When discussions first began on the development of the next phase of the strategic plan, the general comments that emerged showed that the pendulum had swept from Challenge 98—with its internal focus on teamwork and training of civil aviation professionals—to Flight 2005—with its outward focus on safety targets and industry initiatives—and there was a need to move back towards the middle for 2010—the new strategic plan.

Flight 2005 was ahead of its time, far-reaching, and long-range—longer than the five years it was originally intended to cover. The 2010 plan solidifies the foundation and focuses on completing what was laid out in Flight 2005. In addition, over the next five years, we will not only continue focusing on safety, but also continue to improve the internal management of work and people.

While Civil Aviation’s safety focus hasn’t changed, the world has. In 2003, Canada joined the world in marking the 100th anniversary of of powered flight. Those pioneers created a magnificent heritage for aviation—a foundation that continues to be built upon today. They were also risk takers. For this, the second century of flight, aviation has become a business of managing risks—the main focus of this strategic plan. The systems approach to risk management promotes transparent processes that establish clear lines of accountability for decision making.

Safety risk management thinking is taking firmer root in aviation circles. By integrating risk management systems and business practices, the aviation industry stands to gain better safety performance with less regulatory intervention. These are important steps towards improving safety and enhancing the public’s confidence in the safety of Canada’s aviation system.

Merlin Preuss
Director General
Civil Aviation