OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT

SYSTEM PROCEDURE

FATIGUE MANAGEMENT PROCEDURE

Owner Rev. No. Document No. Date Approved by

Manager – HSSE 00 PAL-OHS-PRO-2.01 December 2021 Managing Director

Revisions

Revision Approved Date Description

0.0 Managing Director 01.12.2021 Approved for use
1. Contents
1. PURPOSE ......................................................................................................................................... 3
2. SCOPE .............................................................................................................................................. 3
3. RESPONSIBILITY ............................................................................................................................... 3
4. DEFINITIONS .................................................................................................................................... 4
5. EMPLOYEE ASSISTANCE PROGRAMME ........................................................................................... 5
6. GENERAL PROCEDURE .................................................................................................................... 5
1. PURPOSE
 This procedure describes the processes to identify work and non-work-related fatigue,
and eliminate or minimize associated risks to Procoonse Africa Ltd.’s employees and sub-
contractors.
 This procedure outlines the management of risk associated with personal fatigue at
Proconse Africa Ltd. This management strategy will be supported by effective design of
the work environment, appropriate supervision, and by employees’ understanding and
exercising their responsibilities for maintaining their “fitness for work”.
 This procedure shall:
o Clearly define individual accountabilities in maintaining personal fitness for
work;
o Outline a general standard for hours of work and the conditions under which
this might vary;
o Provide guidelines for managing fatigue-related risk in the workplace and;
o Define the accountabilities of all personnel at Proconse Africa Ltd. in relation to
fatigue management.
2. SCOPE
This scope applies to all employees and contractors of Proconse Africa Ltd.
3. RESPONSIBILITY
 Managing Director shall ensure that:
o This procedure for personal fatigue management is implemented at Proconse
Africa Ltd;
o Adequate resources are available to implement and maintain the personal
fatigue management process outlined in this procedure;
o All workers are provided with adequate education and training relating to
personal fatigue management and;
o This procedure is reviewed as new information on to personal fatigue becomes
available.
 Team Leads / Project Management Teams shall ensure that:
o This procedure is fully implemented and applied in their respective areas of the
operation and;
o Education and training requirements for employees are built into the roster.
 Manager – Occupational Health & Safety shall ensure that:
o This procedure is maintained, reviewed, and updated as new information with
regard to personal fatigue becomes available. As a minimum, an annual review
shall occur;
o Supervisory personnel are assisted in ensuring compliance with this procedure;
o Corrective action is taken to manage the risk associated with personal fatigue
when personal fatigue is identified;
o Employees have access to training and information on the management of
personal fatigue issues;
o Supervisors have access to training and information on how to recognize and
manage fatigued workers and;
o Proconse Africa Ltd.’s induction programme adequately covers information on
personal fatigue issues.
  Project Engineers / Supervisors / Foremen are responsible to ensure that:
o The management of personal fatigue as outlined in this procedure is adhered
too;
o Identification and monitoring of personal fatigue issues are undertaken;
o Corrective actions are taken to manage the risk associated with personal fatigue
when personal fatigue is identified;
o Employees have access to training and information on the management of
personal fatigue;
o Incidents of fatigue are recorded and;
o Tasks that expose employees to a high level of fatigue risk are identified.
 Employees including contractors are responsible to ensure that:
o The management of personal fatigue as outlined in this procedure is adhered to
at all times;
o They come to work in a fit for duty state; this includes having had an adequate
rest period prior to the start of a shift;
o They attend training on personal fatigue management;
o Self-monitoring and reporting of personal fatigue is undertaken;
o Informed lifestyle decisions affecting personal fatigue in the workplace are
undertaken and;
o They inform their supervisor where they have a second job outside of their work
on Proconse Africa Ltd’s site of operation.
4. DEFINITIONS
Terms Definitions
Fatigue Fatigue is a state of mental or physical exhaustion which reduces a person’s
ability to perform work safely and effectively.
Fit for Work A state where a person is physically and mentally capable of performing
their assigned work in a manner which does not compromise or threaten
their own or others’ health and safety.
Others Others include the following:
Clients;
Visitors;
Contractors; or
Any other person who attends workplace from time to time other than as a
full-time engaged employee.
Safety Critical Tasks Safety critical tasks are those where the Proconse consequences of a
mistake or error in judgment could cause serious injury, for example driving
a vehicle or operating a crane or other high risk plant; working at heights,
working with flammable or explosive substances; and, other types of work
identified as hazardous.
Shift Work A pattern of work rosters including day and night periods.

Worker A person who carries out work in any capacity for Proconse and may include;
Employees;
Trainees;
Volunteers;
Contractors;
 Workplace Any place where a worker works and includes any place where a worker
goes, or is likely to be, while at work.
5. EMPLOYEE ASSISTANCE PROGRAMME
An Employee Assistance Programme shall provide employees with professional help with a range of
personal and / or social issues, including effective adjustment to shift work.
6. GENERAL PROCEDURE
Fatigue reduces alertness, which may lead to errors and an increase in incidents and injuries. As a
worker experiences rising fatigue levels, there are corresponding physiological, behavioural and
emotional changes that may impact on the ability of a worker to safely undertake work.
Fatigue may increase the risk of incidents because of a lack of alertness and may result in a slower
reaction to signals or situations and affect the ability to make good decisions, particularly when;
 operating fixed or mobile plant and driving vehicles;
 undertaking tasks that require a high level of concentration; and
 undertaking night or shift work when a person would not ordinarily be working.
6.1. Risk Management
Management values all employees Proconse Africa Ltd. It is therefore Management’s responsibility
to ensure that occupationally healthy and safe working environment which is vital to its employees
and contractors is maintained at all times.
As part of every employee’s duty of care, employees and contractors are required to review the task
being undertaken and minimize the harm that it may cause.
This procedure has identified specific hazards associated with tasks performed at Proconse Africa Ltd.
Should any employee or contractor identify any additional significant hazards through the application
of risk assessment tools, Job Hazard Analysis or other methods, he / she should inform the supervisor
and the Occupational Health & Safety Department for this procedure to be amended.
6.2. Identifying Hazards:
Project Engineers / Supervisors must ensure that hazards related to fatigue are identified and
controlled in consultation with affected workers and where applicable Health and Safety Officer.
Work and non-work related factors that must be considered when identifying hazards related to
fatigue are detailed in Table 1. Factors associated with fatigue can be identified by:
 reviewing incident frequency and trends reported in the Near Miss and Hazard Report;
 reviewing timesheets, leave balances and overtime payments;
 consulting with workers and encouraging self-assessment and voluntary disclosure by
workers affected by fatigue; and/or
 directly observing workers’ behaviour.
6.3. Risk Assessment:
The purpose of a risk assessment is to identify appropriate controls that can be implemented to either
eliminate or minimize the risk to worker/s who may be fatigued.
Project Engineers / Supervisors must ensure that where hazards are identified, a risk assessment in
accordance with the Hazards Identification and Assessment of Risks and Opportunities is completed
to determine the level of risk that workers will be exposed to.
Project Engineers / Supervisors should consider the following when undertaking a risk assessment:
  where, which and how many workers are likely to be at risk of becoming fatigued; how
often fatigue is likely to occur;
 the degree of harm which may result from fatigue; whether existing control measures
are effective; and
 what action should be taken to control the risk of fatigue; and how urgently action needs
to be taken to control the risk.

Factors to consider Examples

Work schedules which limit the time workers can physically and
Work Schedule
mentally recover from work, particularly for workers who
undertake:
o Shift work;
o Night work;
o Work extended hours; and or
o Irregular breaks
Job demands which:
o require long hours/irregular hours;
o are physically or mentally demanding; and/or
o are repetitive and/or monotonous.
Environmental conditions such as exposure to:
o heat;
o cold;
o vibration;
o noise; and/or
o poor lighting.
Long distance driving
length and quality of and disruption to sleep time;
Non-work related
use of alcohol, prescription and non-prescription medication or
illegal drugs;
Stress;
Lifestyle / social demands;
Family responsibilities / needs;
Medical conditions;
Diet; and
Secondary employment.
Table 1: Examples of factors to consider when identifying hazards related to fatigue.

6.4. Risk Controls

Where specific hazards have been identified, the risk/s must be controlled so far as is reasonably
practicable. The most appropriate risk controls are to be determined, implemented, monitored and
reviewed in accordance with the Hazards Identification and Assessment of Risks and Opportunities
Procedure. Where risks cannot be eliminated, effective risk mitigation must be implemented. Control
measures detailed in the sections below must be considered.
6.4.1. Work Schedules
Work schedules must comply with relevant industry practice. If there is a conflict between this
procedure and that of the established industry practice, the relevant industry practice prevails to the
extent of the conflict, provided the safety of the worker is protected.
Control measures to prevent or minimize the risk of fatigue associated with work scheduling include:
  ensuring workers have adequate and regular breaks to rest, eat and rehydrate;
 scheduling safety critical work outside the low body clock periods between 2am and
6am, and between 2pm and 4pm;
 managing workload and work-pace change caused by machinery breakdowns or
planned and unplanned absences;
 avoiding work arrangements which provide incentives to work excessive hours;
managing overtime, shift swapping and on-call duties;
 considering future rosters and schedules when approving requests for leave;
 having access to on-call workers for unplanned leave, emergencies or where workload
increases;
 developing plans to deal with workload changes due to absenteeism;
 ensuring sufficient workers are available in high demand areas where fatigue is a risk;
considering alternative options to face-to-face meetings, for example Microsoft teams.
Workers are then not required to spend time travelling to meetings; and
 ensuring that leave plans are developed to ensure proper rest periods are taken and in
accordance with the relevant industry practice.
6.4.2. Shift work
Control measures for shift workers must be specifically relevant to the nature of the shift work and
can include:
 structuring shifts and designing work plans so work demands are highest towards the
middle of the shift and decrease towards the end;
 avoiding morning shifts starting before 6am, where possible;
 avoiding split shifts or, if there is no alternative to split shifts, consider their timing
including whether they are likely to disrupt sleep;
 setting shift rosters ahead of time and avoiding last-minute changes, to allow workers
to plan rest and leisure time;
 allocating shift and night workers consecutive days off to allow for at least two full
nights’ sleep including some weekends;
 aligning shift times with the availability of public transport or if required, providing
alternative transport at the end of a long shift;
 overlapping consecutive shifts to allow enough time for communication at shift
handovers;
 avoiding overtime allocation after afternoon or night shifts;
 considering if night work is necessary and rearranging schedules so non-essential work
is not carried out at night; and
 keeping consecutive night shifts to a minimum.
6.4.3. Working extended hours
If worker/s are required to work extended hours, manager/supervisors must review controls after 12
hours of continuous work to ensure the controls are effective before work can continue. If a risk
assessment has been completed it should be reviewed and individual worker fatigue levels re-assessed
prior to working extended hours.
6.4.4. Job Demands
 ensuring fit-for-purpose plant, machinery and equipment is used at the workplace (e.g.
ergonomic furniture, lifting equipment);
  redesigning the job to limit periods of excessive mental or physical demands;
considering job rotation to limit a build-up of mental and physical fatigue;
 developing contingency plans for potential situations where workers may have to
unexpectedly work longer hours, more shifts or a long sequence of shifts; and
 planning for expected changes in work flow including anticipated peaks and troughs
throughout the year.
 avoiding combinations of working and driving hours that combined would create a risk
to health and safety.
6.4.5. Environmental Conditions
Control measures to prevent or minimize the risk of fatigue associated with environmental conditions
can include:
 avoiding working during periods of extreme temperature or minimize exposure time
through job rotation;
 providing a cool area where workers can take a rest break and rehydrate in hot work
environments;
 installing ventilation and mechanical cooling devices in hot, small and/or enclosed
spaces; providing adequate facilities for rest and meal breaks;
 installing adjustable, low-vibration seats in machinery and vehicles and provide low
vibration hand held equipment;
 providing Personal Protective Equipment (PPE) such as cool vests; and providing and
maintaining a workplace which is well lit, safe and secure.
6.4.6. Non-work related fatigue
It is recommended that managers/supervisors support workers to manage non-work related factors
that may contribute to their fatigue refer to Table 1 for examples.
Workers also have a duty to take reasonable care of their health and this includes having adequate
sleep and rest outside of work.
If a worker requires assistance they are encouraged to obtain advice and/or support through the
Employee Assistance Program (EAP).
6.4.7. Training
Managers/supervisors may in partnership with the Health and Safety Officer arrange education and
awareness training for workers on the risks associated with fatigue and strategies to manage fatigue
risks.
6.5. Emergency Management
6.5.1. Planning for Emergency
Workers may be required to respond to emergencies during the course of their duties. Where a risk
assessment has identified the need to develop an emergency plan, managers/supervisors in
consultation with workers should ensure that an emergency roster is developed to manage fatigue
workers may be exposed to in an emergency.
Where an emergency plan is determined to be required, managers/supervisors must ensure that the
plan is developed in consultation with affected workers and others that may be involved in managing
the emergency event. The following should be considered when developing an emergency plan:
 establishing an emergency roster which considers the following:
o numbers of workers;
 o skill sets required;
o length of shifts workers are required per day;
 regular rotation of workers to ensure adequate rest and recovery.
 whether workers need to be directed away from the workplace for the purposes of rest
prior to participating in the emergency roster;
 whether backfilling arrangements are required for workers that form part of the
emergency team;
 any transportation requirements, particularly supporting workers to return home
following periods of extended work or work that is physically or mentally demanding;
 whether facilities should be provided to allow workers to rest or sleep.
6.5.2. Emergency Response
At the beginning of an emergency, managers/supervisors should review their emergency plan with
affected workers to ensure that the emergency plan will effectively manage the fatigue risk factors
associated with the emergency. Consideration should also be given to:
 workers who will undertake the roles identified in the emergency roster; and whether
any workers will be required to participate in the roster at a later time.
 Additionally, during the emergency the manager/supervisor should:
o monitor how effective the emergency plan and roster are at managing fatigue
levels;
o ensure workers participating in the emergency have sufficient food and drink to
sustain them during the emergency;
o instruct workers to take rest breaks during periods where safety critical work is
not required;
o ensure workers are not placing themselves at increased risk of injury due to
fatigue levels;
o encourage workers to speak up about their fatigue levels if they believe there is
a risk to the safety of themselves or others;
o arrange for alternative methods of transport home for workers at increased risk
of injury due to fatigue levels; and
o ensure workers who have completed emergency responses, have sufficient
breaks before returning to work.
In the event of an injury, illness, near-miss or hazards during an emergency response, workers must
report the issue in accordance with the Accident and Incident Reporting Procedure.
6.6. Fatigue Management Arrangements
6.6.1. Prescribed Fatigue Management
 Workers operating under fatigue-regulated arrangements must comply with the
requirements specific to their operations.
6.6.2. Self-management of fatigue
 Workers must ensure they are not affected by fatigue prior to the commencement of
work. If workers believe fatigue may affect their ability to work safely they are able to
self-assess using the Fatigue Self-Assessment Checklist.
 Manager/supervisors in consultation with workers are able to review and modify the
Fatigue Self-Assessment Checklist to reflect their business unit’s requirements and
operating circumstances.
The Fatigue Self-Assessment Checklist is intended to be used as a predictor of fatigue and is
designed to assist workers to identify relevant signs and symptoms of fatigue and determine
the most appropriate actions to take.
The management of fatigue is a shared responsibility. Workers are able to complete the
Fatigue Self-Assessment Checklist on their own or in conjunction with their
manager/supervisor. The checklist must be completed under the following circumstances:
 if a worker is feeling fatigued during a shift;
 if a manager/supervisor observes that an individual appears to be fatigued on the basis
of the worker’s conduct / behaviour; and
prior to;
 commencing any overtime;
 commencing a call-out; and o extension of work hours;
If a fatigue level of a ‘little fatigued’ to ‘extremely fatigued’ have been identified, business
units should review their Fatigue Self-Assessment Checklist to ensure that control strategies
are implemented to manage the risk of fatigue in the workplace
Workers must notify their manager/supervisor:
 if their work performance is likely to be affected by fatigue, or if there is any risk to
themselves or others due to the effects of fatigue;
 if they reasonably suspect that a worker is behaving in a manner that suggests fatigue
related impairment exists; and
 where a person will not self-manage their potential impairment, posing potential risk to
workers and others health and safety in the workplace.
If a worker is requested by a manager/supervisor to complete a Fatigue Self-Assessment
Checklist to assess any potential fatigue, the worker must do so, and must follow any
reasonable direction determined by a manager/supervisor to appropriately manage any
identified risks.
6.6.3. Management of Fatigued Employee
 In the event an employee’s ability to perform normal duties becomes seriously impaired
(i.e. impairment brings an unacceptable level of risk) while at work, it is his / her duty of
care to report that risk to his / her supervisor.
 If the Supervisor deems that person is not “Fit for Work” because of fatigue, the
following options are available:
o Task Rotation Option: Supervisor to rotate tasks between individuals under their
care.
o Break in Shift Option: The individual is able to take a break in the shift.
o Should the individual and supervisor disagree with regards to the determination
of “Fitness for Work” status, then the Manager or Project Engineer for the is to
be notified in order to make a final determination based upon the information
at hand.
o Individuals identified as experiencing ongoing difficulties with fatigue shall be
referred to the Employee Assistance programme by their Supervisor.
o Where an ongoing issue of fatigue is identified, further discussion with the
Project Manager must take place and a plan established to remedy the problem.
 6.7. Reviewing Risk Controls
Existing risk controls for managing fatigue must be monitored and reviewed to ensure they remain
effective. Existing risk controls must be reviewed:
 when implemented control measures are not effectively controlling the risk;
 before a change at the workplace that is likely to give rise to a new or different health
and safety risk that control measures may not effectively control;
 when a new hazard or risk is identified;
 if consultation indicates that a review is necessary;
 if a health and safety officer requests a review; and/or
 if new information becomes available indicating that current controls may no longer be
the most effective.
6.8. Record Management
 Any records and documentation pertaining to this procedure must be maintained in
accordance with legislative and Proconse control of documented information
procedure.
Annexure: Fatigue Self-Assessment Checklist

Description / Observation Yes No

Physical Symptoms
Eyes bloodshot

Slower movements

Poor co-ordination

Slower than normal response time

Cognitive Functioning
Distracted from task

Poor concentration / lapses in concentration

Difficulty in completing tasks

Short-term memory loss (forgets instructions)

Nodding-off momentarily

Fixed gaze and / or reports blurred vision

Emotion / Motivation

Seems depressed

Irritability

Doesn’t care anymore

Easily frustrated with tasks

If 3 or more indicators of fatigue are present, consult the Supervisor and proceed with EAP.