Citation

Gander P. Transp. Res. F Traffic Psychol. Behav. 2001; 4(1): 49-62.

Copyright

(Copyright © 2001, Elsevier Publishing)

DOI

10.1016/S1369-8478(01)00013-4

PMID

unavailable

Abstract

Air traffic services cover a broad range of operations. The industry worldwide is also facing considerable challenges from increasing traffic volumes and rapid technological change. Approaches for managing controller fatigue vary, from prescriptive hours-of-work regulations (for example in the UK), to an enterprise bargaining agreement between the service provider and the union (Australia). A clear disadvantage of prescriptive approaches in this environment is their lack of flexibility, which leads to a proliferation of modifications for specific operations. In addition, they do not address the dynamic interactions between the various causes of fatigue-related performance degradation. The New Zealand Civil Aviation Authority (CAA) has released a draft Rule (Part 172.55) that allows air traffic service providers to implement their own fatigue management schemes, subject to their acceptance by the Director. The CAA also convened a Technical Study Group (comprising representatives from the service provider, the union representing controllers, the major domestic airlines, the CAA, and the scientific community), to develop an Advisory Circular exemplifying an acceptable means of compliance with the new Rule. In developing advice, the Group drew on available scientific data, regulatory guidelines from other countries, and current operational practice in New Zealand. Air traffic services provide an interesting comparison with the trucking industry, which has led the way in the implementation of fatigue management programmes. Controllers generally have a fixed place of work with relatively regular rosters, they have regular health and proficiency checks, safety is an extremely high priority in the industry, and companies are already accustomed to rigorous audit by the regulator. Nevertheless, a fatigue management approach requires adaptation of traditional roles and attitudes, for controllers' unions, companies, and regulators. Fatigue management regimes are still in their infancy, and ongoing evaluation will be necessary to improve practice in different industries.