Safety Culture Report Pilot Fatigue 2024

25 JULY 2024
PILOT FATIGUE & WORK ENVIRONMENT
: [email protected]
: @safetymatters6
: www.safetymatters.co.in
SAFETY MATTERS FOUNDATION
In today’s data-driven world, understanding target audiences’ perspectives, behaviors, and

preferences is crucial for making informed decisions. To this end, we have conducted a
comprehensive survey aimed at gathering insights into the safety culture of the Indian
aviation industry. This safety culture survey reports presents a detailed analysis of the
collected data, offering valuable findings that can guide strategic planning and decision-
making processes.
This study aimed to explore the mutual influence among fatigue-influencing factors related
to the “work” dimension in analysing pilot fatigue causes. Collecting responses from diverse
participants, we sought to uncover trends, identify critical issues, and gain a deeper
understanding of pilot fatigue and management. The insights gained from this survey will
highlight current perceptions and behaviours and provide a foundation for future initiatives
and improvements.
The survey was designed to capture a wide range of information, encompassing various
dimensions such as personal data, work status, work condition, workload and work
schedule. Likert chart options have been primarily used to range from little influence to
deep influence.
In the following sections, we will present the findings of the survey in a structured manner,
providing detailed analysis and interpretation of the data. We will also discuss the
implications of these findings and offer recommendations based on the insights obtained.
This report aims to provide a comprehensive overview of the current landscape and
suggest actionable steps for moving forward.
We hope the insights presented in this survey report will be valuable to stakeholders and
decision-makers, enabling them to make informed choices and drive positive change within
their organisations and communities.
Capt. Amit Singh. FRAeS

Founder
Safety Matters Foundation
www.safetymatters.co.in
CIN: U85300HR2021NPL096553
Date: 25 July 2024
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Contents
1. About ................................................................................................................................. 3
2. Background....................................................................................................................... 3
3. Objective ........................................................................................................................... 3
4. The Survey ....................................................................................................................... 4
5. Findings of previous Safety Culture survey ................................................................... 5
6. Executive summary.......................................................................................................... 8
7. Analysis ........................................................................................................................... 11
1. Likert scale .................................................................................................................. 11
2. Type of operation........................................................................................................ 13
3. Working Status............................................................................................................ 15
4. Working conditions ..................................................................................................... 18
5. WorkLoad .................................................................................................................... 23
6. Work Schedules.......................................................................................................... 26
8. Conclusion ...................................................................................................................... 36
9. Comments by the respondents ............................................................................................ 38
10. Questionnaire ................................................................................................................. 47
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1. ABOUT
Safety Matters Foundation is a non-governmental organisation based in India. The sole
objective of ‘Safety Matters ‘ is to establish a generative safety culture through collaboration
with the society & the government. Amongst a series of initiatives to enhance safety, the
foundation conducts surveys to gather reliable data and transform it into reports, which are
then shared with all stakeholders.
The foundation conducted the first Safety Culture Survey ever in India in 2020. Fatigue was
identified as a safety concern. In 2022, the foundation conducted the second Safety Culture
survey. The main aim was to determine how much fatigue had affected pilots in India. The
result shows that 54.2% of the pilots suffer from severe excessive daytime sleepiness,
while 41.4% self-assessed moderate daytime sleepiness. 66% of pilots responded ‘yes ’to
the question if they had fallen asleep without the planning/consent of the other pilot or
experienced microsleep episodes.
Having identified fatigue as a significant threat to flight safety and the extent to which pilots
in India had been affected, a third and concluding Safety Culture survey was conducted in
July 2024 to determine the factors that influence fatigue amongst pilots in India.
2. BACKGROUND
Pilot fatigue remains a critical issue in the aviation industry, impacting safety, performance,
and well-being. The demanding nature of flight operations, with irregular schedules, long
duty periods, and disrupted sleep patterns, significantly contributes to fatigue among pilots.
This fatigue affects cognitive functions and decision-making and increases the risk of errors
and accidents. Fatigue risk management for pilots has received increasing attention in
recent years. Existing fatigue management systems offer detailed descriptions of the
factors and the mutual influences among those factors that affect the “sleep” dimension,
one of the primary causes of fatigue. However, analysing factors influencing fatigue’s “work”
dimension has not been as detailed or accurate, particularly in exploring the mutual
influences among numerous fatigue-inducing factors within the work context. By analysing
survey results, we can gain valuable insights into the factors contributing to pilot fatigue and
identify targeted interventions to enhance aviation safety and operational efficiency.
3. OBJECTIVE
This study explored the mutual influence of fatigue-influencing factors related to the “work”
dimension in analysing the causes of pilot fatigue.
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4. THE SURVEY
A total of 530 respondents marked an online survey form. The form is divided into seven
parts.
1. Nature of flight operations
2. Personal information
3. Effect of working status on fatigue
4. Effect of working conditions on fatigue
5. Effect of workload on fatigue
6. Effect of work schedules on fatigue
7. Details and comments
The answers for sections 3-6 are multiple-choice options varying from slight influence to
deep influence.
1. “Slight Influence”:
Definition: A minimal level of impact or effect that is barely noticeable. The influence is
present but does not cause significant change or alteration in behaviour or outcomes.
-Example: Minor adjustments or perceptions that do not drastically alter the course of
actions or decisions.
2. “Little Influence”:
- Definition: A low level of impact with a more noticeable effect than slight influence but
remains relatively minor. It may cause some change or adjustment, but these are typically
small and not substantial.
- Example: Small factors that might cause a minor deviation or slight modification in plans
or behaviour.
3. “Moderate Influence*”:
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-Definition: A moderate impact that causes noticeable and measurable changes or

effects. This influence is significant enough to alter behaviours, decisions, or outcomes in a
more apparent way.
- Example: Factors that cause visible schedule adjustments, performance, or decisions

but do not completely dominate the situation.
4. “Significant Influence”:
- Definition: A high level of impact that leads to considerable changes or effects. This
influence is strong enough to alter behaviours, decisions, or outcomes substantially.
- Example: Important factors that play a significant role in shaping actions, decisions, or
results, leading to substantial changes.
5. “Deep Influence”:
- Definition: A profound and pervasive level of impact that leads to fundamental changes
or effects. This influence is so strong that it profoundly affects behaviours, decisions, or
outcomes.
- Example: Critical factors that can drastically change the course of actions or decisions,
having a lasting and transformative effect.
5. FINDINGS OF PREVIOUS SAFETY CULTURE SURVEY

The Safety Culture Survey 2020 revealed that fatigue is a concern for all respondents
across functional areas, and they expressed the same very strongly. The respondents
strongly disagree with whether employers have implemented fatigue management in their
organisation. Fatigue is now a global concern, and numerous studies have proven the ill
effects of fatigue on safety in the workplace if it is not managed systematically.
The Likert scale shows that respondents agree that compliance with safety requirements is
essential in maintaining a good safety culture in the organisation (A9). Workers are aware
of the organisation’s safety reporting system (C14) and that the safety training imparted to
the workers is helpful to the practical working circumstances (D21).
On the other hand, the respondents’ key concerns or negative emotions are related to
processing safety information and specific events. The respondents feel that enough
resources and workforce are not dedicated to safety (G34), and Safety concerns, once
raised, are not dealt with promptly and comprehensively by the state (C18). This is further
qualified by highlighting the most significant global problem: fatigue, an emerging threat and
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risk to flight safety. The respondents feel the employer does not implement fatigue
management (G36).
Figure 1: Safety Culture Survey 2020
The key findings of the Safety Culture Survey 2022 on fatigue were as follows.
1. 54.2% of the pilots suffer from severe excessive daytime sleepiness, while 41.4% of
pilots self-assessed moderate daytime sleepiness through the questionnaire.
2. Excessive daytime sleepiness (EDS) is a common feature among shift workers.
3. 66% of pilots responded ‘yes ’to the question if they had fallen asleep without the
planning/consent of the other pilot or experienced microsleep episodes.
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4. 71% of pilots in the survey responded that they often felt so tired that they shouldn’t
have been doing cockpit duty.
Figure 2: Microsleep
Figure 3: Tired in the cockpit
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Figure 4: Pilot fatigue survey summary
6. EXECUTIVE SUMMARY
Pilots frequently encounter work characteristics such as lengthy shifts, early morning
departures, late arrivals, and irregular working hours. Similar to industrial shift workers, they
face numerous fatigue factors. However, pilots also deal with unique stressors specific to
the civil aviation industry, particularly within the “work” dimension. This study categorises
these stressors into various groups: working status factors like complex weather
disturbances, working condition factors such as cramped cockpit spaces, workload factors
including physical and mental demands, and working schedule factors like extended flight
duties.
In this context, working status factors exclude personal physiological elements such as
sleep patterns, circadian rhythms, and overall physical health. Instead, they refer to the
pilot’s condition post-flight, influenced by environmental disturbances (e.g., air turbulence),
sudden technical issues, workplace support, schedule changes, and communication
challenges.
Working conditions, distinct from sleep-related environmental factors, focus on the

operational environment. Adverse weather, noise, temperature, vibrations, exposure to
harmful substances, and inadequate lighting contribute to fatigue when they fail to meet the
pilots’ physical and psychological needs. Additionally, poorly designed equipment and
workstations can cause improper working postures, leading to physical strain and increased
fatigue from both physical exertion and psychological pressure. Social conditions, including
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business pressures, meal quality, and rest conditions during transit, also significantly
contribute to pilot fatigue.
Regarding pilot working schedule factors, Goode (Goode J. H. Are pilots at risk of accidents
due to fatigue? J Safety Res. 2003)found that the likelihood of a commercial aviation
accident increases significantly with longer duty hours, with 20% of US commercial aviation
accidents occurring during duties lasting 10 hours or more. Furthermore, staying awake and
working for 18.5 to 21 hours can impair performance to a degree comparable to having a
blood alcohol concentration of 0.05 to 0.08%. Consequently, this study considers long work
hours a critical factor in working schedules.
The number of Indian Pilots who have been declared temporarily medically unfit(TMU) or
permanently medically unfit(PMU) has risen. While no study has been conducted to co-
relate fatigue with rising pilot TMU/PMU, fatigue is a major contributory factor for cardiac
disease.
Figure 5: Indian Pilots TMU/PMU data based on insurance claims
• Neither the operator nor the regulator has conducted a safety management system
risk assessment to determine a possible linkage with the schedules flown. The
failure to find the cause is the failure of the safety management system (SMS). The
SMS undertakes all safety processes.
• The WHO and ILO have stated in a recent communique that 745,000 deaths have
been recorded worldwide in 2016 due to stroke and ischemic heart disease. The two
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United Nations bodies have linked the deaths with excessive weekly work of over
55hrs. Pilots are permitted a duty period of 60 hours in 7 days, which exceeds the
ILO rules.
• The right to sleep is fundamental under the Indian Constitution; only a law can
change it.
• Out of the four main sections of the survey, pilots were highly critical of the section
under the heading “ work schedule”.
• 84% of pilots are concerned with the speed and direction of shift rotation.
• 83% of pilots are concerned with the onset of fatigue due to consecutive night flights.
• 81% of pilots are concerned that flights with minimum rest and rosters without
buffers deeply impact fatigue.
• Nearly 76% of pilots considered the increasing flight duty period and landings as the
week progressed to have a deep influence on the increase in fatigue.
• 70% of pilots in the survey considered that more than 10 hours of flight duty period
profoundly influenced the onset of fatigue. NASA and EASA scientific studies have
recommended a maximum of 10 hours of flight duty period.
• Studies have correlated the period of wakefulness with an equivalence of blood

alcohol level. Seventeen hours of wakefulness can be equated with a blood alcohol
level of 0.05%BAC. DGCA India permits 0.000% BAC during pre and post-flight
tests.
• Age, marital status and number of children do not affect the fatigue influencing factor
of more than 10 hours of flight duty.
• Several of the above-influencing factors have been listed in the existing Directorate
General Civil Aviation (DGCA) civil aviation requirements (CAR) under the operator’s
responsibility. However, enforcement by the regulator is required.
• 40% of pilots feared reporting fatigue, and 30% considered the fear of reporting
fatigue as a significant factor.
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7. ANALYSIS
Figure 6: Likert scale
1. LIKERT SCALE
1. The Likert scale, developed by Rensis Likert in 1932, is a psychometric scale commonly
used in surveys to measure respondents’ attitudes, perceptions, or opinions. It presents a
statement and asks respondents to rate their level of agreement or disagreement on a
symmetric agree-disagree scale. This scale ranges from “deep influence” to “slight
influence”.
The primary purpose of the Likert scale is to convert qualitative data into quantitative data,
allowing for statistical analysis. Each option on the scale is assigned a numerical value,
facilitating the calculation of mean scores, variances, and other statistical measures. This
approach helps researchers gauge respondents’ feelings about a particular topic and
identify trends and patterns across a population.
The provided Likert scale chart visually represents the influence levels from various factors
affecting pilots, ranging from “slight influence” in blue to “deep influence” in red. This
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gradient scale includes intermediate levels of “little influence,” “moderate influence,” and
“significant influence.”
1. High Influence Factors:
- Red Zones (Deep Influence): The chart indicates several factors that are perceived to
have a deep influence on pilots. These include “work schedules” including long duty period,
consecutive night flights, flights with minimum rest, increasing flight duty towards the end of
the block, frequent tail swaps, “Poor support at work,” “Flight schedule adjustments,” and
“Insecure, discouraged feelings.” The high concentration of red signifies these elements’
profound impact on pilots’ fatigue and stress levels.
- Orange Zones (Significant Influence): Many factors such as “Work pace, time pressure,”
“Commercial operational pressure,” and “Consecutive night flights” fall into the significant
influence category. These aspects notably affect pilots, suggesting substantial stress and
fatigue due to these conditions.
2. Moderate Influence Factors:
- Yellow Zones (Moderate Influence): Factors like “Noise, temperature, air quality,”
“Physical and mental loads,” and “Constraints on flight schedules” are commonly in the
moderate influence range. These factors have a noticeable but not overwhelming impact on
pilots, indicating areas where improvements can mitigate fatigue.
3. Low Influence Factors:
- Green Zones (Little Influence): Elements such as “Risks posed by passengers” and
“Problems with people on the ground” fall into the little influence category. While they are
acknowledged, their overall impact on pilot fatigue is less significant.
- Blue Zones (Slight Influence): Factors like “By technology, failure and other risks” and
“Weather, air flow and other environmental disturbances” show up as having a slight
influence. These elements are present but have a minimal effect on overall fatigue and
stress.
Implications:
The chart clearly identifies critical areas where pilot fatigue and stress are most and least
impacted.
- Priority Areas: Immediate attention and resources should be directed towards mitigating
the highest influence factors, particularly those in the deep and significant influence
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categories. Addressing “Poor support at work” and “Insecure, discouraged feelings” could
greatly enhance pilot well-being and operational safety.
- Moderate Adjustments: Factors in the moderate influence range also warrant attention.
Improvements in these areas can lead to a cumulative reduction in fatigue levels.
- Low Priority Areas: While still important, factors in the little and slight influence categories
may be considered lower priority but should not be neglected entirely. Continuous
monitoring is essential to ensure they do not escalate in impact.
Conclusion:
This Likert scale chart serves as a crucial tool for identifying and prioritising factors affecting
pilot fatigue. By focusing on the areas of highest influence, aviation management can
implement targeted strategies to enhance pilot health, performance, and overall safety in
the aviation industry.
2. TYPE OF OPERATION
Figure 7: Nature of flying & heat map
Analysis:
Most respondents are Captains, with a significant count in the “Medium-Short haul
(Regional)” flight operation category.
Co-Pilots and Trainers also have notable counts but are much fewer than Captains.
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“Long Haul” operations show fewer respondents across all flying roles.
Heatmap of Flight Operations, Marital Status, and Number of Children:
For “Long Haul” operations:
Divorced individuals have no children.
Married individuals often have one child.
For “Medium-Short haul (Regional)” operations:
Divorced individuals mostly have one child.
Married individuals have varying numbers of children, with a slight tendency

towards having none or two or more.
Insights:
A high concentration of Captains in “Medium-Short haul (Regional)” operations suggests

this category might be shared or preferred.
Family dynamics, such as marital status and the number of children, vary significantly with
the nature of flight operations. Married pilots show a more diverse distribution regarding
children.
Understanding these relationships can help design better support systems for pilots,
considering their family structures and the nature of their flight operations.
These visualisations and insights can guide more targeted interventions and support
mechanisms for pilots based on their specific circumstances and operational roles.
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3. WORKING STATUS
Two areas highlighted in the survey results are:
1. Poor support at work
2. Reporting fatigue and fear
Figure 8: Work status
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Figure 9: Deep influence
43 % of pilots believed that poor support at the workplace profoundly influences fatigue,
Figure 10: Poor support at work
while 38% considered it a significant influence.
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Support in the workplace is the practical assistance and emotional support that managers,
supervisors, or co-workers provide workers. Providing adequate support can help workers
get through challenging situations at work. The availability or quality of support can vary
depending on the type of work, industry and location of the workplace.
Poor support is when practical and emotional support is inadequate or not provided. Poor
support can include when training, equipment, tools and resources, including adequate
staffing, are insufficient for a worker to perform their role.
Figure 11: Fear of reporting fatigue
40% of pilots feared reporting fatigue, and 30% considered the fear of reporting fatigue as a
significant factor.
Workplace fatigue is a state of physical and mental exhaustion that can significantly impact
employee safety, productivity, and overall well-being. It’s more than just feeling tired;
fatigued workers have impaired judgment, reaction time, and decision-making abilities,
increasing the risk of accidents and injuries. The organisational environment must be
capable of supporting a culture where pilots are encouraged to report fatigue issues without
fear of repercussions responsibly. Such just and fair cultures often must be carefully
developed as the fatigue management process matures, or it will be self-limited at a low
level. All stakeholders must act responsibly and with care to develop mutually trusting
relationships that focus on creating an organisation that effectively manages its fatigue risk.
It’s a collective responsibility: no one stakeholder group can succeed alone.
The recent termination of a Captain for reporting fatigue and others reprimanded directly or
indirectly has most likely led to the respondent’s behaviour in the survey response.
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4. WORKING CONDITIONS
The focus here is on the working environment, adverse weather conditions, noise,
temperature, vibrations, the presence of toxic and harmful substances, improper lighting
and other aspects of the working environment; when something does not meet the physical
and psychological needs of the pilot, it will increase the feeling of fatigue.
Figure 12:Deep influence
Over the last two decades, several case studies and health surveys have been published
describing the health effects of aircrew and passengers attributed to exposure to
contaminated air. Hydraulic fluids and engine oils contain many toxic chemicals, including
various organophosphates. The term “aerotoxic syndrome” (ATS) was proposed in 2000 to
describe the short- and long-term health effects of breathing contaminated cabin air.
However, reported symptoms are nonspecific, and cabin air quality studies indicate that
contaminant levels are below occupational exposure limits and of no concern to human
health. Furthermore, objective evidence of exposure is frequently lacking in previous case
studies and surveys and findings from routine medical and neurological examinations
(including brain imaging) are often reported to be expected in symptomatic aircrew.
Cosmic radiation exposure at aircraft altitudes and circadian rhythm disruption due to travel
through multiple time zones are two primary exposures hypothesised as cancer risk factors.
While airlines are expected to monitor radiation exposure for long-haul pilots, there is a gap
in effective monitoring.
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There are, however, increasing reports of crew members facing health issues.
Several factors contribute to fatigue in working conditions.
1. Accommodation and rest conditions
2. Eating quality and time available to consume meals
3. Work rhythm interruptions
4. Work pace/time pressure
5. Constraints on schedules
The DGCA, India Civil Aviation Requirement on Fatigue Management of Flight Crew,
defines suitable accommodation. The CAR requires a separate room for each crew
member in a quiet environment, equipped with a bed sufficiently ventilated, a device for
regulating temperature and light intensity, and access to food and drink.
49% of pilots consider the accommodation and rest conditions to deeply influence fatigue,
while 34% consider the accommodation factor to influence fatigue significantly.
Figure 13: Accommodation
While the DGCA CAR has no provision for defining nutrition requirements and on-board
meals for flight crew, regulators like EASA mandate nutrition requirements as a part of the
operator’s flight time specification scheme, which is subject to approval by the competent
authority. Every industry provides meal breaks for their employees except for flight crew,
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who are expected to consume their meals simultaneously and perform their inflight duties
without a break.
36% of pilots felt that eating quality and time available for meals deeply influenced causing
fatigue, while 35% responded by considering this factor as significant.
Time pressure and interruptions can significantly impact the likelihood of accidents in
aviation. These factors can affect pilots, air traffic controllers, and other aviation personnel,
leading to errors and mishaps. Here’s an overview of how time pressure and interruptions
contribute to aviation accidents:
Time Pressure
Figure 14:Time pressure
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1. Decision-Making: Under time pressure, individuals may resort to heuristic or rule-of-

thumb decision-making rather than thorough analysis. This kind of decision-making can
lead to suboptimal choices.
2. Reduced Performance: Time pressure can increase stress and reduce cognitive
resources, leading to decreased performance. Pilots may skip checklists or overlook
essential procedures.
3. Fatigue: Prolonged periods of pressure can lead to fatigue, further impairing cognitive
and physical performance.
4. Haste in Communication: In order to save time, communication may become hurried and
less transparent, increasing the risk of misunderstandings between pilots and air traffic
control.
Interruptions
1. Distraction: Interruptions can cause distractions that lead to a loss of situational

awareness. For example, a pilot may be interrupted during a critical phase of flight, such as
take-off or landing.
2. Task Management: Interruptions can disrupt the flow of tasks, making it difficult for
aviation personnel to keep track of their progress and leading to incomplete or forgotten
tasks.
Figure 15: Eating quality & opportunity
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3. Increased Workload: Handling interruptions requires additional cognitive resources,

increasing the overall workload. This can lead to errors, especially when combined with
time pressure.
4. Delayed Responses: Interruptions can delay the response to critical events, as attention
is diverted to handling the interruption rather than addressing the primary task.
Case Studies and Examples
A 100t weight error led the tail-strike protection mechanism to activate on an Air France
Boeing 777F, spurring the crew to command full take-off thrust.
Take-off parameters for the aircraft (F-GUOC) had been calculated using a weight of 243t
rather than the actual figure of 343t, says French investigation authority BEA in its findings
from the 22 May 2015 incident.
This gross error meant the calculated rotation speed of 152kt, with flap position 5, was far
below 175kt and flap 15 required.
A 40t error was made on El Al flight 027 from Tel Aviv to Newark in 2018, whose harried
staff was trying to rush through the pre-flight checklist to expedite an already late departure.
The pilot input the incorrect weight of 128.6 tons for the plane without fuel, exactly 40 tons
short of the correct figure of 168.6 tons, causing an El Al Boeing 787-9 to struggle to
become airborne from Tel Aviv.
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Conclusion: Time pressure and interruptions are significant risk factors in aviation
accidents. Understanding their impact and implementing effective mitigation strategies are
crucial for enhancing safety and reducing the likelihood of accidents in the aviation industry.
Work pace and time pressure deeply impacted fatigue, as 33% of pilots and 35%
considered work rhythm and interruption a cause of fatigue.
5. WORKLOAD
The effort and hard work someone puts into achieving their goals can significantly influence
their level of fatigue. Here are some key points on how this connection typically works:
1. Physical Fatigue: Intense physical labour or prolonged physical activity can lead to
muscle fatigue and overall tiredness. Physical fatigue is often seen in people with physically
demanding jobs or those who engage in intense exercise.
2. Mental Fatigue: Long hours of cognitive work, such as problem-solving, studying, or

working on complex projects, can cause mental exhaustion. Mental fatigue is common in
professions that require a high level of concentration and mental effort.
3. Emotional Fatigue The emotional stress associated with hard work, such as dealing with
high-pressure environments, complicated interpersonal relationships, or personal
challenges, can lead to emotional exhaustion.
Figure 16: work pace, time pressure
Figure 17: Work rhythm & interruption
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4. Sleep Deprivation: Working long hours or under stressful conditions can impact sleep
quality and quantity, leading to sleep deprivation and chronic fatigue.
5. Burnout: Prolonged periods of intense work without adequate rest and recovery can lead
to burnout, characterised by physical, emotional, and mental exhaustion.
6. Work-Life Balance: The balance between work and personal life plays a crucial role. An
imbalance, where work demands overwhelm personal time and relaxation, can increase
fatigue.
Managing fatigue involves incorporating regular breaks, adequate sleep, physical exercise,
relaxation techniques, and a healthy work-life balance.
Figure 18: Hard work
31% of pilots attributed the hard work that they have put in to reach where they are as a
profound causation factor of fatigue. The current flight and duty time limitations do not cater
to an individual’s requirement for a work-life balance. The weekly extended rest period is
the only time the pilot can socialise as a member of society. As a result, rest is sacrificed to
stay in touch with society and stay relevant. Similarly, to keep themselves fit, the crew has
to take time from the rest period when working, which is scheduled for the maximum duty
permissible.
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Figure 19:Insecure, irrirable, stressed & annoyed
Like many professionals in high-stress jobs, pilots experience a range of emotional and
psychological factors that can profoundly influence their fatigue levels. 31% of pilots
attributed this factor to profoundly influencing fatigue. Here’s how these factors can affect
pilots:
1. Insecurity: Concerns about job performance, job security, or the consequences of making
mistakes can create a constant underlying stress contributing to mental and emotional
fatigue.
2. Discouragement: Repeated challenges, setbacks, or failures can lead to feelings of

discouragement. This can diminish motivation and increase the perception of effort,
enhancing fatigue.
3. Irritability: Fatigue itself can lead to irritability. Also, dealing with difficult situations, long
hours, and high-stakes decisions can make pilots more irritable, increasing stress and
fatigue.
4. Stress: The high responsibility of ensuring passenger safety, navigating complex

airspaces, and making critical decisions under pressure contributes significantly to stress.
Chronic stress is a well-known factor in developing both physical and mental fatigue.
5. Annoyance: Frustrations with delays, technical issues, or interactions with colleagues

and passengers can contribute to a buildup of annoyance, adding to overall emotional
exhaustion.
These factors collectively create a challenging environment for pilots, making it essential for
them to have effective coping mechanisms and support systems. Implementing stress
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management techniques, ensuring adequate rest, and promoting a positive work

environment can help mitigate these influences and reduce fatigue.
6. WORK SCHEDULES
Work schedules are crucial in influencing fatigue levels, especially in professions like
aviation, healthcare, and emergency services. Here’s how different aspects of work
schedules can deeply impact fatigue:
1. Irregular Hours:
- Shift Work: Rotating or irregular shifts can disrupt the body’s natural circadian rhythms,
leading to difficulty sleeping and increased fatigue.
- Night Shifts: Working at night can be particularly challenging because it goes against the
body’s natural inclination to sleep during darkness.
2. Long Hours:
- Extended Workdays: Working longer than the typical 8-hour day can lead to physical
and mental exhaustion.
- Overtime: Frequent overtime can reduce the time available for rest and recovery,
leading to cumulative fatigue.
3. Lack of Rest Days:
- Insufficient Days Off: Not having enough rest days between work periods can prevent
adequate recovery, causing chronic fatigue.
- Back-to-Back Shifts: Consecutive workdays without a break can lead to a buildup of

fatigue over time.
4. On-Call Schedules:
- Unpredictability: Being on call can lead to interrupted sleep and increased stress, as
individuals must be prepared to work at any moment.
- Disrupted Sleep Patterns: On-call duties can disrupt sleep, leading to insufficient rest.
5. Early Start Times:
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- Pre-Dawn Shifts: Early start times can cut into valuable sleep periods, especially if they
require waking up in the middle of the night.
- Sleep Inertia: Starting work very early can lead to grogginess and impaired performance
due to sleep inertia, the period of reduced alertness immediately after waking.
6. Time Zone Changes:
- Jet Lag: For professions involving travel across time zones, like piloting, jet lag can
disrupt sleep patterns and lead to significant fatigue.
- Circadian Misalignment: Constantly changing time zones can cause a misalignment

between the internal body clock and the external environment.
7. Workload and Intensity:
- High Demands: High workloads and intense job demands can exacerbate the effects of
long hours and irregular schedules, leading to increased fatigue.
- Mental and Physical Demands: Jobs that require constant attention, decision-making,
and physical activity can be particularly fatiguing when combined with challenging
schedules.
Mitigation Strategies:
- Strategic Scheduling: Implement schedules that allow regular sleep patterns and sufficient
rest periods.
- Rest and Recovery: Ensuring adequate rest days and minimising consecutive long shifts.
- Supportive Policies: Support employees dealing with jet lag or shift work, such as allowing
for gradual adjustment to new schedules.
- Health and Wellness Programs: Promoting healthy sleep habits and stress management
techniques to help employees cope with demanding schedules.
Employers can create a healthier, more productive work environment by recognising and
addressing the impact of work schedules on fatigue.
The first study to correlate fatigue with the number of landings was carried out in the USA,
and the report was published in 2015. The study “Fatiguing Effect of Multiple Take-Offs and
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Landings in Regional Airline Operations” by Kimberly A. Honn, Brieann C. Satterfield, Peter

McCauley, J. Lynn Caldwell, Hans P.A. Van Dongen.
Figure 20: Multi-sector flight
This study was the first to provide systematic evidence on the fatiguing effect of flying
multiple segments as a factor relevant to duty duration. The data set comprised a total of
432 duty hours, 72 take-offs and landings, and 480 fatigue test bouts (including 4,800
minutes of Psychomotor Vigilance Test (PVT) performance). In this regard, and in the
degree of realism and operational detail, the experiment stood out among aviation fatigue
studies in simulated operational settings (cf. Caldwell et al., 2000, 2004; Elmenhorst et al.,
2009; Thomas et al., 2006).
Pilots’ performance on the PVT indicated more significant fatigue on the five-segment duty
day than on the single-segment duty day.
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Figure 21: More than 2 landings
47% of pilots considered more than two landings in a duty period to influence fatigue
deeply. Of the 47% of pilots, 91.5% were flying Medium-Short haul operations. In the
survey, 77% of pilots carried out 3-4 landings on average during a single duty period,
21.3% carried out two, and 1.7% carried out 5-6 landings.
Therefore, pilots flying medium-short haul flights are more concerned with the number of
landings they carry out and the influence of fatigue.
The earliest scientific study carried out by National Aeronautics and Space Administration
(NASA) Ames Research Center Moffett Field, California, Principles and Guidelines for Duty
and Rest Scheduling in Commercial Aviation in a 1996 study noted that 2.3.3 Standard
flight duty period- To reduce vulnerability to performance-impairing fatigue from extended
hours of continuous wakefulness and prolonged periods of continuous performance
requirements, cumulative flight duty per 24 hours should be limited. “It is recommended that
for standard operations, this cumulative flight duty period not exceed 10 hours within a 24-
hour period.” Standard operations include multiple flight segments and day or night flying.
Duty length has been associated with the risk of accidents. For duties of 10-12 hours, the
relative risk of an accident was 1.7 times higher than for all duties, and for duties of 13
hours or more, the relative risk was over 5.5 times higher [Goode JH, 2003]. (MOBEUS
Report)
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Figure 22: More than 10hrs FDP
Nearly 70% of pilots in the survey considered that more than 10 hours of flight duty period
profoundly influenced the onset of fatigue.
Figure 23: Age/Deep influence >10 hrs FDP
46% of pilots aged 29-38 consider more than 10 hours of FDP to influence fatigue deeply.
This age group comprised 40% of the total respondents to the survey. Of these pilots, 79%
were Captains, 80% were married, 34% had two or more children, 29% had one child, and
37% did not have children.
Therefore, the young and middle-aged segment is concerned with fatigue related to more
than 10 hours of flight duty, irrespective of their marital status or number of children. The
current DGCA, India flight and duty time limitations permit 13 hours of flight duty period in
24 hours. The European Aviation Safety Regulator (EASA), EASA’s scientific study states
that the currently allowed maximum daily flight duty period of 13-14 hours “exceeds
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reasonable limits” and is “not in keeping with the body of scientific evidence”; it should,
therefore, be reduced.
Figure 24: Consecutive flights
A resounding 83% of pilots are concerned with the onset of fatigue due to consecutive night
flights. The effects of restricting sleep night after night accumulate, so people become
progressively less alert and less functional daily. This is sometimes described as
accumulating a sleep debt. The pressure for sleep increases progressively across
successive days of sleep restriction. Eventually, it becomes overwhelming, and people
begin falling asleep uncontrollably for brief periods, which is known as micro-sleeps. During
a micro-sleep, the brain disengages from the environment (it stops processing visual
information and sounds). The usual recommendation for a recovery opportunity is for a
minimum of two consecutive nights of unrestricted sleep. Some recent laboratory studies of
sleep restriction suggest that this may not be enough to bring crew members back up to
their optimal level of functioning. There is evidence that the sleep-restricted brain can
stabilise at a lower level of functioning for long periods of time (days to weeks). Recovery
from sleep debt typically requires consecutive nights of normal sleep hours.
The results of a study by A M Williamson, Anne-Marie Feyer from the School of

Psychology, University of New South Wales, Sydney, Australia on “Moderate sleep
deprivation produces impairments in cognitive and motor performance equivalent to legally
prescribed levels of alcohol intoxication”, the results showed, after 17–19 hours without
sleep, corresponding to 2230 and 0100, performance on some tests was equivalent or
worse than that at a BAC of 0.05%.
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Figure 25: Switching flight periods
Figure 26: Increasing FDP towards end of block
84% of pilots are concerned with the speed and direction of shift rotation. 73% of these
pilots were in the age group of 29-48.
Nearly 76% of pilots considered the increasing flight duty period and landings as the week
progresses to have a deep influence on the increase in fatigue.
ICAO Doc 9966 on fatigue management refers to speed and direction of shift rotation. Shift
patterns can be classified according to the speed (fast or slow) and direction (forward or
backwards) of rotation. When the timing of duty periods changes rapidly from one day to
the next (also known as a rapidly rotating schedule), the circadian biological clock cannot
adapt to the pattern of work and rest. The advantage of this is that on days off, an
individual’s circadian biological clock is still aligned with the normal day/night cycle, and
symptoms of circadian disruption are minimised. The downside of rapidly rotating schedules
is that at certain times, such as on the night shift, an individual will be working when their
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circadian drive for sleepiness is high and their performance is at its poorest. A slowly
rotating schedule (e.g. a week of early morning shifts) is more likely to result in some
circadian adaptation, but then on days off, an individual will be slightly out of alignment with
the normal day/night cycle, and some readaptation needs to occur. The DGCA India CAR
requires the operator to plan the rosters to avoid alternating day/ night or late night/early
morning duties.
Figure 27: Frequent changes
The DGCA CAR states that each operator shall prepare the Flight Crew Roster sufficiently
in advance. The roster should be published for at least a 7-day period, and the weekly rest
shall be printed on the published roster. Frequent changes in the roster could mean
constant changing from overload to underload. A pilot typically plans his personal life and
fitness around the roster. Any change in the roster would have an impact on the two.
74% of pilots consider that frequent schedule changes deeply influence fatigue causation.
Refer to the comments section G)—comments number
33,49,50,61,73,77,101,104,118,133,134,151,173.
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Figure 28: Day in the life of a pilot(EASA)
Figure 29: Frequent tail swap
63% of pilots attributed fatigue to being deeply influenced by frequent tail swaps in a flight
duty period. Frequent changes would mean that due to a change of aircraft once or more in
a flight duty period. The crew cannot directly transfer from one aircraft to the second. Before
boarding the assigned aircraft, the crew must proceed to the terminal and undergo security
frisking. Frequent tail swaps, when combined with other factors like maximum flight duty,
minimum rest and multiple landings, can compound the increase of fatigue.
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Figure 30: Flights with minimum rest
The DGCA India CAR mandates that every operator should try to balance commercial
imperatives and crew members’ ability to work effectively. FDTL limits given in the DGCA
CAR are the ‘outer limits’ and should be treated and plan sufficient rest periods after long
flight duty periods.
When 81% of pilots are concerned that flights with minimum rest and rosters without buffers
deeply impact fatigue, the crew are indicating that they are nearing a burnout stage due to
maximisation of their deployment to satisfy the commercial objectives.
Figure 31: Time to travel
As the travel times to and from the residence/hotel to the workplace increase steadily, there
is a need to calculate realistic transit times to provide adequate rest and sufficient sleep to
the crew.
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Figure 32: Discretion of FDP
The need to give the discretion to complete the flight arises when the flights are planned to
the limits. The need to provide frequent discretions will not occur, and this becomes an
exception when buffers are built into the scheduling system, and a pressure test is
performed to check the robustness.
8. CONCLUSION
The findings from the 2024 Safety Culture Survey on Fatigue Factors provide a
comprehensive understanding of the fatigue-related challenges faced by pilots. This
detailed analysis reveals the multifaceted nature of fatigue and its significant impact on
aviation safety and pilot performance.
Summary of Key Findings
1. Time Pressure and Interruptions:

- Impact: Pilots frequently experience time pressure and interruptions during flights, which
are major contributors to cognitive fatigue. These stressors force pilots to rely on heuristic
decision-making, leading to suboptimal performance and increased error rates.
- Mitigation: Effective strategies to mitigate these risks include enhanced scheduling
practices, better communication protocols, and the incorporation of buffer times in flight
schedules.
2. Frequent Tail Swaps:

- Impact: The survey indicates that frequent tail swaps, often combined with maximum
allowable flight duty periods and minimum rest requirements, significantly increase fatigue
levels among pilots. This practice disrupts circadian rhythms and contributes to cumulative
fatigue, which is a critical safety concern.
- Mitigation: Limiting the frequency of tail swaps and ensuring adequate rest periods
between flights can help mitigate this issue. Additionally, developing policies that consider
the biological needs of pilots can reduce the risk of fatigue-related errors.
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3. Rest and Roster Management:

- Impact: Many pilots report that current rest periods and roster management practices
are insufficient to mitigate fatigue effectively. The instability of rosters and the prevalence of
minimum rest periods fail to provide adequate recovery time, leading to chronic fatigue.
- Mitigation: Implementing more stable and predictable rostering practices and ensuring
rest periods that align with scientific recommendations can enhance pilot well-being and
safety.
4. High Influence Factors:

- Impact: Factors such as extended duty periods, consecutive night flights, and
inadequate support at work are identified as having a high influence on pilot fatigue. These
factors exacerbate stress and fatigue, leading to decreased performance and increased
safety risks.
- Mitigation: Addressing these high-influence factors through targeted interventions, such
as limiting consecutive night flights and providing better workplace support, can significantly
reduce fatigue.
5. Pilot Feedback:
- Concerns: Pilots have raised concerns about the effectiveness of current fatigue risk
management systems (FRMS). They also emphasise the need for more robust scientific
studies on fatigue and better consideration of emotional and social factors in fatigue
management.
- Recommendations: Enhancing FRMS by integrating pilot feedback, conducting
comprehensive scientific studies on fatigue, and developing holistic management
approaches considering all aspects of pilot well-being are crucial steps forward.
Recommendations for Future Actions
1. Enhanced Scheduling and Rest Policies:

- Implement more flexible scheduling practices that allow buffer times to accommodate
unforeseen delays and prevent frequent discretions.
- Ensure that rest periods between flights are adequate and aligned with scientific
recommendations to support effective recovery and reduce cumulative fatigue.
2. Focused Interventions on High Influence Factors:

- Prioritise addressing the most significant contributors to fatigue, such as extended duty
periods and consecutive night flights, through targeted interventions.
- Provide better support systems at work, including mental health resources and stress
management programs, to enhance pilot resilience and well-being.
3. Comprehensive Fatigue Management:

- Develop a more robust FRMS incorporating scientific research, public reports, and pilot
feedback to create evidence-based policies.
- Recognise and address the multifaceted nature of fatigue, considering mental,
emotional, and physical aspects in fatigue management strategies.
4. Pilot-Centric Approaches:
- Engage with pilots regularly to gather insights and feedback on fatigue management
practices.
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- Foster a safety culture prioritising pilot health and well-being, ensuring their needs and
concerns are central to policy development.
By taking these actions, the aviation industry can create a safer and more sustainable
working environment for pilots. Addressing the root causes of fatigue and implementing
comprehensive management strategies will enhance performance, reduce errors, and
improve flight safety.
9. COMMENTS BY THE RESPONDENTS

1. None
2. HR SUCKS
3. In Indian Air space the flying stresses is far greater than flying anywhere else in the world.
4. Uncertainty of published roster, like too many stby, pull out from stby changing entire weeks
published roster, unscientific approach in definition of early morning reporting, combining other
sectors with critical sectors (Srinagar)/demanding sectors(Mumbai), OTP issues.
5. Fre
Roster instability, got a revision of roster 2:30 mins before the scheduled departure that my weekly
rest was insufficient at 0230 am for 5 am reporting. Horrible work conditions!
6. Fatigue is subjective. It could be mental, emotional or physical. And it is also that some reasons for
fatigue may be due to prevailing conditions. So it may be a factor one day and not on another.
Emotional and social factors are completely overlooked in fatigue management by airlines due to
commercial constraints. Those have to be brought to the fore.
7. FRMS is a futile exercise with poor outcomes as pilots are scared to report fatigue to management
due fear of reprisals. As a Management Pilot in Vistara, I have seen crew schedulers threaten pilots
with termination if a flight was to get cancelled due to last minute disruptions. FDTL CAR is not
scientifically designed.
8. Don’t treat pilots like robots
9. The prevailing rostering practise in India is to plan pilots daily duties to the limit of the FDTL. It is
causing major burnout, premature medical unfitness and loss of talent to the ME and international
carriers.
10. Fear of DGCA grounding unreasonably
11. We are waiting for a disaster to happen, increased RA’s, increased unstab approaches, increased
ground incidents are reflection of a punishing FDTL scheme and cost cutting in training . Legal
support for pilots is zero in case one has to fight back. Contracts which are one sided and a shame to
slavery that existed centuries ago. Reforms are the need of the hour.
12. Scientific studies should be done and reports made available to public on effects of long duty periods
and consecutive night operations on fatigue, circadian disruption, hormonal imbalances and mental
health of crew.
13. Multiplier effect of gaps during tail swaps at airport lounges, and the fatiguing effect of lugging layover
bags up and down narrow, rickety aerobridge steps. Layover + tail swap + lounge/aerobridge steps +
additional transit (pointless) security = fatigue
14. Company trying to trick pilots by taking approval of company ops manual and following ops manual.
Roster are legal but inhuman to an extent that it doesn’t not allow to manage sleep properly
No work life balance
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15. Too many layovers, pilots come home for just 1 day after working layover flights for 6/7 days . Base
does not matter anymore
16. Constantly changing Rosters and low quality of Layover Hotels and less support from the company
for reporting fatigue. All are main causes Fatigue and stress.
17. Efficiency of the regulator plays a vital role,specifically DGCA is incompetent as they are hand in
glove with the operators.
18. Deep influence with 2 to 3 hrs of transit time
19. All covered in detail
20. sleep is at premium with frequent early mng dep, tail swaps with wait between flights add to fatigue
21. Fatigue is real. I hope the regulator and the airlines understand the same and work towards solving
this major problem.
22. Fear of being dealt in an unjust manner for anything and everything.
23. Cumulative fatigue mitigation after a series of Ultra Long Haul flights not possible with this FDTL as
120 hours of rest is not enough for extreme geographical/time zone disruptions.
Early morning dead heading to operate ULR flights the next early morning is tiring.
Difficult to coordinate/decide inflight sleep schedule on ULR flights without a system to communicate
with other crew members prior to a flight
Fatigue and irritability affects family and social life
24. Terrible Management

25. Manobalan
26. Unnecessary too many questions for this survey.
27. Dgca has failed everyone by not implementing latest CAR
28. I do hope my 5 mins towards this Survery is being used for the welfare of the community & not finding
another loophole to disregard the significant toll this flying profession takes on an individual’s mind &
body.
29. On paper vs the ground reality is very different
30. The proposed FDTL CAR revision of 2024 was a much needed change. It has to be implemented at
the earliest. It will help mitigate a lot of risk factors.
31. Please implement the new CAR at the earliest
32. Logbooks
33. Continuous changes to the roster without the requirement of crew acknowledgment, duty periods
planned through the entire circardian low to the limit of FDP and added training on these same flights
causes fatigue and is detrimental to flight safety.
34. Work environment is toxic and not fair . One way street by employer with no say or representation for
employee
35. There is no Transparency, Fairness, stability, Accountability in the Rostering system which affects the
daily life health and work balance.
36. It’s discouraging to see a better duty time being curtailed right before it was to be implemented.
37. No
38. Airline pressure and fear of vindictiveness if fatiguing schedules are refused/challenged and/or FDTL
extension consent not given. Plain and simple FDTL limits are treated as the minimum rule instead of
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being the maximum rule. Regulator doesn’t have mechanism so that FDTL/schedule manipulation
can be reported anonymously and/or regulator scrutinises each flight irrespective of any reporting
done. Even after disastrous accidents, regulator investigation and recommendations and corrective
actions are only pilot centric instead of any corrective actions against all other contributing or main
reasons. All these contribute and multiply the pressures and fatigue where even regulator is
significantly responsible.
39. FDTL CAR has to be pilot friendly, should be made with thorough research done on Human Factors ,
Circadian Disturbance, Environmental for eg. polar operation for which there is no research done in
Indian Aviation. Adequate Rest post & pre ULH operation for FDP of >22hr. Definition of Posting has
to be clearly defined. And Most importantly since it has Safety Involved, it should not be Favouring
Airline but be Pro Pilots.
40. INDIAN AVIATION HEADING FOR DISASTER DUE CREW FATIGUE
41. Due consideration to the FDTL in India for safety and long term impact to the health of pilots.
42. Leaves are absolutely necessary for physical and mental recovery but are not granted by the
company and instead accumulated. Roster stability is not adhered to and causes significant
disruption to a crews work life balance with negative effects.
43. Minimum rest, long duties, long commute to and from work, tail swaps, relying purely on Boeing
Awareness Model to consider fatigue, ending last duty day close to midnight before weekly rest, and
ending weekly rest with early morning departure are all brutal factors and will lead to something
unfortunate some day.
44. The DGCA CAR doesn’t take into account the fatigue induced by transport time, or lack of adherence
to published roster.
45. Multiple sector, Maximum duty, Minimum rest, Aircraft and Terminal swap are major contributing
factor to FATIGUE.
46. The regulator should do this survey. If not, it should be handed over to professional survey agencies.
All pilots involved in active flying should be asked to do the survey via EGCA. It should bea non
punitive, court monitored survey.
47. FDTL by definition lays out limits. Using these limits as a scheduling guide erodes flight safety
margins. This is very dangerous as it leads to cumulative fatigue with no respite.
48. Roster stability with min stby days should be there, FDTL should not be used as a yardstick/norm to
stay within but should be reached seldom
49. Long duty periods, specially during pre monsoons and monsoon. Regular changes in planned
schedule,
Regular rail swaps and airport halts with no adequate rest area, Calls and emails from company
during rest periods, insufficient transport time.
50. Managements tend to manipulate FDTL regulations to exploit the very essence of it. No regulation
regarding stability of roster and number of changes allowed on the roster gives them an opportunity
to change the roster with free will. In terms of long haul operations even if 1 flight is changes per
month the entire personal monthly schedule of the crew is disturbed putting a lot of stress to manage
their personal life. Contracts being offered are based on lesser flying hours which forces pilots to
undertake these changes which otherwise will hurt their earnings many times leading to pilots flying
even when not physically fit to do so or not rested.Many interact clauses of consequences for not
accepting these changes in the contract create fearful work environment. Simulator duties before
flight are clubbed in the same duty period without giving any due to the mind frame after a Simulator
session of the pilot.Varios other non flying online work , forms courses etc are signed to crew to
complete in the time meant for them to recuperate and spend time with family with harsh
consequences for not completing them on time.DGCA minimums (transport times/ post flight duty
allowances) are a part of the roster policy despite the regulations recommendations of not doing
so.Actual times of these are not taken into account when adhering to the FDTL.
51. Work life balance , maintaining roster when published , leaves to be granted .
52. Every “through the night” flight requires two nights to recover. Two consecutive nights is killing.
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53. Thanks for the survey. Need of the hour is to review FDTL towards reducing duty period by at least
25% and weekly and monthly flight duty by 10 & 20 hours respectively. Also, any change to printed
roster must not b changed without consent.
54. Wilful violations, misinterpretation of FDTL CAR by CMS for commercial gains, unethical rostering
practices major cause of fatigue.
55. Support from company for the wrong blames and steady regular schedule with work life balance can
be maintained will really help.
Good Accomodation with food around is the need.
56. VERY UNSUPPORTIVE AND POOR WORK ENVIRONMENT

57. No increment in salaries due cartelisation by Indian Airlines and notice period causing lot of financial
stress.
58. Two Consecutive nights should be prohibited completely as they have a major impact on the sleep
patterns and mental stability of the crew...and hence the safety of the Pax
59. Over the years the duty period increased and quality time away has drastically changed and
deteriorated. I have found myself to be less than optimal on several occasions in flight.
60. Sub standard salary also creates a lot of mental stress
61. Even when the period of a night flight is defined as 00.00 to 05.00 for calculation of night flying. To
report for a duty starting at 5.00 we still need to wake up at 3.00 which is in the WOCL period but
never counted as a night flight / alternatively when landing by 23.55 with post flight duties and
transport time the pilot ends up sleeping only by 02.00 am which again is never counted as part of
wocl . The period of night flying needs to be counted as 23.00 to 07.00 for us to practically get proper
night sleep and avoid continuous early morning & late night finishes using the loop hole above.
Airlines shouldn’t be allowed to call in the 8.00 hours preceeding a stby to allow for proper rest in the
night. They should be calling at the start of Standby for intimation. Any and all changes to patterns
should be intimated atleasy 24hours prior and not with 12 hours notice. We have personal lives too
and house errands and family time that is never catered for . Most of our time is spent on layovers
and out of the house.
62. Time pressure , 4 sector and back to back mix of day and night duty should be taken off
63. My company cuts costs in terms of crew meals. Despite raising it to the management multiple times,
nothing has been done. Had recently diverted and there was no food.
64. Flying got extremely fatigue causing flying 4 sectors at minimum rest with tail seap and halt.to be
honest safety has taken a last seat in indigo.making profit is on first seat which is extremely alarming
and unsafe.as pilots cant even voice it because openly management says that regulator is in their
pocket.they can do anything
65. Consecutive midnight are killers. Minimum rest is a guideline by administrator, it should not be used
as planning tool. Tail swaps should be reduced.
66. Awaiting a considerate and unbiased regulation by the Regulator and the Company
67. DGCA fdtl
68. Nil
69. No swaps of flight possible due too many errors. Crew scheduling doesn’t entertain any of your
personal requests
70. misuse of night definition by airlines. one day reporting before 0500 next day 0505 it’s not
consecutive night but fatigue is same due loss of sleep
71. New FDTL should be implemented as soon as possible.
We all waiting for some catastrophic to be happen with this current FDTL.
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72. We should respect our biological nature and sleep at night. Studies have proven that staying awake
all night leads to devastating health conditions. We must learn from Hong Kong and other countries
where labour laws don’t permit night work.
73. The current car is toothless , with the iata / icao conference scheduled in India for next year , no
government will want to touch their golden goose I.e. current trajectory of the industry. I don’t see any
changes forthcoming.
Sad but true, a few more heart attacks and it’ll die down again.
Thank you for the top work you are putting in Sir.
74. Need urgent change in FDTL.
75. Consecutive Midnights should be followed by adequate (longer) rest for body & mind to recover for
normal duty hours.
76. While an average office staff works for 9 hrs a day for 5/6 max days in a week. It is shocking a pilots
duty limit can extend to 13hrs in a day and for even 7 to 8 days of continuous work without rest. A
real sad state of affairs.
77. Constant schedule changes without consent,minimal Offs during a calendar month. Extremly stressful
on personal and professional well being and mental health
78. nil
79. Crew Rostering systems and airline never treat us like human beings. We have duties at home as
well we can not rest properly when we are scheduled for back to back flights. This hampers our
mental peace as well as physical well being resulting in sacrificing safety.
80. FDTL RULES NEED TO BE MORE INCLUSIVE
81. Consecutive night should be reconsidered
82. These bad policy are , just like time BOOM,
Let airline enjoy these along with government agencies
But if these bad ,unethical and inhumane partices continuous the aviation industry will suffer badly.
83. The main causal factor for the ever increasing fatigue is the regulator who facilitates all the root
causes for fatigue to exist (and in turn gets felicitated by operators for the same). The regulator is
hand in glove with the operator for each and every letter imposed as a rule and executes whatever
the operator instructs without having a mind of their own to take decisions. And to add the last, the
regulator is, was and always will be deaf, mute and blind to the voices and plights of the end of the
line people (Pilots, Engineers, Cabin Crew) who actually do all the work.
84. Alternating day and night and minimum rest are major contributors towards fatigue
85. Night simulators only for tri,s in Indigo
86. The proposed DGCA CAR may be implemented at the earliest.
87. Midnight duties creating huge impact on rest. Especially consecutive midnights
88. The new fdtl should be enforced asap.
89. FDTL needs revision to improve the work life balance which will improve the overall safety in all
respects.
90. Indian skies have become very chaotic, really had to work on myself as started feeling hypertensive
over a period of time. Change can only happen when airlines treat us as an asset over just being an
employee number. Hefty bonds also make one feel trapped and even if we choose to take a break,
one really can’t.
91. The new FDTL CAR could help mitigate fatigue to an extent.
92. OTP and conflicts with ground departments for multiple back to back sectors, combined with roster
disruptions due weather, makes it very tiring
93. Horrible personal in the rostering team who treat us worse than animals with full support from
management
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94. FDTL is fundamental for Flight Safety.

95. DGCA is not looking out for aircrew / public interest and that’s the reason the new CAR has been
shelved
96. Pay! And getting under paid for all this hard work is unacceptable. 40hr pay was introduced in 2020
during covid. Why are the companies still keeping it? Whereas wold
Over companies are giving several months of profit share.2020 Jan SFO in Tata group airlines was
getting paid 4.75L, its 2024 and they are paying 3.35! Correct it for inflation its just peanuts.
97. Single OFF just doesn’t suffice.
98. Demotivation due to non implementation of new FDTL
99. Fatigue levels has gone up drastically in past 3-4 yrs post COVID. Its just unsustainable.
100. Increase rest for pilots, current FDTL is killing
101. Not having stable rosters and last minute changes contributes to the most stress and fatigue
102. Insecurity due major repercussions to small unintentional errors.
103. Nil
104. Frequent duty changes at less than 48 hours notice lead to being unable to plan our rest.
Lost halts and tail swaps during a flight duty period lead to walking with heavy bags in airports
shuffling around which becomes quite tiring.
Frequents halts mean switching on and off multiple times during a duty, and each time you switch
back on to a high alertness state it becomes much harder during the day. It’s easier to operate 4
sectors over 6 hours of duty than 2 sectors with a gap of 3 hours between them in an 8 hour duty.
105. using our mandatory off to accommodate post flight and pre flight rest and even CL and PLs
has profound negative effect on the personal lives. On my mandatory off I am generally recovering
from post flight fatigue. Meeting family commitments gets very difficult.
106. Dgca should treat pilots as human beings not as machines
107. The rosters are planned ending close to midnight before the offs it leave and an early
morning red eye flight immediately after OFF / leave days.
108. Air India Express Connect(Air Asia India)
109. Few options should have ‘none’ as a choice as some questions don’t affect widebody ops. A
new Boeing FTD is locking the P1 seat in almost upright position. For two crew ops, it is significantly
adding to the fatigue during the flight due to uncomfortable position to carry out In-flight Rest as
mandated by the dgca ops circular.
110. Nil
111. Delayed Flight & Need to maintain OTP- Rushed documentation with hardly any checks
carried out,Bullying attitude of crew scheduling to keep changing assignment or manipulate foreign
assignment, Management Pilots leaving flights in WOCL & taking good international layovers & day
return flights,
112. Airlines now make use of the consecutive midnight rule to cut rest on international layovers
and plan late night arrival followed by extremely early morning departures. This is insane. Cost
cutting by Making use of consecutive midnight at the cost of health and mental peace of pilots.
Landing at 2am and reporting at 3am next day is standard for all middle east flights
113. Na
114. Shorter international layover durations
115. Uncertainty of work and life balance.
Flight stress and medicals haunting licence.
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CIN: U85300HR2021NPL096553
Dead heading before and after flight duty.

Big airports with cisf restrictions on crew movement.
116. Please follow internationally accepted norms in “LETTER & SPIRIT”
117. Inflation, nill or insufficient salary increments, same allowances as they were 16 years back.
118. The FDTL set by the regulator is the absolute limits, catering for days where delays or
diversions happen. Whereas airlines plan it to almost max FDTL in the roster preparation stage and
combine fatigue factors such as 4 sectors, Tail swap, waiting time at airports, consecutive early
morning flights, international to domestic terminal transfers, crew change etc which add to fatigue and
pave way for unsafe operations. No use filing Fatigue forms as it’s either ignored or minor changes
take place which are temporary and 3 months later again the same fatiguing patterns are back
because they are “legal”
119. We are not going to be fit for anything in a few years. Health has deteriorated
120. FDTL has no provision to monitor ground training duties you can go 5 days through the night
and still do two consecutive night flights
121. FDTL limits are outer limits and should be treated as such. But Indigo treats these as targets.
Also violates the CAR and penalises pilots for reporting fatigue.
122. No
123. Frequent roster changes n forced to accept it, fatigue converted to sick, consecutive night
flight, early morning flight, scheduling call at mid night and flight with minimum rest all these r
overlooked.
124. Alot of 4sectors flights consecutive noght flights leading to mental fatigue, stress
125. Fatigue is very real. Don’t let anybody fool you that you can power through it.
126. Consecutive night flight with min rest and long travel time to hotel.
Pressure from company to extend fdtl.
127. NIL
128. Need for filing reports, EFB sector log, FATIGUE REPORTING PROCESS & POLICIES
129. Salaries being paid on time and being transparent with the pay structure also adds to the
stress
130. Not complying with the roster flight and calling up and changing flights on a every day basis.
131. Dgca limits are minimum whereas airlines use it as maximum and always plan around the
edge, with a usual answer to any query “you’re legal” or “within fdtl” lastly some company document
made without dgca approval and used that to exploit fdtl with own interpretations in that book!
132. No
133. The overarching problem is that even though crew scheduling in most LCCs like AIXL and
SpiceJet among others is that even though the roster may be published for a month. It is rarely
followed. Last month I had pullouts every day which completely unbalanced my sleep cycles,
personal well-being and family relationships. This is attributable not to a shortage of pilots but to a
complete lack of foresight and planning among the higher ups. Crew Scheduling has been given
carte blanche as far as the schedule is concerned. DGCA turns their back on pilot fatigue and takes
an excessively hard line on any oversight by pilots in the line of duty while encouraging the airline
management to act as they please by turning a blind eye to the plight of pilots. All the concerns
mentioned in this survey are genuine and need to be addressed urgently to prevent a sharp upturn in
fatigue related incidents.
134. PROBLEM IS ROSTERING THEY ARE GIVING DUTIES IN PLANNING WITH KINIMUM
REST FOLLOWED BY 4 TO 5 DAYS OFF IN A MONTH, NO REST ALL FLIGHTS ARE MINIMUM
REST ALL LAYOVERS MINIMUM REST, MULTIPLE CHANGES BY ROSTERING, NO ONE LISTEN
NOT EVEN OUR MANAGEMENT AS THEY ARE NOT FLYING AS THEY ARE JUST ENJOYING ,
day by day pathetic condition, pressure of work always.
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CIN: U85300HR2021NPL096553
135. Uncertainty combined with lack of empathy from management esp rostering plays havoc .
136. Tran8ng on top of all this contributes more on fatigue levels
137. Better Roster management needed. Also, need the new FDTL scheme to be implemented
which is put on hold by DGCA. Commercial gains should be pursued, but, with safety at the core of
the operations, which means fresh and alert set of crew at the controls. Also, family and social
engagements should be given enough weightage in the Rostering policies made by Airlines. With
such demanding schedules, no other workforce with such demanding work profile works for 168
hours consecutively before they get their weekly rest. Weekly rest should be given at least every 144
hours. Also, with raising traffic and demanding schedules crew mental health should also be given
enough weightage. With weather and other environmental factors reaching extremes like never
before, crew should not be burdened with technical issues , like good weather radars
138. Better Roster management needed. Also, need the new FDTL scheme to be implemented
which is put on hold by DGCA. Commercial gains should be pursued, but, with safety at the core of
the operations, which means fresh and alert set of crew at the controls. Also, family and social
engagements should be given enough weightage in the Rostering policies made by Airlines. With
such demanding schedules, no other workforce with such demanding work profile works for 168
hours consecutively before they get their weekly rest. Weekly rest should be given at least every 144
hours. Also, with raising traffic and demanding schedules crew mental health should also be given
enough weightage. With weather and other environmental factors reaching extremes like never
before, crew should not be burdened with technical issues , like good weather radars
139. Please do something for the pilots. We are helpless, struggling to live a normal life . All
because of FDTL and bad work ethics
140. None.
141. Current DGCA restrictions/regulations need to be backed by scientific data. The heads of
DTL are not pilots. The FSD team is a pool of pilots who prefer desk job to cockpit, therefore prefer to
pass the buck- can’t take a stand. Attempts are being made to facilitate the company, but this should
not be at the cost of safety considerations. Base audit are at times stage managed to regularise
misdeeds. This vicious cycle if not broken, sensible FDTL rules which is at par with other nations can
not happen.
142. Roster disruption and regular minimum rest flying are the most significant factors which lead
to fatigue.
143. Thank you
144. There needs to be system wherein the committee deciding upon the FDTL regulations
comprises of atleast 30% Aviation Medical Specialist Doctors from the IAF (Coz they’re the ones
scrutinising us during renewal medicals) + 30% Normal Line pilots preferably with seniority of 10+
years (coz the management pilots don’t fly as much and hence loose touch of travails faced by
regular Line pilots)
145. Most significant factor that causes fatigue is lack of a fixed sleep schedule, operating through
the night for a couple of days and then getting an afternoon reporting. It gets difficult to force yourself
to fall asleep while your body has been working through the night past couple of of days.
146. As we progress, the airlines will squeeze more juice out of pilots. There is no logical or
technical analysis done to cater for pilots needs. With the amended FDTL CAR in not being
implemented, DGCA has proved that it works for commercial interests. For airlines Crew are just a
number to fill the open flights.
147. 1. Roster should be released for the month as a mandate and the release date should be
atleast one week prior to new roster. Same needs to be mandated by DGCA and enforced.
2. Crew minimum accomodation standards need to be fixed.
3. Crew shortage needs to be addressed by encouraging and facilitating Indian crew upgrades and
career growth rather than using expats as an easy fall back mechanism.
148. This type of flying and scheduling problems are found abroad also.....CAA colluding with the
airline is the norm. Pilot’s are treated like machines & not like human beings
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CIN: U85300HR2021NPL096553
149. Enough rest should be provided after consecutive night flights

150. It’s covered all I could imagine. Thankyou
151. Frequent roster changes without crew consent and single weekly off significantly hampers
quality of life thereby increasing stress and fatigue and leading to lack of interest in what we enjoyed
once that’s flying.
152. I am a pilot with 28 years of Military and 5 years of Commercial flying experience.
153. No central organisation to take up our many grievances. Management becoming more and
more dictatorial and arrogant. No work life balance whatsoever. Salary remains stagnant. Deferring of
new FDTL is very demotivating .
Govt & courts entirely uncaring about us , our service conditions and pilot and passenger safety .
Overall a very bleak scenario for Indian pilots . Not a profession to get into any longer.
154. Most paramount is airlines utilising maximum duty time for crew
155. Change in FDTL is required
156. Pilots also need 2 DAYS WEEKLY OFF as in all other sectors...
Flight Duty time must be increased, and calculated from “Pilots Wake up from Flight”
till he/she reaches at “Home/Hotel + 1 hour”
157. Too many information / mails / ground subject related lengthy and continued Cources/ too
frequent updates & too many circulars / notices lead to information paralysis, which itself is cause of
deep influence.
158. Answers based on Indigo schedule on A320
159. Remove consecutive night operations and reduce maximum flight hours to 7 hrs and FDP 10
hrs with maximum 3 landings
160. The human factor is been taken out of windows.If im up one entire night and next day waking
up early morning even Delays due to varied reasons either weather,crew connections causes more
tiredness.Unrealistic travel time to and fro home/ hotels cut ups on rest time
161. Minimum rest required to be given to be in compliant with FDTL CAR should also be
restricted to only TWICE a month! Humans can not work consistently on MINIUMUM REST forever..
162. Change the current fdtl
163. The abuse of FDTL CAR minimum rest and consecutive night flights by the major airline
rostering has been significantly affecting crews health and overall safety of the flights.
164. The present FDTL is criminal and it compromises the safety
165. Two Consecutive days and nights are killing us. It’s slow poison given by Presesent govt,
Civil aviation ministry and DGCA.
FDP 13 hours. Safety always compromised.
166. Operations on two consecutive nights and a rest of 2-3 hours during flights cause maximum
fatigue.
167. Issues raised but management acts with deaf ears , all airlines in same boat to save money
for them as we pilots are replaceable easily
168. Plan a shorter survey , so that more pilots are encouraged to do it
169. Na
170. No
171. Rest time is minimum. Unable to recover from fatigue and keep adding. I did continuous 6
days of work with each day I had minimum 15 hours of rest
172. Good morning Sir, thank you. Since 2018 I have emailed for Feedback comments asked for
scientific study appraoch to it. Thank you for taking this forward. Regards
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CIN: U85300HR2021NPL096553
173. Too many changes in schedule

174. Chief pilots should work as an independent employee, so long as they remain under the
payroll of the company and under ops and management influence, they won’t be able to truly
represent and protect their pilots from unfair, unethical and unscrupulous practices of the corporate
world.
175. Instability of rosters and indifferent management make it feel like we have no worth. We are
just a number and safety is just a tagline
176. Corrupt Conpany Management, non payment of salaries and defiant government /regulatory
authority are the biggest factors of stress, fatigue and flight safety incident/accidents.
177. Travel time between place of residence to airport & back. Travel time between dispatch to
aircraft also needs to be catered. SOD travel landing post midnight not catered towards consecutive
nights, which is incorrect.
10. QUESTIONNAIRE
Adobe Acrobat
Document
List of questions in the survey
Nature of flight operation

Personal information
a) Indicate your age range
b) Marital Status
c) Number of children
d) Nature of Flying
Working status
a) Weather, air flow and other environmental disturbances
b) Risks posed by passengers
c) By technology, failure and other risks
d) A (temporary) adjustment of the flight schedule
e) Poor support at work
f) Internal conflict among the crew
g) Problems with people on the ground
h) Reporting fatigue and the fear of adverse reaction
Working conditions
a) Noise, temperature, air quality, etc
b) Seated in fixed position/confined space while flying
c) Work pace, time pressure
d) The work rhythm is interrupted
e) Busy airport, etc
f) Repeatability of work
Page 47 of 49
CIN: U85300HR2021NPL096553
g) social duty and pressure

h) Constraints on flight schedules
i) Eating quality and time available to consume the meal
j) Accommodation/rest conditions
k) Commercial operational pressure
l) A condition requiring supervision or control
Work load
a) How mentally demanding was the flight?
b) How physically demanding was the flight?
c) How rushed were you to complete each step of the flight?
d) How hard have you worked to get to where you are?
e) How insecure, discouraged, irritable, stressed and annoyed are you?
Work schedules
a) Multiple Sector Flights (>2 landings in a duty period)
b) More than 10 hours on flight duty period
c) Consecutive night flights
d) Switching between day and night flight without intervening rest day
e) Frequent Changes in Schedule
f) Increasing flight duty period/landings towards end of series of flights
g) Frequent tail swaps within one duty cycle
h) Flights with minimum rest period as given in the DGCA, CAR without buffers
i) Travel time to and from Home/Hotel
j) Giving discretion over the flight duty period to complete the flight
k) Average number of landings per flight duty period
Page 48 of 49
CIN: U85300HR2021NPL096553

Safety Culture Report Pilot Fatigue 2024

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Safety Culture Report Pilot Fatigue 2024

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25 JULY 2024

PILOT FATIGUE & WORK ENVIRONMENT

In today’s data-driven world, understanding target audiences’ perspectives, behaviors, and

Capt. Amit Singh. FRAeS

1. Nature of flight operations

3. Effect of working status on fatigue

4. Effect of working conditions on fatigue

5. Effect of workload on fatigue

6. Effect of work schedules on fatigue

7. Details and comments

-Definition: A moderate impact that causes noticeable and measurable changes or

- Example: Factors that cause visible schedule adjustments, performance, or decisions

5. FINDINGS OF PREVIOUS SAFETY CULTURE SURVEY

Figure 1: Safety Culture Survey 2020

2. Excessive daytime sleepiness (EDS) is a common feature among shift workers.

Figure 3: Tired in the cockpit

Figure 4: Pilot fatigue survey summary

Working conditions, distinct from sleep-related environmental factors, focus on the

Figure 5: Indian Pilots TMU/PMU data based on insurance claims

• Studies have correlated the period of wakefulness with an equivalence of blood

Figure 6: Likert scale

1. High Influence Factors:

2. Moderate Influence Factors:

3. Low Influence Factors:

Figure 7: Nature of flying & heat map

Heatmap of Flight Operations, Marital Status, and Number of Children:

For “Long Haul” operations:

Divorced individuals have no children.

Married individuals often have one child.

For “Medium-Short haul (Regional)” operations:

Divorced individuals mostly have one child.

Married individuals have varying numbers of children, with a slight tendency

A high concentration of Captains in “Medium-Short haul (Regional)” operations suggests

1. Poor support at work

2. Reporting fatigue and fear

Figure 8: Work status

Figure 9: Deep influence

Figure 10: Poor support at work

while 38% considered it a significant influence.

Figure 11: Fear of reporting fatigue

Figure 12:Deep influence

Several factors contribute to fatigue in working conditions.

1. Accommodation and rest conditions

2. Eating quality and time available to consume meals

3. Work rhythm interruptions

4. Work pace/time pressure

Figure 13: Accommodation

Figure 14:Time pressure

1. Decision-Making: Under time pressure, individuals may resort to heuristic or rule-of-

1. Distraction: Interruptions can cause distractions that lead to a loss of situational

Figure 15: Eating quality & opportunity

3. Increased Workload: Handling interruptions requires additional cognitive resources,

Case Studies and Examples

2. Mental Fatigue: Long hours of cognitive work, such as problem-solving, studying, or

Figure 16: work pace, time pressure

Figure 17: Work rhythm & interruption

Figure 18: Hard work

Figure 19:Insecure, irrirable, stressed & annoyed

2. Discouragement: Repeated challenges, setbacks, or failures can lead to feelings of

4. Stress: The high responsibility of ensuring passenger safety, navigating complex