Developing a Safety Management System for Fatigue Related Risks in easyJet(10)

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with a 93% approval rating. A series of 7 lifestyle questions were directed to crew
regarding their experiences of the ‘6&3’ and ‘5254’ patterns. These questions are set out
below with ‘5254’ approval ratings reported in parentheses:
Q1. Which pattern enables a better work/life balance? (77%)
Q2. Which pattern enables you to get more sleep? (74%) 
Q3. Which pattern do you feel less tired/fatigued on? (91%)
Q5. Which pattern do you feel more alert on? (84%) Q6. Which pattern enables a more
regular sleep pattern? (91%)
Q7. Which pattern enables you to perform more safely at work? (84%)

1.8 Breakthrough in knowledge and culture surrounding fatigue-related risk
normative control) to multiple fatigue-related signals into the management group

form a system snapshot of crew performance and historical analysis of incident and performance databases using the HFMP methodology. This process embodied the concept of improvement breakthrough (Juran, 1964; Juran & Godfrey, 1995). The results of the initial study caused the company management to review the adequacy of current Fatigue codified controls in relation to the risk oversight requirements of the LCC business model. The next step was to employ a managerial approach to fatigue related risk manifestation and this lead to the development of process redesign as a new method of an ‘acceptable means of compliance’ for the oversight regulator. This required easyJet to establish a control process to monitor fatigue-related risk on the company network that steps beyond a systemic Breakthrough to Control scheme. The standard here represented is not necessarily that of regulatory or codified compliance but can represent internal
S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009
company standards (self-regulatory) where the control process establishes a managerial systems approach to the identified risk.
The new proposed Rostering schedule (5/2/5/4) was designed to mitigate the process limitations of the 6&3 schedule and was  to evaluated through a trial implementation of the improved roster (5254) pattern prior to seeking management signoff (and regulator derogation approval) for network application (Stewart & Abboud, 2005b). This follow on methodology led to the application and approval of an FTL alleviation from the UK Civil Aviation Authority which represented a systemic change within easyJet. This was a step

S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009

breakthrough to a control cycle for the evolution of an airline fatigue risk management system of processes.
ICAO formed a Fatigue Risk Management subcommittee in March 2006 (inclusive of easyJet) after completion of the Flight Time Limitations Standards and Recommended Practices (SARP). The purpose of the sub committee was to introduce Fatigue Risk Management Systems (FRMS) as the next step following the update to the prescriptive flight time, flight duty time, duty time and rest periods amendment proposals for the
　
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