2d7806.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/40bd7e34-edd8-4af1-934b-823c9e2d7806) | [![\[BCM\] \[SAESL\] \[E1\] \[C5\] Determining BC Assumptions](https://no-cache.hubspot.com/cta/default/3893111/41c902ee-5f7a-4669-b54f-76e23501b7ba.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/41c902ee-5f7a-4669-b54f-76e23501b7ba) | [![\[BCM\] \[SAESL\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/3a8585db-df63-44d6-b4e8-ad5d962c7b46.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3a8585db-df63-44d6-b4e8-ad5d962c7b46) |
| **C7** | **C8** | **C9** | **C10** | **C11** | **C12** |
| [![\[BCM\] \[SAESL\] \[E1\] \[C7\] Analysing Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/a99d7cc3-a42a-40ea-9f03-271f8bad042e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a99d7cc3-a42a-40ea-9f03-271f8bad042e) | [![\[BCM\] \[SAESL\] \[E1\] \[C8\] Implementing the BCM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/e35d2c13-2432-42e5-9c92-3df273c4669f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e35d2c13-2432-42e5-9c92-3df273c4669f) | [![\[BCM\] \[SAESL\] \[E1\] \[C9\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/3b86a4aa-c09b-42b3-a7b9-7c160f07ecec.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3b86a4aa-c09b-42b3-a7b9-7c160f07ecec) | [![\[BCM\] \[SAESL\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/35676644-c1ae-416d-aab0-5da1a3695a80.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/35676644-c1ae-416d-aab0-5da1a3695a80) | [![\[BCM\] \[SAESL\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/c8066dcf-c95f-4b06-9815-218c9dfeaf65.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c8066dcf-c95f-4b06-9815-218c9dfeaf65) | [![\[BCM\] \[SAESL\] \[E1\] \[C12\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/c14472c5-9955-453a-8bfd-806956bfdcbc.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c14472c5-9955-453a-8bfd-806956bfdcbc) |
| | | | | | |
---
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