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structure of the document; you’ll
mostly find them in Notices to AOC
Holders, as well as Sub-part Q of JAR
Ops 1 & 3.
It's unlikely that General Aviation
pilots (or any in a non-scheduled
environment) will notice much
difference, though, as GA rarely
changes. Most of this Chapter is
geared towards outfits in the soleuse
charter business, where the
passenger seats available are 19 or
less, so it has to cater for a wide
variety of aircraft and circumstances.
Flight Time And Duty Hours 37
Mainly, though, it assumes that
Company operations are confined to
an area within which local time
doesn't vary by more than 2 hours,
and there's no in-flight relief to
extend duty hours.
In some countries, such as Canada,
knowledge of flight time limitations
is actually part of the Commercial
Pilot’s exams, whereas in UK you
don’t really start finding them out
until you join a company. Also,
before we start, this section is not
necessarily in the same order you
would find in a manual, as I have
tried to put it into a more logical
sequence, so you can understand it
better. Definitions, for example,
have been placed where the terms
they relate to actually arise, rather
than in one lump at the beginning.
Put simply, there is a basic working
day, which generally is 10 hours long
(14 in Canada). This may be longer
or shorter, depending on the time
you start and the number of crew
you have; the earlier you start, the
less time you're allowed, but this
could be offset by carrying extra
crew, when appropriate. Within the
resulting Duty Period there may be a
maximum number of flying hours
which cannot be varied, such as 7
hours' helicopter flying within 12 on
duty. If you need an exceptionally
long working day, you can always
apply for an exemption to cover it.
In Canada, the initial description of
this subject is in CARs, Part VII,
Subpart 0, so start looking at
paragraph 700.14. It’s further
amplified in CASS (Commercial Air
Service Standards), in paragraph 720,
etc. These are the only two places
you will find it mentioned. Further
differences will be found in your
Ops Manual, as the Company can
get exemptions for special situations.
The reason why it’s so high is
because the flying season is short,
especially in the North, and full use
must be made of the time available.
That doesn’t mean you can abuse the
rules, though—there are stiff fines
for breaking the limits, for
companies and pilots, so beware.
You can do as many hours as you
want in the basic 14-hour day,
limited only by refuelling, eating,
etc., but if you extend to 15 hours,
you can only do 8 hours flying.
Cabin staff also have duty hours,
which are essentially the same, but
up to an hour longer at the start of
the day, as they have to prepare the
aircraft for passengers.
Your Responsibilities
These stem from various provisions
of the ANO and CAP 371 and/or
JAR Ops 1 or 3, or CARs in Canada.
Firstly, you must inform the
Company of all your flying
(including Aerial Work, which in
turn includes paid flying instruction),
except private and military flying in
aircraft under 1600 kg MAUW.
Exempt military time must be for
the Royal Air Force Cadet
Organisation, that is, air experience
flights. Anything else counts.
It's also up to you to make the best
use of any opportunities and
facilities for rest provided, and to
plan and use your rest periods
properly—you should inform
Operations if you can't sleep
properly, for example, who might
arrange a specialist.
Then there's the Aircraft Crew and
Licensing part of the ANO (CARs in
38 Operational Flying
Canada) which says that you're not
entitled to act as a member of a
flight crew if you know or suspect
that your physical or mental
condition renders you temporarily
unfit to do so (what about if you’re
permanently unfit?).
In short, all this means you should
not act as a crewmember (and
should not be expected to) if you
believe you are (or likely to be)
suffering from fatigue which may
endanger the safety of the aircraft or
its occupants.
Company Responsibilities
Duties must be scheduled within the
Company's approved scheme, and
rostering staff must be given
adequate guidance. Work patterns
must be realistic with the intention
of avoiding, as far as possible, overrunning
　
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