S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009

and rostering processes.
2.  
Prioritising strategic and tactical fatigue risks so as to develop and implement appropriate controls and evidenced based rostering rulesets.

3.  
Communicating  change and risk management activity to the organisation

4.  
Tracking and monitoring the performance of implemented controls thereby assessing any residual risk.

S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009
5.  Providing feedback to stakeholders and the regulator as part of a continuous improvement cycle

1.14  EasyJet Management system for Fatigue related risk including a Fatigue risk management model
In summary then, the establishment of a Fatigue related risk management system requires

.  
Inter-individual differences exist between operating crew and how they perform when fatigued, their ability to assess their fatigue state linked to performance assessment and their intrinsic sleep ability, quantity and quality (Graeber, 2009), 

.  
Sleep deprivation (transient and/or cumulative) and workload can lead to performance decrements manifested by crew which in turn can impact on crew performing operationally to a satisfactory level of safety under all circumstances

S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009
.  
FTL rulesets, as a principle fatigue control within the operation cannot be written for every rostering contingency, represent a static form of safety management and often are unsupported by scientific evidence

.  
Application of fatigue countermeasures can provide strategies that partially mitigate operational fatigue related risk and fatigue-related signals received by the FRMS but not the underlying physiological factors; and

.  
Fatigue related risk can manifest as a root cause or contributory factor behind the occurrence of safety incidents and that risk mitigation and monitoring is a

Business Risk Management Survey, 2007). Insurers recognise that compliance to regulatory baselines cannot ensure safety operation under all circumstances and look to see how organisations manage safety performance including how the SMS integrated into wider enterprise risk management processes. Insurers have stated that they will link airline premiums against organisational risk signature (AeroSafety world, 2007).

S. Stewart, F. Koornneef, R. Akselsson, and C. Turner  - HILAS 2009

1.14.2 Reasons supporting FRMS implementation
The benefits of managing fatigue like any other risk, i.e. within an SMS, are significant. Reasons for investing in an FRMS include (Graeber, 2009):
1)  Knowledge of fatigue risk exposure is a fundamental element of business model – FRMS gives a measure of risk exposure. It is in the commercial interests of operators to understand the nature of fatigue risk and manage it effectively for continued safe operation and viability in the commercial environment. Safety links to commercial interest via brand protection. .
　
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