Participants also raised that fatigue and mental health concerns remain critical in aviation. One of the concerns was pilots may avoid reporting these issues because they fear they may lose their medical certificate. Limited access to support services in rural areas and lack of education on mental health can exacerbate the problem.
Participants raised the following causes for fatigue and mental health:
- long periods away from home
- tough working conditions, including extreme heat, long days, and not enough breaks.
- unwilling to find help because they worry about losing their license.
What can operators do?
Fatigue management
An organisation can potentially operate under either a:
- Fatigue Risk Management System
- Fatigue Management - Appendix 4
- prescriptive limits under Part 137.Q
- CAO 48.1 Subsection 11 Part 137 Operations
Operators must understand each time they receive a task.
Hazard identification was also a concern. Operators say they need to:
- find hazards related to human fatigue and alertness
- assess and manage safety risks (for example, putting in place controls and mitigation strategies).
Flying and its environment create other operational issues besides fatigue from lack of sleep, time away from work, or other similar factors. Some of these include:
- night flying
- time critical operations
- temperature – extreme heat, dehydration
- environmental degradation – smoke, reduced visibility, changing conditions, windshear, turbulence
- lack of automation
- route variations
- aerodrome unfamiliarity and
- high noise or vibration levels.
Mental health and stress
Having a good Employee Assistance Program (EAP) at work can make a big difference in the lives of employees. An EAP offers support services that help employees manage personal problems that might affect their work performance, health, and well-being.
An effective EAP can address various issues, from mental health and stress to financial and legal concerns. By providing these resources, employers show that they care about their employees’ well-being. This not only helps employees cope with their problems but also improves productivity and job satisfaction.
Creating a helpful EAP involves understanding what employees need and designing a program that meets those needs. It’s not just about offering services but also ensuring that employees know about them and feel comfortable using them.
It also requires careful planning and consideration of various components. By focusing on these items, companies can create an effective EAP that genuinely supports their employees and fosters a healthy, productive workplace:
Confidentiality
Employees must feel safe knowing that you will keep their information private. Confidentiality encourages employees to seek help without fear of judgment or repercussions.
Accessibility
An effective EAP should be easily accessible to all employees. This includes providing services during and outside of work hours, as well as offering multiple ways to reach out, such as in-person, phone, or online.
Comprehensive services
A successful EAP offers a wide range of services to address various issues. These services can include mental health counselling, substance abuse support, financial and legal advice, and stress management resources.
Professional counsellor’s
The EAP should have qualified professionals who can provide expert advice and support. This includes licensed counsellors, therapists, and other mental health professionals.
Promotion and awareness
Employees need to be aware of the EAP and its benefits. Regularly promoting the program through internal communications, training sessions, and company events can increase awareness and utilisation.
Supportive culture
A successful EAP relies on a company culture that prioritises employee well-being. This includes having managers and leaders who encourage the use of EAP services and support employees in seeking help.
Evaluation and improvement
Continuously evaluating the effectiveness of the EAP and making improvements based on feedback and outcomes ensures that the program stays relevant and beneficial to employees.
Further reading
You can find more information at:
- Flight Safety Foundation - Path to Wellness: Charting a Course for Mental Health in Aviation
- Aerospace Medical Association - A Proposed Framework to Regulate Mental Health in Pilots
- The International Federation of Air Line Pilots’ Associations – Mental Health
- Royal Aeronautical Society - Psychosocial Risk Management and Mental Health
What are we doing and delivered?
We have published resources, procedures and rules for managing fatigue to reduce safety risks across aviation:
For operators who have to comply with CAO 48.1 CASA there is specific guidance material including:
- CAAP-48-01 Fatigue Management for Flight Crew Members which supports AOC holders and flight crew members understand their obligations in relation to fatigue risk management
- Fatigue Management Plain English Guide: our plain English guide for fatigue management makes it easy to meet your obligations under:
- Civil Aviation Order 48.1 Instrument 2019
- Subpart 137.Q of Civil Aviation Safety Regulations 1998.
- Safety behaviours: human factors for pilots – Booklet 3 – Human performance focusing on fatigue, stress and workload management.
Operators who don’t have to comply with CAO 48.1 may still need to manage the fatigue risks in their operations.
These operators can use CAO 48.1 requirements and the associated guidance to develop appropriate fatigue management procedures within their operations.