Fatigue and in particular Flight & Cabin Crew Fatigue can be considered as:
A physiological state of reduced mental or physical performance capability resulting from sleep loss or extended wakefulness, circadian phase, or workload (mental and/or physical activity) that can impair a crew member’s alertness and ability to safely operate an aircraft or perform safety related duties.
Fatigue has in fact been understood for many years as a significant human factor and a candidate of the “Dirty Dozen” as such the potential for a Fatigue Driven Human Factor error affecting the operation of Pilots and Cabin Crew is real and ever present.
ICAO defines a Fatigue Risk Management System (FRMS) as: A data-driven means of continuously monitoring and managing fatigue-related safety risks, based upon scientific principles and knowledge as well as operational experience that aims to ensure relevant personnel are performing at adequate levels of alertness.
It clearly follows then that a data driven system requires “DATA” and so the paramount prerequisite is the understanding of the “risks” or “exposures” which are associated with fatigue and the honest reporting of any issues (heavily reliant on positive and effective corporate culture).
An FRMS will focus on the objective of ensuring both flight and cabin crew remain fully alert and are able to discharge their responsibilities and deliver an acceptable level of performance.
There is a great deal of similarity between FRMS and Safety Management System (SMS) many if not all of the processes read across from one system to the other. Typically an FRMS can operate very effectively within the framework of the organisations SMS.
As with SMS FRMS also needs to achieve a realistic balance between the 2 “p’s” (production and protection) or more precisely to ensure we consider correctly the elements of safety, productivity, and costs.
As with the SMS, The FRMS also has the potential to be organizationally optimizing to reduce risk and to seek opportunities for improvement.
The FRMS must be documented and be able to gather data, analyse risk and take appropriate decisions. A culture which supports a willingness to report is essential to the success of the system.
As would be expected within any Just Culture system it is normal to have a system which addresses violations in an appropriate way- means to understand the “why” but to ensure that both personally optimizing and organizationally optimizing violations are discouraged in the strongest possible way.
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