Social
Materiality analysis and stakeholder engagement
Economic value and connectivity
Introduction
CEO letter
Air SERBIA’s Story
Air Serbia in 2025 - year in review
Governance
Environment
Appendix
9.5 Flight safety and security
Flight safety and security is Air Serbia's highest-rated material topic, reflecting its fundamental importance to passengers, employees and the company's licence to operate. This section presents the company's approach to managing safety and security in accordance with GRI 3-3.
The SMS is structured around four core components:
Management commitment and responsibility, defined safety accountabilities, appointment of key safety personnel, emergency response planning and SMS documentation.
Safety Policy and Objectives 01
Impacts, risks and opportunities
Safety is at the core of everything Air Serbia does, carrying impacts that are both the reason for the company's existence and its greatest responsibility. Its most fundamental positive impact is the protection of the life, health and wellbeing of passengers, crew and third parties - an outcome made possible through disciplined, consistently applied safety practices, and one that sustains the public trust on which the company's licence to operate ultimately depends. The corresponding risk is equally clear: any aviation incident or accident carries the potential for severe consequences, not only for the people directly involved but for the company's operations, its people and its standing as the national carrier. Air Serbia is directly responsible for managing this risk across its own flight, ground and technical operations. At the same time, safety outcomes are not shaped by the company alone: ACMI/wet-lease partners, ground handling providers and catering suppliers all play a role in the flights performed on Air Serbia's behalf. Where the company does not have direct day-to-day control over these partners' operations, it manages this connection through clearly defined contractual responsibilities and oversight, ensuring that the same standard of safety applies across every part of the journey, not only the parts Air Serbia operates directly. Safety Management System (SMS) Air Serbia operates an integrated Safety Management System (SMS), covering all areas of the company's operations , flight operations, ground operations, engineering and maintenance, cabin operations and cargo. The SMS is implemented and integrated across the organization, including the Air Serbia AOC Holder (Operator), Air Serbia CAMO and Air Serbia ATO, ensuring the consistent management of safety risks associated with the company's operations at all times and at all stations. The goal of the SMS is to reduce risk to an Acceptable Level of Safety (ALOS), pursued by proactively identifying and managing hazards, assessing and measuring safety risks, and adapting risk controls accordingly.
Hazard identification and structured risk assessment, with mitigation measures applied to keep risk within acceptable levels (ALOS).
Safety Risk Management 02
Ongoing monitoring and measurement of safety performance, management of change, and continuous improvement of the SMS.
Safety Assurance 03
Safety Promotion 04
Training and education, and open safety communication that supports a positive, trust-based reporting culture.
This framework reflects both international best practice and the regulatory environment in which Air Serbia operates. It is built on compliance with the regulations of the Civil Aviation Directorate of the Republic of Serbia, ICAO Annex 19 and Doc 9859, and applicable EASA Air OPS and EASA CAMO requirements , all set out in detail in the company's Safety Management Manual, the governing document for how safety is managed across the organization. Ultimate accountability for safety rests with the Chief Executive Officer, supported by the SCRB , Safety Committee, reflecting the priority the company places on safety at the highest level of leadership. Safety performance is reviewed continuously rather than only periodically: monthly through the SAG for each operational area, and quarterly through the NPM across all operational areas. This structure ensures that emerging risks are identified early, with significant matters escalated without delay by the SCRB to the Executive Board and, where relevant, to the Supervisory Board.
Sustainability Report 66
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