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Table of contents

• The Independent Florida alligator
• PRESENTACION
• FATIGUE MANAGEMENT TRAINING FOR AVIATION PERSONNEL - PDF Free Download

Compared to a scheduled airline operating only during the daytime, an on-demand night cargo operator is likely to require a more involved training syllabus and more frequent refresher training. It is up to the operator to design and submit to the local regulator a fatigue management training programme that it believes is going to be effective. The training is an opportunity to equip crew with an understanding of the effective countermeasures for fatigue that can be implemented when on duty and at home.

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In addition, the training should introduce the operator s new approach to fatigue management, including the fatigue management policy, crew member responsibilities and crew fatigue reporting system. Table 1: EASA suggested syllabus for crew fatigue management training a b c d e f g h i j Applicable regulatory requirements for flight, duty and rest; The basis of fatigue including sleep fundamentals and the effects of disturbing circadian rhythms; The causes of fatigue, including medical conditions that may lead to fatigue; The effect of fatigue on performance; Fatigue countermeasures; The influence of lifestyle, including nutrition, exercise and family life, on fatigue; Familiarity with sleep disorders and their possible treatments; Where applicable, the effects of long range operations and heavy short range schedules on individuals; The effect of operating through and within multiple timezones; and The crew member responsibility for ensuring adequate rest and fitness for flight duty NB.

There are other existing training requirements that are relevant, 3 for example regarding crew resource management CRM training. The training should thus provide crew with information on: 1. The operator s fatigue management procedures, and the responsibility of management and employees to manage fatigue risk. Crew members responsibility to: i. Prior to beginning a duty, to declare to the operator if they are unfit to operate; ii. Not begin a duty or continue to operate during a duty, if they know they are, or believe they will become, unfit to operate safely; iii.

Report to their operator all issues relating to fatigue and their fitness to fly; and v. Engage in the safety system of their operator. How to manage off-duty time and make optimum use of rest opportunities. The effects of fatigue as a result of commuting. Ideally, the fatigue management training syllabus should incorporate lessons learned regarding the effects of fatigue and mitigation initiatives that are specific to each airline.

Syllabus should provide crew with an understanding of their responsibilities. Therefore, under the new EASA regulations, operators are required to ensure that rosters are constructed to provide crew with sufficient opportunity to achieve adequate rest, and to ensure that fatigue does not reach an unacceptable level. The individuals responsible for constructing and administering rosters e. According to the new EASA regulations, it is now necessary for these personnel to receive fatigue management training.

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EASA has not provided a suggested syllabus for these groups, but clearly the training should be designed to equip staff with the knowledge and skills required to carry out their considerable fatigue management responsibilities. Table 2 provides a list of suggested topics to be covered by training for crewing, scheduling and rostering personnel. EASA does not define who these personnel are, but presumably it includes managers who make decisions that have the potential to impact on roster design and other contributors to crew fatigue.

Thus, the group would include, for example, the CEO, safety, operational and commercial managers. There is no guidance from EASA on what should be included in training for managers, but it seems reasonable to expect that it would focus on their fatigue management responsibilities, and include a condensed version of the training provided for crew and crewing, scheduling and rostering personnel. Fatigue management training should be provided to management personnel concerned.

The interactivity and knowledge sharing offered by classroom training sessions led by an experienced, knowledgeable trainer is hard to beat, and for smaller groups e. The airline operates frequently at night and many of the crew commute from different European countries. Having learned the science, the personnel were then presented with a series of rostering scenarios, using actual rosters typical of the work patterns in their organisation, and tasked with using what they had learned to construct a realistic solution that minimised fatigue risk.

PRESENTACION

As well as being readily accessible, online training can be quickly updated to respond to changes in the operation or fatigue risk exposure. Airline ABC favours an option also used by many operators, whereby e-learning is used to set out important standard content, supported with classroom sessions to explain company-specific policies and procedures and to enable discussion.

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This approach has the dual benefit of ensuring that important content is delivered in a standardised way i. FACT programmes are tailored to reflect an operator s specific fatigue risk profile, and the policy and procedures they have implemented to manage fatigue risk.

FACT programmes normally consist of c. These modules can be supported by a library of materials, accessible from within the training, for those who want to learn more about sleep, fatigue and fatigue risk management. This approach may tick the box for a small operator with low fatigue risk, assuming the material covers all the areas listed in Tables 1 and 2 and is tailored to the operator s specific risks. However, such an approach - placing the emphasis on crew to educate themselves and take the necessary steps to ensure that they are sufficiently rested - goes against one of the fundamental principles of fatigue management: that of shared responsibility.

Guidance material could be provided to accompany a classroom-based training course, but it should not be the training. The content and frequency of the recurrent training should be proportional to the airline s size, complexity and potential fatigue risk exposure. When significant changes are made to the flying operation e. Refresher training provides an opportunity to review existing fatigue training and to publicise the results of research conducted e.

EASA requires that refresher training is provided on a recurrent basis. A more useful method for evaluating training effectiveness is to assess, after the training, the competency of the attendees to use what they have learnt to actually manage fatigue risk. For example, a set of operational scenarios could be devised, presenting fatigue risks which may by encountered when on duty. The student s task is then to use the information acquired during the training to develop solutions to manage the risk. However, ultimately, the true test of the effectiveness of fatigue management training is whether it contributes to a long-term change in attitude, behaviour and a reduction in fatigue risk.

Assessing this requires the identification of relevant fatigue metrics and longterm monitoring. Example metrics could include: an increase in the number of crew using crew accommodation before driving home after duty; or an increase in the number of crew using the fatigue reporting system. For crew members, training records should be kept for 3 years and for other personnel, it is sufficient to keep details of the last two training sessions.

Ideally the training should include an assessment and show satisfactory completion of the fatigue management training by all attendees. If your organisation already has fatigue management training, will new elements need to be added to reflect the EASA regulations? Does the training in its current format meet the EASA requirements, or could parts be modified and built upon to make them compliant with the requirements?

If classroom-based training is the preferred choice, have those who will be delivering the training received appropriate training and is their knowledge current, or would they benefit from a refresher? If you plan to deliver some or all of the training via computer-based training or an e-learning programme, do you have the necessary skills in-house to develop the training? We also research and assemble safety cases and can assist in building all elements of an FRMS.

FATIGUE MANAGEMENT TRAINING FOR AVIATION PERSONNEL - PDF Free Download

We have developed Fatigue Awareness and Countermeasures Training FACT programmes for a wide variety of clients, ranging from targeted, role-specific programmes for airlines such as easyjet, Cargolux and Jetairfly to organisation-wide programmes for multinationals such as BP and Newmont Mining. Since Clockwork has hosted easyjet s fatigue training programme for flight crew. Since then nearly easyjet pilots have completed the training. Currently approximately flight and cabin crew undertake the training each month, in their own time and at their own pace.

Clockwork provides monthly statistics to the easyjet FRMS team, detailing the numbers who have accessed the training, non-completers, and pass rates. Introduction What are we comparing? References 2. Purpose 3. Status of this AC 4. Introduction 5. Wind criteria due to obstacles at and around airports. SIC No. GASF: "Review of go-around accidents and serious incidents".

GASF: "Learning about go-around decision making through animations". Why are go-around policies ineffective? Smoke, fire and fumes in transport aircraft, past history, current risks and recommended mitigations. HindSight 17 - Production and safety are not opposites. HindSight 17 - Target culture: lessons in unintended consequences. HindSight 17 - Is "value for money" always obtained in safety investment?

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