Integrated Safety Support

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Fatigue Safety Management Seminar

Hazard Analysis >> Systems Design >> Compliance Dr Adam Fletcher & Len Pearson 22 nd March 2007 Integrated Safety Support

Seminar Overview

1. Defining fatigue in operational settings 2. Causes and consequences of fatigue 3. Risk-based fatigue management 4. FAID® fatigue assessment software 5. Additional diagnostic tools 6. Aviation Case Study

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What is fatigue?

Fatigue is a state of impairment that can trigger undesirable safety outcomes • Fatigue can be experienced as having physical/muscular effects and/or mental/psychological effects • Fatigue can be contributed to by both work & non-work factors; particularly those factors that reduce opportunity for, or achievement of, recovery sleep

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What is fatigue?

• • Fatigue can be task acute and accumulate after a short period on a demanding Acute fatigue can be managed operationally by using breaks within a shift (with appropriate regularity and length to also allow personal needs to be met)

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What is fatigue?

• • Fatigue can be chronic - not to be confused with the medically-defined Chronic Fatigue Syndrome - and accumulate over successive shifts Chronic fatigue can be managed operationally by ensuring that breaks between shifts allow adequate opportunity for recovery sleep [note: employees have a complementary responsibility to use time off to ensure they achieve adequate recovery sleep]

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Causes of fatigue

• Work-related factors include: – – – Inadequate sleep opportunity between shifts [note: especially critical for night and early morning shifts, and blocks of them] Inadequate rest opportunity within shifts [note: the requirement for breaks is dependent on the specific task demands, environmental conditions, experience of employee, etc.] [note: more breaks and longer breaks are not necessarily the ideal for maintaining certain tasks] Work-related stressors that might impact on employees’ ability to otherwise maintain awareness of procedures, threats, etc.

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Causes of fatigue

• Non-work factors include: – – – – Commute time/distance and conditions Sleep or other medical disorders (or medications) that impact on sleep or alertness [note: this could include jet-lag symptoms, which could be work- or non-work-related] Nutrition, hydration, and general fitness Non-work stressors that might impact on employees’ ability to otherwise maintain awareness of procedures, threats, etc.

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Consequences of fatigue

Mood ↓ Communication ↓ Speed ↓ Accuracy ↓ Micro-sleeps ↑ Fully Highly rested

• •

fatigued

Focus of attention can be narrowed/tunneled Integration of information - even if routine in nature - can become degraded then stopped • The ability to self-assess whether safety and/or productivity can be maintained is impaired

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Inadequate sleep causes deactivation of the brain; especially in regions that mediate cognitive performance & alertness

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Consequences of fatigue

• Fatigue can trigger undesirable safety outcomes

Fatigue Risk Triangle

• It is necessary to have the three key elements come together Fatigue-related hazards

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Risk-based Fatigue Management

• The management of fatigue in a way that is appropriate for: – the level and pattern of risk exposure – the nature of the operation in order to mitigate unacceptable effects of fatigue on the safety and productivity of the operation

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Fatigue Risk Management System (FRMS)

• As generally applied in GA in Australia:

A scientifically-based, data-driven, flexible alternative to prescriptive flight and duty time limitations that forms part of an operator’s Safety Management System Integrated Safety Support

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FRMS: As generally applied

Modular, poor integration of elements

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Risk-based integrated FRMS

Each element informs / adds to others

Team workshops Hours of work diagnostic Fatigue hazard analysis Policies & procedures Work environ ment Contingency planning Integrated Safety Support Compliance & audit Training & education

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FRMS elements that inform other elements: e.g.

• • The results of ‘Hours of work diagnostic’ can help inform, for example, ‘Compliance & audit’ , ‘Contingency planning’ and The results of ‘Training & education’ ‘Team workshops’ help inform, for example, can ‘Policies & procedures’ , ‘Contingency planning’ ‘Training & education’ and

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Faid®Safe: An integrated risk-based FRMS process

• • • Developed in alliance with Zurich Risk Engineering to exceed the Australian / New Zealand Risk Standard (4360) and meet global insurance industry standards Developed in conjunction with industry and scientific partners to respect operational and best-practice realities The exact number, and relationship of, FRMS elements is tailored to each client

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Faid®Safe: Example modules

• • Hours of work diagnostic using FAID®: to better understand the impact of hours of work on sleep opportunity, and also better understand the impacts on hours of work because of seasonality, staffing levels, overtime, etc.

Fatigue Hazard Analysis Workshops

using selected employees to map out tasks, key exposures, current countermeasures, and other available countermeasures/solutions

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Faid®Safe: Example modules

• • • Assessment of current and possible exposures and protections using GRAID®: and insurance-standard tools Development or updating of relevant policy and procedures related to fatigue, fitness for duty and/or safety management Co-development and/or implementation of training and education programs for employees and managers/supervisors in conjunction with Humantra RTO

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Organisational Fatigue Risk Grading

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Integration of Employee and Employer

Employee RISK Employer The Integrator Integrated Safety Support

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Risk Engineering Principles

Risk Engineering Frameworks focus on: • Hazards • Triggers • Effects • Safeguards • Residual Risks • Assessment of Systems Integrity Risk Engineering disciplines are based on a systematic and comprehensive identification of threats, the design of adequate safeguards and assessment of current and future risk profiles.

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Suggested Code of Conduct

…….. is based on commercially viable workplace fatigue solutions which meet health and safety, quality of life and personal remuneration objectives through a more disciplined approach to planning and utilising the capacity of the human resource……

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THE CODE

  

Effective management of fatigue is a responsibility shared by both employers and employees

Safe work schedules permit individuals adequate time to sleep, rest and recover as well as fulfil reasonable social and domestic responsibilities Effective management of fatigue is a Safety issue, NOT an Industrial Relations issue

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THE CODE

 Awareness programs are used to promote in depth understanding of this significant safety initiative  Training programs are used to develop shared understanding of the safety aspects of a shiftwork environment, the causes of fatigue risks and the solutions that are likely to be explored  Time away from work is used in a safe and responsible manner which achieves sufficient sleep and recovery to ensure that work duties can be completed in a safe and responsible manner

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THE CODE

 Consultative processes are used to invite stakeholders to participate in finding practical, sustainable solutions  Communication strategies are implemented to convey the context and reasons for effective fatigue management to stakeholders  The objective of effective fatigue management is NOT to reduce staffing numbers or to reduce employee remuneration

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Productivity + Quality of Life Productivity

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Throughput

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Resources deployed Fatigue Risk Self - management Disciplined people Disciplined thoughts Disciplined actions => Greater Flexibility & Responsibility SAFE WORKPLACE Prescriptive Rules Black & white for people not willing or not able to implement a self - managed system Quality of Life

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Take - home pay Predictability Personal growth Values & beliefs alignment Integrated Safety Support

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Fatigue Modelling

• Numerous models exist that assess sleepiness/performance/etc.

• Most require inputs such as sleep, light and/or other data available from research and/or military operations • Thus, different models have different purposes

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FAID®

• • • Estimates of work-related fatigue are based on statistical modelling of the amount of sleep likely to be obtained by individuals based on the time of day and duration of work and non-work periods over a 7 day period. Indicative fatigue is inferred from estimated sleep obtained. These estimates are based on formulae developed by the Centre For Sleep Research at the University of South Australia and published in international peer review journals.

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1.0

8.5h break = 1.0h sleep 0.3

0.2

0.1

0.0

0.9

0.8

0.7

0.6

0.5

0.4

48 hours 8.5h break = 5.8h sleep work leisure sleep

Time of Day Integrated Safety Support

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FAID® Scores are Indicators Only

• FAID® scores are indicators only of the impact of sleep deprivation • As they are based on a statistical analysis of research performed into fatigue levels over a broad sample of our population, they only provide guidance on the fatigue of an individual

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Levels of Work-Related Fatigue Scores

• • Standard fatigue represents fatigue scores up to the maximum fatigue scores produced for a Monday to Friday 0900 to 1700hr standard work week; that is, a score of 40.

Moderate fatigue scores would be for the same work week, only work hours are from 2300 to 0700hr. Result is a score of ~ 80.

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40 60 80 100 120 140 Integrated Safety Support Indicative FAID ® scores Monday – Friday Work Week Airline pilots 5, 12h day shifts in a row 2, 12h night shifts in a row 7, 8h night shifts in a row Truck Drivers (worst-case)

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FAID®

• • FAID® is being used as one tool within the Integrated Fatigue Risk Management Program Used by itself, FAID® is not a Fatigue Risk Management System

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Case Study

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easyJet Airline

(Based in the UK) • >110 aircraft >60 destinations >16 Bases • Substantial commitment to Fatigue Safety • Have undertaken their own research on the safety, performance, communication, behavioural & leave impact of different work/rest cycles

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From Stewart & Abboud (2005)

• • Experimental change of line pilot’s work/rest cycle from 3 early, 3 late, 3 off to 5 early, 2 off, 5 late, 4 off Measures included: Expert observation using validated threat/error management method (LOSA), activity monitors (sleep), predictive fatigue monitoring (FAID®), simple reaction time task & surveys

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From Stewart & Abboud (2005)

• 1.

2.

3.

Changed to 5/2/5/4 work/rest cycle based on results including: Correlation of 0.95 between failure-to respond errors & FAID prediction, Increase in successful threat management from 78% to 100% on final day of work cycle, & Survey result showing that 91% of pilots felt less fatigued

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Balpa Survey Results: 70% Membership return Overall, which roster would you prefer to work?

6/3: 7% 5/2/5/4: 93%

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System Integrated Risk Assessment (SIRA ©) Event, System Threats System Sensory Net HFMP ©, Faid ®Safe

Dynamic Auditing Process (

DAP ©

) System, Risk based audit schedule

AQD

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FDM (FOQA) Output Analysis Integrated Safety Support Risk classification/Event- Behavioural /System error source AUDIT

Intervention Performance

Causal Analysis MODE ©

Mgt Decision Process

Design Intervention Monitor system

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Faid®Safe

12 modules focused on the development of primary, secondary and tertiary fatigue protection Based on the rigorous processes of Risk Engineering 40

Primary Protection

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Secondary Protection

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Tertiary Protection

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Contact Details: [email protected]

www.faidsafe.com

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