---
title: "[BCM] [SAESL] [E2] [C8] Program Management Phase for Business Continuity Management Planning Methodology for Singapore Aero Engine Services Private Limited"
description: "The program management phase for SAESL: governance, review triggers, training, measures and management review that keep its ISO 22301 BCM programme current."
---
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###### Building Resilient Operations: Implementing Business Continuity Management at SAESL
![\[BB\] \[SAESL\] \[12\] SAESL Engine Maintenance Briefing](https://blog.bcm-institute.org/hs-fs/hubfs/SAESL%20Graphic%20Folder/BB%20SAESL/%5BBB%5D%20%5BSAESL%5D%20%5B12%5D%20SAESL%20Engine%20Maintenance%20Briefing.png?width=1536&height=1024&name=%5BBB%5D%20%5BSAESL%5D%20%5B12%5D%20SAESL%20Engine%20Maintenance%20Briefing.png "[BB] [SAESL] [12] SAESL Engine Maintenance Briefing")
# \[BCM\] \[SAESL\] \[E2\] \[C8\] Program Management Phase for Business Continuity Management Planning Methodology for Singapore Aero Engine Services Private Limited
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
This chapter covers the seventh and last phase of the planning methodology. It supports the ISO 22301 requirements for performance evaluation and improvement, as well as awareness, competence, and documented information. Chapter 7 showed how SAESL proves its plans through exercises. This chapter shows how the findings from those exercises, and from every other source, feed a continuing cycle. Examples are illustrative.
[![\[Logo\] \[BCM\] 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
Business continuity plans age. People change roles, systems are replaced, suppliers come and go, and new engine variants arrive. Without regular care, a plan that was accurate in January may mislead in December. The Program Management (PgM) phase keeps the business continuity management (BCM) programme of Singapore Aero Engine Services Private Limited (SAESL) accurate, owned and improving.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/879ee324-2916-4ee7-bd18-19b1be0b7c24)
[![\[BCM\] \[SAESL\] \[E2\] \[C8\] Program Management](https://no-cache.hubspot.com/cta/default/3893111/d7dff66c-b830-46aa-bb7e-2d2fdf67a4df.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d7dff66c-b830-46aa-bb7e-2d2fdf67a4df)This chapter covers the seventh and last phase of the planning methodology. It supports the ISO 22301 requirements for performance evaluation and improvement, as well as awareness, competence, and documented information. Chapter 7 showed how SAESL proves its plans through exercises. This chapter shows how the findings from those exercises, and from every other source, feed a continuing cycle. Examples are illustrative.
## Purpose of This Chapter and How It Benefits SAESL
The purpose of this chapter is to describe how SAESL can run its BCM programme as a permanent management activity, not a one-time project. It benefits SAESL in four ways.
- **Current plans:** plans stay accurate, so they can be used when needed.
- **Clear accountability:** every plan, task and action has a named owner and a due date.
- **Visible progress:** management sees measures of readiness and can decide where to invest.
- **Evidence:** SAESL can show customers, auditors and aviation authorities how it manages continuity over time.
## Governance and Ownership
Programme management starts with clear governance. The BCM policy sets the purpose and principles. The steering committee oversees the programme and reports to senior management. The BCM coordinator runs it day to day, and the business unit BCM coordinators maintain the plans in their units.
For example, SAESL might require each business unit head to confirm in writing, once a year, that their plan is current and that their coordinator and alternate are in place. The BCM coordinator then reports to the steering committee which units have confirmed and which have not.
## Keeping the Programme Current
Three routines keep the plans accurate.
- **Scheduled review:** each plan, the risk register, and the business impact analysis (BIA) are reviewed at set intervals, for example once a year.
- **Change triggers:** a defined event prompts an immediate review. Triggers might include a new work scope, a change of supplier, a new facility or system, an organisational change, or a change to an approval.
- **Lessons from events:** findings from exercises and real incidents are logged, assigned and closed.
The BCM coordinator should connect these routines to existing management processes. For example, SAESL might add a continuity question to its change approval procedure, so that nobody can introduce a significant change without considering its effect on the plans. The safety management system (SMS) guidance of the Civil Aviation Authority of Singapore (CAAS) already expects management of change and continuous improvement as part of safety assurance. Using the same mechanisms for BCM avoids duplication.
## Awareness, Training and Competence
A plan is only as good as the people who use it. The programme should include:
- an induction briefing on BCM for new staff;
- role training for crisis management team members and recovery team members;
- refresher sessions after major plan changes;
- training for business unit BCM coordinators, so that they can maintain plans and run exercises.
SAESL already trains and assesses technical staff to demanding standards. The same approach to competence records can apply to BCM roles, so that the organisation knows who is trained and who is not.
## Measuring and Reporting Performance
Management cannot improve what it cannot see. The BCM coordinator should choose a small number of measures and report them regularly. Typical measures include:
- the share of plans reviewed on time;
- the share of critical business functions with a tested plan;
- the results of exercises against the recovery time objectives;
- the number of exercise actions closed on time;
- the share of crisis team members trained.
The measures are examples. SAESL should choose targets that suit its own situation, and revise them as the programme matures.
## Audit and Management Review
Independent checks give confidence that the programme works. Internal audit, or an independent reviewer, examines whether the programme follows its own policy and whether the plans reflect reality. Senior management then holds a management review at least once a year, using the audit findings, performance measures, exercise results, any real incidents, and changes in the risk environment. The output of the review is a set of decisions: what to improve, what to fund and what to change in the policy or scope.
## A Programme Calendar
A simple annual calendar helps the programme run without constant reminders. For example, SAESL might set quarterly steering committee meetings, an annual plan review in the first quarter, exercises spread through the year, an internal audit in the third quarter, and the management review in the fourth quarter. Aligning the calendar with existing management cycles, such as budget planning and quality audits, makes it easier to secure time and resources.
The calendar should also include space for the unexpected. If a real incident occurs, the post-incident review takes priority, and its findings are added to the programme log in the same way as exercise findings.
## Requirements Specific to SAESL
SAESL's operations rely on documented control and traceability. The BCM programme should reuse the same document control, so that plans carry versions, approval records and distribution lists. The programme should also keep a continuity view of its approvals: a register of the approvals SAESL holds, who manages each, and what evidence would be needed to show continued compliance after a disruption. Because SAESL holds approvals from 13 aviation authorities, including CAAS, this register is a practical tool, and one that the regulatory liaison function (CBF-07) is well placed to own.
Finally, the programme should cover the supply chain and key service providers. For example, SAESL might ask its most critical suppliers to confirm their own continuity arrangements and record the answers in the programme file.
## Summary Table
**Table 8: Program Management Phase for Business Continuity Management Planning Methodology for Singapore Aero Engine Services Private Limited**
| **Activity** | **What it achieves** | **Illustrative SAESL example** | **Owner** |
| --- | --- | --- | --- |
| **Governance** | **Clear ownership and oversight** | **Annual confirmation by each unit head** | **Steering committee** |
| **Review and change triggers** | **Current plans** | **Continuity question in change approval** | **BCM coordinator** |
| **Awareness and training** | **Competent people** | **Induction briefing and role training** | **BCM coordinator, HR** |
| **Performance measures** | **Visible readiness** | **Share of plans reviewed on time** | **BCM coordinator** |
| **Audit and management review** | **Assurance and improvement** | **Annual management review** | **Senior management** |
| **Approvals and supplier register** | **Evidence of continuity** | **Register of approvals and critical suppliers** | **Regulatory liaison** |
All SAESL-specific entries are illustrative and must be confirmed by SAESL.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b5945536-415f-4c64-9e05-c7b4d4f26c76)
## Conclusion
Programme management is what turns the earlier six phases into a lasting capability. Clear governance, scheduled reviews, change triggers, training, measures and management review keep SAESL's plans current and its people ready. It also gives SAESL the records it needs to show customers and authorities how it manages continuity.
The next chapter summarises the whole eBook and the seven phases of the planning methodology for SAESL.
## Sources
- [CAAS: Advisory Circular AC 1-3 (Rev 9), Safety Management System](https://isomer-user-content.by.gov.sg/175/25989037-180b-424c-b461-3752cc322d7c/ac-1-3(rev-9)-safety-management-system.pdf)
- [SAESL: Quality and approvals](https://www.saesl.com.sg/about-us/quality/)
**Continue reading:** Chapter 9, *Summary for Business Continuity Management Planning Methodology for Singapore Aero Engine Services Private Limited*, draws the seven phases together and shows how they fit SAESL.
| Building Resilient Operations: Implementing Business Continuity Management at SAESL | | | | |
| --- | --- | --- | --- | --- |
| **eBook 2: Implementing Business Continuity Management** | | | | |
| **C1** | **C2** | **C3** | **C4** | **C5** |
| [![\[BCM\] \[SAESL\] \[E2\] \[C1\] Business Continuity Management Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/5293770c-bccd-4cd7-ad66-f9b98acec36d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/5293770c-bccd-4cd7-ad66-f9b98acec36d) | [![\[BCM\] \[SAESL\] \[E2\] \[C2\] Project Management](https://no-cache.hubspot.com/cta/default/3893111/37371db8-20ba-4d3c-b0d7-bfbb491334c2.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/37371db8-20ba-4d3c-b0d7-bfbb491334c2) | [![\[BCM\] \[SAESL\] \[E2\] \[C3\] Risk Analysis and Review](https://no-cache.hubspot.com/cta/default/3893111/4c7ba3f8-467b-4cf6-bb15-08d57681de85.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4c7ba3f8-467b-4cf6-bb15-08d57681de85) | [![\[BCM\] \[SAESL\] \[E2\] \[C4\] Business Impact Analysis](https://no-cache.hubspot.com/cta/default/3893111/4af9a280-d158-4276-b5e9-76b765cc21cb.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4af9a280-d158-4276-b5e9-76b765cc21cb) | [![\[BCM\] \[SAESL\] \[E2\] \[C5\] Business Continuity Strategy](https://no-cache.hubspot.com/cta/default/3893111/6be24b63-6244-407f-87cd-411083ce616e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6be24b63-6244-407f-87cd-411083ce616e) |
| **C6** | **C7** | **C8** | **C9** | **C10** |
| [![\[BCM\] \[SAESL\] \[E2\] \[C6\] BCM Plan Development](https://no-cache.hubspot.com/cta/default/3893111/0ff5e2e1-09fb-4a8b-86d8-affab470e534.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0ff5e2e1-09fb-4a8b-86d8-affab470e534) | [![\[BCM\] \[SAESL\] \[E2\] \[C7\] Testing and Exercising](https://no-cache.hubspot.com/cta/default/3893111/8d72106d-fbed-4c4f-9fd1-14070e628e97.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8d72106d-fbed-4c4f-9fd1-14070e628e97) | [![\[BCM\] \[SAESL\] \[E2\] \[C8\] Program Management](https://no-cache.hubspot.com/cta/default/3893111/d7dff66c-b830-46aa-bb7e-2d2fdf67a4df.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d7dff66c-b830-46aa-bb7e-2d2fdf67a4df) | [![\[BCM\] \[SAESL\] \[E2\] \[C9\] Summary](https://no-cache.hubspot.com/cta/default/3893111/9e98b285-f794-4c23-832a-de0d02e15c19.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9e98b285-f794-4c23-832a-de0d02e15c19) | [![\[BCM\] \[SAESL\] \[E2\] \[C10\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/508f7ad5-755e-4c26-963a-c3e3754893d3.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/508f7ad5-755e-4c26-963a-c3e3754893d3) |
| | | | | |
---
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