Elevating Aviation Safety: Integrating Mental Wellness and Fatigue Risk Management

An Informative Article Based on Captain Mehmet Fatih Temel’s Presentation

By Captain Mehmet Fatih Temel, Safety & ERP Manager, Jazeera Airways

Captain Mehmet Fatih Temel, Safety & ERP Manager at Jazeera Airways, recently delivered a critical presentation emphasizing that the cornerstone of aviation safety lies in the human element. His core message asserts: "Safety begins with a clear mind, a rested body, and a supported crew". The presentation outlined the essential link between mental health, crew performance, and effective Fatigue Risk Management Systems (FRMS).

Why Mental Health Matters in Aviation

Aviation is inherently a high-stakes environment where every decision is critical. Mental wellness is not a peripheral concern; it directly influences alertness, judgment, and decision-making.

The industry is currently experiencing rising cognitive stressors, including conflict zone operations, rapid technological disruptions, and economic pressure. Studies show a worrying statistic: 1 in 5 crew members experience moderate to severe stress or fatigue. Given this reality, wellness must be recognized as a safety parameter—not merely a personal issue.

The Critical Link: Fatigue and Performance Degradation

The cumulative effect of minor performance degradations caused by chronic issues is often more dangerous than acute tiredness. The presentation detailed the direct impacts:

• Sleep deficit leads to reduced reaction time and missed critical callouts.

• Chronic fatigue causes cognitive decline, resulting in poor decision-making, particularly during critical flight phases.

• Anxiety or burnout reduces Crew Resource Management (CRM) quality, leading to communication breakdowns.

• Isolation drives low morale and increases crew turnover.

Understanding Fatigue Risk Management (FRMS)

Fatigue Risk Management is the necessary structural solution. ICAO Doc 9966 promotes FRMS as a data-driven, performance-based approach to managing fatigue risk.

FRMS is built upon four fundamental pillars:

1. Policy: Defining accountability and intent.

2. Risk Assessment: Utilizing operational and biomathematical data.

3. Safety Assurance: Verifying the effectiveness of the system.

4. Promotion: Ensuring effective training and communication.

Companies like Jazeera Airways actively integrate scientific tools, such as CrewAlert Pro data, with Flight Data Monitoring (FDM) to accurately monitor and analyze alertness trends.

Best Practices Across the Industry

Effective fatigue management requires coordinated efforts from both airlines and regulatory authorities.

For Airlines:

• Implement predictive modeling of fatigue within scheduling systems.

• Conduct sleep opportunity analysis both before and after duty periods.

• Maintain a non-punitive fatigue reporting culture, treating reports as crucial safety inputs rather than complaints.

• Establish Fatigue Safety Action Groups/Review Boards that integrate medical and safety data for holistic review.

For Authorities:

• Encourage an open reporting culture rather than resorting to punitive oversight.

• Monitor operational trends across the organization rather than focusing solely on individuals.

• Promote training focused on effective decision-making under fatigue, not just strict rule compliance.

Jazeera Airways’ Strategy: A Three-Tiered Model

At Jazeera Airways, fatigue management is formalized within the Safety & Compliance Monitoring (SCM) framework. Key initiatives include the ‘Fit to Fly – Fit for Life’ Crew Wellness Campaign and the Crew Wellness Portal 2025, which will feature self-assessment tools.

Jazeera Airways utilizes a three-tier model to combat fatigue:

1. Predictive: Focusing on prevention through careful roster design, defined standby policies, and the use of augmented crews.

2. Proactive: Encouraging self-reporting without penalty, underpinned by a Just Culture framework.

3. Reactive: Correlating FDM data with fatigue flags to analyze trends and review incidents.

Correcting Misconceptions and the Call to Action

Several misconceptions still hinder progress in the industry:

• The idea that "Fatigue is weakness" is false; fatigue is a predictable human limit.

• The belief that "Rest rules alone solve fatigue" is inaccurate; workload and mental load must also be managed.

• The notion that "If no one reports, no fatigue exists" is misleading; lack of reporting often reflects fear or poor safety culture, not the actual absence of risk.

The critical takeaway is that pilots and cabin crew function as the "human sensors of the system". Therefore, mental resilience is directly equivalent to operational resilience.

Captain Temel calls upon all industry leaders and stakeholders to:

1. Normalize the dialogue about mental health in aviation.

2. Embed wellness within FRMS, rather than treating it merely as an HR topic.

3. Empower leaders and trainers to identify early warning signs.

4. Collaborate regionally on sharing crucial fatigue and wellness data.

A rested and mentally stable crew is not a wellbeing luxury; it is a flight-safety control barrier. As Captain Temel concludes: “A safe flight starts long before takeoff — it begins with the wellbeing of those who fly”.