FRMS Experience within FTLs Implementing and maintaining a

FRMS - Experience within FTLs Implementing and maintaining a performance driven FRMS Forum Montreal 01. September 2011 Cpt. Kristjof Tritschler Manager FRMS MSc Air Safety Management Seite 0 0

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 1 1

Germanwings l l l Based in Germany, operation under European law (EU OPS Subpart. Q) Low Cost Carrier (LCC principle: maximum aircraft & crew utilization) Schedule is compressed, short turn around times of 25 min Mainly short haul, minimum flight duration 40 min, maximum 4: 00 h Flight operations is around the clock 24/7 Aircraft and crew return to home base after each duty l Unionized from the start (Labor Agreements) l Germanwings offers a bidding system to its crews l It’s the first German Airline managing fatigue trough an “FRMS”. Seite 2 2

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 3 3

Chronology: From tired flight crews to a performance driven FRMS Oct 2002 Oct 2005 Aug 2006 Dec 2006 Jan 2007 Mar 2007 May 2007 Jan 2008 Sep 2008 Dec 2008 Feb 2009 May 2010 Mar 2011 Aug 2011 Start of Flight Operations Germanwings CRM recurrent training topic: „Fatigue & Vigilance“ First fatigue survey Report databank analysis identified fatigue as a problem Proposal: „Alertness Management Program“ Decision by senior management to implement FRMS, Policy signed Initial meeting FSAG Official application of scientific (additional) roster rules Scientific study of „Workload & Fatigue“ by DLR Fatigue software introduced for performance monitoring First „Fatigue Management Training“ for crew schedulers New senior management, new FRMS policy signed Fatigue model-based optimizing of rosters First predictive performance indicators. Seite 4 4

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 5 5

Fatigue Management Framework Others say, it‘s the roster that makes people tired Some say, fatigue is all about sleep Lifestyle &Sleep Roster Design Workload Increasing cost pressure requires less people to take more work Is FRMS the solution to cope with increasing demands? Seite 6 6

Fatigue Management Framework Lifestyle &Sleep Roster Design Duties Workload Company‘s Responsibility Management Individual Responsibility Seite 7 7

Fatigue Management Framework We need both sides! Lifestyle &Sleep Roster Design Duties Workload Management Seite 8 8

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 9 9

The Fatigue Safety Action Group (FSAG) The crew on duty: actually perform the flights Flight Safety Network Development Union Adjust schedule (and duties) to real demand Airline-schedule destinations airport slots FSAG Flight Ops Fleet OCC Assign schedule to crews Independence, methodologies, science, risk ass. Rostering Resources: pilots/crew Seite 10 10

Fatigue Safety Action Group (FSAG) FSAG Principles: All recommendations must be l relevant for specific operations l based on scientific data l consistent with company‘s business objectives All participants of the FSAG are „non decision makers“ (!) The FSAG provides recommendations only. Decissions are up to the Safety Review Board, according risk assessment and effectiveness of recommendations. Seite 11 11

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 12 12

Multilayered Defenses to Control Fatigue Risk (SIRA) Frequency exposure Fatigue / 24 h Ops Fatigue Performance Undesired State Prevent L a F F b a a o t t r i i g g F A u u T g e e L r R M e u o e l d m e e e s l n t P U r n e f v it S t t o r F a l t y e g y rew C d Tire Duty on Fatigue Reporting Recover O n J o b S t r a t e g y T e r m i n a t e D u t y Consequence Bad Decission / Accident Fatigue Investigation Seite 13 13

Multilayered Defenses to Control Fatigue Risk (SIRA) Frequency Fatigue / 24 h Ops Fatigue Performance Measurable Improvement Undesired State Prevent L a F F b a a o t t r i i g g F A u u T g e e L r R M e u o e l d m e e e s l n t P U r n e f v it S t t o r F a l t y e g y rew C d Tire Duty on Fatigue Reporting Less high sev. reports Recover O n J o b S t r a t e g y T e r m i n a t e D u t y Consequence SIRA: 10 -9 Bad Decission / Accident Fatigue Investigation Less incidents with fatigue Seite 14 14

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 15 15

If we want to manage it – we need to measure it: SPIs Several Safety Performance Indicators (SPIs) are defined One is explained here – It is based on software results according scientific alghorithms It is an example – no competition !!! Seite 16 16

FRMS – Experience within FTLs 0 Germanwings 1 Chronology 2 Fatigue Management Framework 3 Fatigue Safety Action Group FSAG 4 Multilayered Defenses 5 Fatigue Performance 6 Conclusions Seite 17 17

Conclusions after 5 years of managing fatigue through FRMS ü Managing fatigue is a shared responsibility – don’t forget the other side ü The FSAG is a benefit itself ü Principles for FSAG are indispensable (specific, scientific, economic) ü Fatigue Software beneficial for performance monitoring & assessment ü The main conclusion concerning rostering in fatigue management: It is not the single duty which causes high levels of fatigue! It is the sequence of duties and how humans can adopt to it! This results in manageable rosters without loss in productivity. Seite 18 18

Last Slide: ü Implementation of a FRMS is beneficial even within FTLs and labor agreements ü We can demonstrate a reduction of fatigue risk with high(er) crew productivity at the same time ü Today we consider a performance driven FRMS the best way to manage fatigue. Seite 19 19

Thank you for your attention!

Why introducing FRMS within existing FTLs? l Operational experience showed fatigue evidence l Fatigue risk mitigation was obviously inefficient through compliance to prescriptive FTLs and labor agreements l Maximum crew productivity not fully achieved before l No „off the shelf“ solution available to manage fatigue risk l EU-OPS Q: transfers responsibility to manage fatigue to the operator and individual crew members l ICAO Annex 6: SMS requires operators to keep all hazards at or below an acceptable level of risk. Seite 21 21