The following outline is recommended for developing an ideal FMP. Additional detail on each component follows below. (a) Statement of Principles: The first component of an FMP should be some overall statement of its philosophy or principles with respect to the issues of fatigue in the work place. This type of statement is useful to labour and management who will be implementing the FMP in various settings and under various circumstances throughout the railway. In addition, this general statement of principles will provide Transport Canada with an understanding of the direction and goals that the company seeks to address in its FMP. Such a statement will be useful in clarifying and elaborating upon special circumstances, should they arise. (b) General Plans: (as per Section 6, Work/Rest Rules) A second component of the FMP should address the "general" approach to Fatigue Management (FM) within the organization. This general, company-wide approach or plan should be implemented throughout all levels of the organization and across the entire system. In other words, it is expected that all employees subject to the Work Rest Rules will be under one general FMP. While the general plan will reflect the approach to fatigue management across the entire system, Specific FMPs will be generated for various operations and locations that represent specific risks (as per Section 6.2.4 Work/Rest Rules). Specific FMPs should be available at a central location accessible to TC and also on-site at the specific location. In some instances, Local FMPs should also be developed for locations with unique risks. These local FMPs should be referenced in the General FMP, and should be available to local labour, management, and TC upon request. (c) Accountability: The third component of the FMP should focus on accountability. The general, companywide FMP should designate an individual to be responsible for the establishment and monitoring of all FMPs (general, specific and local) that exist throughout the organization. This individual would be the main contact person between TC and the organization, and would facilitate the development of these plans. The General FMP should also include information on the roles and responsibilities of those involved with the development, approval, and implementation of the plan. (d) Evaluation of Plan: The fourth major component of the FMP should describe the system that the company will use to determine its success in fatigue management. This evaluation should take place on two levels: (1) There is a need to determine that the FMP is being implemented as planned throughout the system; and (2) There is a need to determine whether the FMP is actually contributing to the reduction or mitigation of fatigue in the field. Evaluation data should consist of various data points and measurements designed to demonstrate that the railway is in fact reducing fatigue and improving alertness. The railway should describe: (1) How it is able to monitor its own compliance with the rule; (2) How the data will be maintained; and (3) How the data will be made available for review by Transport Canada. The type of data to be included will consist of: (1) Review of duty times; (2) Review of time-off taken; (3) Times persons have been relieved for fatigue related reasons; (4) Utilization of fatigue countermeasures such as napping times or facilities; and (5) Frequency of occurrence of incidents and injuries possibly associated with fatigue; (6) or fatigue-related factors. (e) Risk Assessment: The fifth key component of an FMP is risk assessment. Implied within the FMP process is the concept of risk assessment for fatigue, and FMPs are essentially intended to plan for and implement countermeasures in the event of an employee developing a risk for fatigue impaired performance. Accordingly, it is strongly recommended that railways develop and assess the risk for fatigue incurred within its operations. This risk assessment should be part of the process during development of the General FMP and addressed specifically in any Specific and Local FMPs