COMMON MISTAKES MADE �WHEN IMPLEMENTING FRMS

.... AND HOW TO AVOID THEM 7

ICAO  defines  a  Fa-gue  Risk  Management  System  as  “a  data-­‐driven  means  of   con1nuously   monitoring   and   managing   fa1gue-­‐related   safety   risks,  based   upon   scien1fic   principles   and   knowledge   as   well   as   opera1onal  experience,   that   aims   to   ensure   relevant   personnel   are   performing   at  adequate  levels  of  alertness.”    (ICAO  SARP,  Annex  6,  Part  1  (2011).      Developed   by   fa-gue   management   specialists,   Clockwork   Research,   this  presenta-on   highlights   some   of   the   piDalls   to   avoid   when   introducing   a  Fa-gue  Risk  Management  System,  and  provides  guidance  on  how  to  avoid  making  these  mistakes.

About the authors

Founded in 2005, Clockwork Research is an independent organisation that specialises in the management of fatigue risk.

We translate academic research into strategies for measuring and managing human performance for the aviation, petrochemical and mining industries. Clockwork has worked on fatigue risk management projects with over 20 airlines, including Air France, Cathay Pacific, Qatar Airways and easyJet.

Clockwork’s clients also include government departments, for example the UK Department for Transport, the UK Civil Aviation Authority (CAA) and Australian Civil Aviation Safety Authority (CASA), as well as industry bodies including the Energy Institute and IPIECA, the global oil and gas industry association for environmental and social issues.

Clockwork assists airlines to take all of the steps involved in implementing an effective FRMS in accordance with ICAO, UK CAA, EASA and other local regulatory authorities.

www.clockworkresearch.com

clockworkRESEARCH

©  Clockwork  Research  Limited,  2014  

Management fail to demonstrate their commitment to FRMS �For an FRMS to be implemented successfully it is essential that management take their

responsibilities seriously, and demonstrate their commitment to FRMS through their actions as well as their words. �

1

The FRMS is under-resourced�A successful FRMS needs human and financial resources. As well as a budget to enable

projects to be undertaken, individuals need to be allocated time to enable them to complete the various tasks required to introduce and manage the FRMS.�

2

The FRMS Group has insufficient authority�The FRMS Group needs to have sufficient authority to be taken seriously by the workforce. To encourage widespread acceptance, the Group should include representatives from all parts of

the operation whose actions may influence fatigue. �

3

The FRMS doesn’t have a clear, credible, visible leader �� �

4

The FRMS doesn’t have a clear, credible, visible leader �The FRMS needs a figurehead or champion. An individual with credibility and authority, who

the workforce trust and respect, and who management will listen to.� �

4

The FRMS manager is not autonomous �FRMS needs to be separate from commercial or rostering decisions and the FRMS manager needs to be able to take difficult decisions without being compromised. Consequently the

FRMS manager and FRMS activities should be kept separate from crewing or rostering.�

5

Fatigue Reporting has been rolled out but the company culture is not ready�

Organisations looking to quickly gather data on fatigue sometimes make the mistake of introducing a fatigue report form before the company culture is ready for it. To ensure that a

fatigue reporting system is accepted and used appropriately, procedures need to be put in place and publicised so that everyone understands how and what to report, what will happen

to the data they submit, and the consequences of reporting fatigue. �

6

Fatigue training is not tailored to the organisation's risks �Generic off-the-shelf fatigue training that does not consider the specific risks faced by an individual operation will be of limited relevance to crew. To be of value, training should

reflect the operation: the routes, rosters and operational practices of the organisation. �

7

Clockwork Research helps safety-critical organisations to implement Fatigue Risk Management Systems. To find out how we could help your organisation

please visit www.clockworkresearch.com or call +44(0)207 402 6233�clockwork

RESEARCH