A fatigue risk management system must move beyond compliance-based duty limits to a risk-based mindset. It will then become an enabler rather than a constraint, helping ANSPs balance safety and efficiency as traffic grows.
Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates.
For air traffic controllers, therefore, the operating context has changed. An already complicated job is becoming ever more complex, bringing fatigue risk management (FRM) to the fore.
“Overtime, duty extensions, and expectations for continuous service have become more common, even in otherwise stable systems,” says Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates. “At the same time, fatigue is still frequently treated as an individual concern rather than an organisational risk, and many air navigation service providers (ANSP) rely heavily on compliance with duty limits to manage fatigue control. The result is that fatigue increasingly exists as a latent condition – compliant on paper, but operationally significant – highlighting the need for more mature, data-informed FRM approaches that reflect how air traffic control work is performed.
Air traffic demand continues to accelerate. But at the same time as traditional civil aviation grows, so too do the challenges facing it – from geopolitical instability to advanced air mobility to space operations.
In general terms, experts in the field talk of the five Ps:
Prioritise: Identify what’s essential; let go, defer, or delegate other tasks.
Plan: Schedule work for peak energy periods, break tasks down, and allow time to rest.
Pace: Alternate activity with rest to avoid energy crashes.
Position: Adjust tasks to reduce strain and save energy.
The basic idea is to focus on important tasks, schedule wisely, take breaks, optimise physical posture, and take breaks without guilt. These techniques are designed to prevent a "boom and bust" approach, leading to more energised air traffic controllers (ATCOs) and safer skies.
The basic idea is to focus on important task, schedule wisely, take breaks, optimise physical posture...
Materials produced would be a step-by-step guide to get where ANSPs need to go
These are just two examples from an almost universal awareness of fatigue issues. At an industry level, CANSO has a Fatigue Risk Mitigation Task Force to help ANSPs implement a practical, scalable FRMS. “The goal of the Task Force is to produce a tangible guide, support materials, gain insights, and ensure alignment globally within reason,” says John Wennes, CANSO’s Safety Programme Manager. “Materials produced would be a step-by-step guide to get where ANSPs need to go. The guidance would outline how to manage fatigue risk inclusive of ATCOs and could be applied to other employees that make up part of the overall system.”
ANSPs are taking FRM seriously. Airways New Zealand, for example, operates under strict Civil Aviation Authority (CAA) rules. Workload is constantly monitored and strategies include limiting consecutive night shifts and ensuring adequate rest breaks. There is a collaborative ‘Just Culture’ approach, and individual employees are expected to manage their rest times and report if they are too fatigued to work.
Spanish ANSP, ENAIRE, introduced a FRM system (FRMS) in 2019 that focuses on a proactive, data-driven approach, including scheduling, education, and physiological support. Key strategies include optimising rostering systems, providing dedicated rest facilities, training on fatigue recognition, and a comprehensive support network.
It is essential to look beyond ATCOs and consider fatigue risks across the wider aviation workforce, including engineers, technicians and other safety-critical personnel. These roles often involve night work, on-call duties, and high cognitive demand, yet fatigue remains less visible. A system-wide view of fatigue improves overall resilience, particularly during disruptions where multiple functions interact.
The guidance is expected to be finalised in 2027.
So, what makes a good FRMS? Clearly, compliance with applicable regulations and guidance is essential. Some common recommendations include the following:
Work shift cycles should be based on having at least two consecutive days free per week.
Work shifts that include night work should have a morning, afternoon, and night rotation system (known as a forward rotation).
At least 30 hours of rest are recommended after working a night shift.
Each daytime shift or shift of intense activity should not exceed eight hours including rest period.
Operational controllers should spend no more than two consecutive hours at work, and this period should be reduced to 90 minutes for controllers working in a radar environment.
The duty period may not exceed 12 hours, and the aggregate of duty period hours may not exceed 200 hours within a defined period of 720 consecutive hours or 30 consecutive days.
Comprehensive training is essential too and should be offered to operational personnel on both the causes of fatigue and available mitigation strategies. Additionally, staff should be encouraged to report fatigue and proactively identify potential risks before incidents occur. Factors such as cultural resistance to fatigue reporting, staffing shortages and dependence on overtime frequently reduce recovery opportunities and obscure fatigue risks.
The overarching objective is to advance beyond restrictive hours-of-service regulations, employing scientific, operational and predictive data to effectively manage alertness levels.
There are other strategic elements to consider. “Key to setting up an FRMS is to view fatigue as a systemic risk to safety rather than a personal issue,” says Al Zaabi. “An FRMS will need to be developed for the specific working environment, accounting for local operation, types and intensity of operations, roster designs, rest periods and facilities. And it will need to be linked to the existing safety management system (SMS).”
An effective SMS requires the identification, mitigation, and monitoring of fatigue, enabling data-driven decisions regarding scheduling and duty periods. Many ANSPs encounter challenges in converting operational data into actionable insights on fatigue, often leading to delays in FRMS implementation.
Key to setting up an FRMS is to view fatigue as a systemic risk
But this is nuanced area with multiple factors to take into account. Age may mean older controllers become more tired from shift work and a reduction of night shift or more general reduction of duties could be considered.
“Workload can impact fatigue in different ways depending on the situation,” says Al Zaabi. “A high workload may keep you awake but it can lead to mental fatigue whereas a low workload can cause boredom and reduced wakefulness. Furthermore, variations in age, personal characteristics, such as circadian characteristics, personal lifestyles and shift preferences make it impossible to provide a global solution for tackling fatigue in air traffic control centres.”
Technology, such as artificial intelligence, can ease fatigue by aiding decision-making and handling routine tasks, but it may cause new risks if not designed well. Its effectiveness depends on integrating it into a human-centred FRMS that complements operational judgement.
Studies also show that priority should be given to sleeping after a night shift rather than a gradual wind down or doing some leisure activities. The longer a person is awake after sleep deprivation, the less efficient his or her sleep will be. ATCOs should observe the rest and off-time periods to maintain their fitness for duty.
Uncertainty and instability of schedules should be avoided. Once a roster is published by an ANSP, republishing should be minimised. Many ANSPs prefer individual tailored rosters to avoid inefficient planning, and this is achievable with advanced software. Any exchange of shift should be made with another ATCO in the same condition of resting and shift exposure; And just as fixed forward rotating is preferred – morning shifts followed by afternoon and evening work, backward rotation patterns be avoided. There are also special considerations for single person operations.
Close
The benefits of incorporating all these elements into an effective FRMS are obvious. Risk is reduced because there is less likelihood of fatigue-related errors, incidents, and accidents. Employee performance – and notably their safety-critical judgment – is improved and there are efficiency gains through optimised staffing. Furthermore, it can lead to reduced absenteeism and a better ability to attract and retain personnel. Fatigue friendly rosters result in improved work/life balance and increase morale.
Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates.
“The global issue is not whether fatigue exists in air traffic control, but whether it is identified and managed effectively to mitigate its effects as a systemic factor affecting operational safety on a global basis,” Al Zaabi concludes.
A fatigue risk management system must move beyond compliance-based duty limits to a risk-based mindset. It will then become an enabler rather than a constraint, helping ANSPs balance safety and efficiency as traffic grows.
For air traffic controllers, therefore, the operating context has changed. An already complicated job is becoming ever more complex, bringing fatigue risk management (FRM) to the fore.
“Overtime, duty extensions, and expectations for continuous service have become more common, even in otherwise stable systems,” says Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates. “At the same time, fatigue is still frequently treated as an individual concern rather than an organisational risk, and many air navigation service providers (ANSP) rely heavily on compliance with duty limits to manage fatigue control. The result is that fatigue increasingly exists as a latent condition – compliant on paper, but operationally significant – highlighting the need for more mature, data-informed FRM approaches that reflect how air traffic control work is performed.
Air traffic demand continues to accelerate. But at the same time as traditional civil aviation grows, so too do the challenges facing it – from geopolitical instability to advanced air mobility to space operations.
Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates.
In general terms, experts in the field talk of the five Ps:
Prioritise: Identify what’s essential; let go, defer, or delegate other tasks.
Plan: Schedule work for peak energy periods, break tasks down, and allow time to rest.
Pace: Alternate activity with rest to avoid energy crashes.
Position: Adjust tasks to reduce strain and save energy.
The basic idea is to focus on important tasks, schedule wisely, take breaks, optimise physical posture, and take breaks without guilt. These techniques are designed to prevent a "boom and bust" approach, leading to more energised air traffic controllers (ATCOs) and safer skies.
The basic idea is to focus on important task, schedule wisely, take breaks, optimise physical posture...
Materials produced would be a step-by-step guide to get where ANSPs need to go
It is essential to look beyond ATCOs and consider fatigue risks across the wider aviation workforce, including engineers, technicians and other safety-critical personnel. These roles often involve night work, on-call duties, and high cognitive demand, yet fatigue remains less visible. A system-wide view of fatigue improves overall resilience, particularly during disruptions where multiple functions interact.
The guidance is expected to be finalised in 2027.
These are just two examples from an almost universal awareness of fatigue issues. At an industry level, CANSO has a Fatigue Risk Mitigation Task Force to help ANSPs implement a practical, scalable FRMS. “The goal of the Task Force is to produce a tangible guide, support materials, gain insights, and ensure alignment globally within reason,” says John Wennes, CANSO’s Safety Programme Manager. “Materials produced would be a step-by-step guide to get where ANSPs need to go. The guidance would outline how to manage fatigue risk inclusive of ATCOs and could be applied to other employees that make up part of the overall system.”
ANSPs are taking FRM seriously. Airways New Zealand, for example, operates under strict Civil Aviation Authority (CAA) rules. Workload is constantly monitored and strategies include limiting consecutive night shifts and ensuring adequate rest breaks. There is a collaborative ‘Just Culture’ approach, and individual employees are expected to manage their rest times and report if they are too fatigued to work.
Spanish ANSP, ENAIRE, introduced a FRM system (FRMS) in 2019 that focuses on a proactive, data-driven approach, including scheduling, education, and physiological support. Key strategies include optimising rostering systems, providing dedicated rest facilities, training on fatigue recognition, and a comprehensive support network.
So, what makes a good FRMS? Clearly, compliance with applicable regulations and guidance is essential. Some common recommendations include the following:
Work shift cycles should be based on having at least two consecutive days free per week.
Work shifts that include night work should have a morning, afternoon, and night rotation system (known as a forward rotation).
At least 30 hours of rest are recommended after working a night shift.
Each daytime shift or shift of intense activity should not exceed eight hours including rest period.
Operational controllers should spend no more than two consecutive hours at work, and this period should be reduced to 90 minutes for controllers working in a radar environment.
The duty period may not exceed 12 hours, and the aggregate of duty period hours may not exceed 200 hours within a defined period of 720 consecutive hours or 30 consecutive days.
Key to setting up an FRMS is to view fatigue as a systemic risk
There are other strategic elements to consider. “Key to setting up an FRMS is to view fatigue as a systemic risk to safety rather than a personal issue,” says Al Zaabi. “An FRMS will need to be developed for the specific working environment, accounting for local operation, types and intensity of operations, roster designs, rest periods and facilities. And it will need to be linked to the existing safety management system (SMS).”
An effective SMS requires the identification, mitigation, and monitoring of fatigue, enabling data-driven decisions regarding scheduling and duty periods. Many ANSPs encounter challenges in converting operational data into actionable insights on fatigue, often leading to delays in FRMS implementation.
Comprehensive training is essential too and should be offered to operational personnel on both the causes of fatigue and available mitigation strategies. Additionally, staff should be encouraged to report fatigue and proactively identify potential risks before incidents occur. Factors such as cultural resistance to fatigue reporting, staffing shortages and dependence on overtime frequently reduce recovery opportunities and obscure fatigue risks.
The overarching objective is to advance beyond restrictive hours-of-service regulations, employing scientific, operational and predictive data to effectively manage alertness levels.
Studies also show that priority should be given to sleeping after a night shift rather than a gradual wind down or doing some leisure activities. The longer a person is awake after sleep deprivation, the less efficient his or her sleep will be. ATCOs should observe the rest and off-time periods to maintain their fitness for duty.
Uncertainty and instability of schedules should be avoided. Once a roster is published by an ANSP, republishing should be minimised. Many ANSPs prefer individual tailored rosters to avoid inefficient planning, and this is achievable with advanced software. Any exchange of shift should be made with another ATCO in the same condition of resting and shift exposure; And just as fixed forward rotating is preferred – morning shifts followed by afternoon and evening work, backward rotation patterns be avoided. There are also special considerations for single person operations.
But this is nuanced area with multiple factors to take into account. Age may mean older controllers become more tired from shift work and a reduction of night shift or more general reduction of duties could be considered.
“Workload can impact fatigue in different ways depending on the situation,” says Al Zaabi. “A high workload may keep you awake but it can lead to mental fatigue whereas a low workload can cause boredom and reduced wakefulness. Furthermore, variations in age, personal characteristics, such as circadian characteristics, personal lifestyles and shift preferences make it impossible to provide a global solution for tackling fatigue in air traffic control centres.”
Technology, such as artificial intelligence, can ease fatigue by aiding decision-making and handling routine tasks, but it may cause new risks if not designed well. Its effectiveness depends on integrating it into a human-centred FRMS that complements operational judgement.
Mohamed Al Zaabi, Acting Manager – Quality and Safety, ANS Safety, General Civil Aviation Authority of the United Arab Emirates.
“The global issue is not whether fatigue exists in air traffic control, but whether it is identified and managed effectively to mitigate its effects as a systemic factor affecting operational safety on a global basis,” Al Zaabi concludes.
The benefits of incorporating all these elements into an effective FRMS are obvious. Risk is reduced because there is less likelihood of fatigue-related errors, incidents, and accidents. Employee performance – and notably their safety-critical judgment – is improved and there are efficiency gains through optimised staffing. Furthermore, it can lead to reduced absenteeism and a better ability to attract and retain personnel. Fatigue friendly rosters result in improved work/life balance and increase morale.
