Business Procedure

Fatigue Management
Document Number OHS-PROC-406
This document applies to the following sites:
All Sites
Rockhampton Office

Brisbane Office

Tarong Site

Barron Gorge Hydro PS

Kareeya Hydro PS

Mica Creek PS

Koombooloomba Hydro PS

Swanbank PS

Mackay Gas Turbine

Wivenhoe Small Hydro PS

Stanwell PS

Meandu Mine

Table of Contents
1.0
2.0
3.0
4.0
5.0
6.0
6.1
6.2
6.3
6.4
6.5
6.6
6.7
7.0
7.1
7.2
8.0
9.0
10.0
11.0
11.1
11.2
11.3
11.4

Preamble ..........................................................................................................................3
Scope ...............................................................................................................................3
Purpose ............................................................................................................................4
Consequences of Fatigue .................................................................................................4
Causes of Fatigue.............................................................................................................4
Responsibilities .................................................................................................................4
Stanwell will: ................................................................................................................. 4
Site Managers / Relevant General Managers are responsible for: ................................ 5
Superintendents and Supervisors are responsible for: .................................................. 5
Health & Safety Personnel & Rehabilitation & Return to Work (RTW) Coordinators are
responsible for: ............................................................................................................. 5
Employees, Contractors (including Sub-contractors) and Visitors (i.e. All Personnel)
must: ............................................................................................................................. 6
Stanwell Contract / Overhaul Administrators are responsible for: .................................. 6
Contracting Company ................................................................................................... 6
Counselling and Support...................................................................................................7
Employee Assistance Program (EAP)............................................................................ 7
Employee Treatment/Support ........................................................................................ 7
Privacy and Confidentiality ................................................................................................7
Supervision .......................................................................................................................8
Fatigue Management Education .......................................................................................8
Fatigue Risk Management System ...................................................................................9
Risk Assessment ........................................................................................................... 9
Identification of Fatigue .................................................................................................. 9
Assessing Fatigue Impairment ....................................................................................... 9
Assessment Methods, Tools and Criteria ....................................................................... 9

WRITTEN BY: ..................................

NAME: Chris Shackleton
Doc No: OHS-PROC-406

ENDORSED/CHECKED BY: ..............................

NAME: Michael Joy
Revision No: 1

APPROVED BY: ....................................

DATE: ........

NAME: Trevor Hooper

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11.4.1 Self-assessment .......................................................................................................10

11.4.2 Random Assessment ................................................................................................10
11.4.3 Overhaul Assessment ...............................................................................................10
11.4.4 With Cause (post-incident) Assessment ...................................................................10
11.4.5 Reasonable Suspicion Assessment ..........................................................................10
12.0 Management of a Person Impaired by Fatigue................................................................11
13.0 Fatigue Impact from Roster Alteration .............................................................................11
14.0 General Rules for Managing Fatigue ..............................................................................12
15.0 Telephone Call Disturbances ..........................................................................................12
16.0 Breaks Within Shifts ........................................................................................................13
17.0 Call Outs .........................................................................................................................13
18.0 Emergency and Crisis Response ....................................................................................13
19.0 Extended Hours ..............................................................................................................13
20.0 Review Process ..............................................................................................................14
21.0 References (Including Information Services) ...................................................................14
22.0 Definitions .......................................................................................................................14
23.0 Revision History ..............................................................................................................16
24.0 Appendices .....................................................................................................................16

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1.0 Preamble
The requirements of Work Health and Safety Legislation states that employers,
employees and contractors have accountabilities for addressing safety in the workplace.
Additional requirements can apply to commuting to and from work. This Procedure is
designed to help manage the health and safety risks resulting from fatigue-related
impairment. Any possible longer-term effects of specific work patterns or shift-based work
in general are not considered in this Procedure.
Due to the legal requirements, the nature of Stanwells work environments and the
potential for fatigue impairment, the effective implementation of the Procedure requires
the commitment of all personnel. Fatigue-related impairment is considered an identifiable
workplace hazard.
Work rosters are the primary means employers can use to establish the working hours of
workers. The duration of breaks or work limits indicated in this Procedure consider the
need of all individuals to achieve regular restorative sleep and other recovery within
patters of work.

2.0 Scope
This Procedure applies to all Stanwells employees, contractors (including subcontractors) and visitors while at the workplace or carrying out activities on behalf of (or
when representing) Stanwell.
The management of fatigue is considered a shared responsibility between an
organisation and its employees, contractors and sub-contractors. Refer to Figure 1 for an
illustration of this relationship. The organisation is responsible for providing a safe
system of work, which includes the development, implementation and management of
working time schedules, and the establishment of a safe work environment and work
practices. Individuals are responsible for maintaining fitness for duty by taking into
account their lifestyle and other (e.g. medical) factors, and managing them appropriately.
Figure 1 Shared Responsibility Model

FATIGUE
Organisational
Responsibilities

Individual
Responsibilities

WORK-RELATED

NON WORK-RELATED

Hours of work, Workload

& Environment

Situation & Lifesstyle,

Medical disorders

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3.0 Purpose
This Procedure aims to eliminate or otherwise minimise risks associated with fatigue. This
Procedure shall serve as a minimum standard, unless other legally-binding requirements
exist that are more conservative (e.g. in an award or employment agreement).
This Procedure prescribes the Stanwell requirements associated with the identification
and management of situations that may be associated with employee fatigue. Where
reasonable and practicable, additional or alternative requirements prescribed by Stanwell
customers must be adhered to, provided minimum legislative requirements are also
satisfied.

4.0 Consequences of Fatigue

Fatigue can significantly affect the ability to communicate clearly, work safely and
productively, and react optimally in an emergency situation. Fatigue and related
consequences such as unintentionally falling asleep can be significant factors in incidents
and accidents. Even without incidents and accidents occurring, fatigue impairment can
significantly impact on efficiency and productivity. One of the critical consequences of
fatigue is that the ability for individuals and teams to assess their fitness for duty becomes
impaired. This can mean individuals and teams may not be fully aware of their fatiguerelated impairment, which can make communicating about potential issues more difficult.

5.0 Causes of Fatigue

Fatigue usually results from inadequate sleep, from one night of bad sleep or a build-up
through a longer period of time. Fatigue can also be related to being awake at times of
the 24-hour day when most people are asleep (e.g. 2am to 5am as one critical window).
Other factors can contribute to fatigue, such as workload, poor medical fitness and
challenging work environments (e.g. with high temperatures, humidity, etc.).

6.0 Responsibilities
6.1

Stanwell will:

Educate all necessary stakeholders about fatigue and fatigue management;

Offer assistance to any employee taking into account the individuals right to privacy
and confidentiality;
Provide leadership and commitment through the allocation of resources for the
establishment, implementation, evaluation and periodic updating of a fatigue
management program;
Review, monitor and track all aspects of the fatigue management program to ensure
compliance across all sites and personnel;
Develop and implement agreed working rosters to help ensure adequate
opportunities for restorative sleep are provided;
Encourage personnel to notify their Supervisor if their capacity to work safely is
impaired to an unacceptable level by fatigue without fear of adverse repercussions;
Provide suitable accommodation for individuals when they are required to travel for
work; and
Provide an Employee Assistance Program (EAP) that places emphasis on the
recognition and management of fatigue.

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6.2

Site Managers / Relevant General Managers are responsible for:

6.3

Superintendents and Supervisors are responsible for:

6.4

Implementing this Procedure;

Investigating apparent and possible breaches of the provisions of this Procedure;
Taking appropriate actions where breaches of the procedure have occurred;
Ensuring that the workplace induction processes includes the obligations detailed in
this Procedure;
Ensuring that investigations of incidents consider the possible contribution of
fatigue;
Assisting Supervisors and Managers in applying this Procedure. This includes
facilitating access to counselling, rehabilitation and other assistance services when
required;
Monitoring the application of this Procedure and delegating appropriate internal
and/or external entities to periodically assessing the suitability and adequacy of it,
and identifying any aspects that can be improved and reporting accordingly about
those matters; and
Sites to review and monitor fatigue assessments through their Health & safety
Committee.

Assisting with the implementation of this Procedure to eliminate and otherwise

minimise the causes and consequences of work-related fatigue;
Ensuring that, to the extent possible, fatigue is considered in planning working
rosters, work allocation and scheduling, taking into account the factors set out in
Appendix 2;
Identifying and advising the relevant Site/General Manager about issues with the
practical application of this Procedure and any possible opportunities for
improvement;
Consulting with appropriate stakeholders about work hours and other details that
can impact on fatigue;
Arranging suitable alternate duties (where possible) and/or a safe location to rest /
sleep for a person impaired by fatigue during a shift;
Ensuring that investigations of incidents consider the possible contribution of
fatigue;
Facilitating other required actions as defined in this Procedure; and
Recognising and assessing the signs, symptoms and management of fatigue (refer
to Appendix 1 for sign and symptom examples).

Health & Safety Personnel & Rehabilitation & Return to Work

(RTW) Coordinators are responsible for:

Ensuring that critical information regarding this Procedure are provided in workplace
inductions; Offering to arrange support, counselling and medical advice for
employees;
Providing advice on establishing suitable alternate duties (where possible); and
Maintaining records and reporting fatigue-related data.
Periodically assessing the auditability and adequacy of this procedure and
identifying aspects that can be improved and reporting accordingly about those
matters.

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6.5

Employees, Contractors (including Sub-contractors) and

Visitors (i.e. All Personnel) must:

6.6

Stanwell Contract / Overhaul Administrators are responsible

for:

6.7

Not wilfully place their own or others health and safety at risk due to fatigue;
Make every reasonable effort to be fit for duty whilst:
o at work;
o on call;
o driving a vehicle related to fulfilling duties; or
o operating plant or equipment related to fulfilling duties.
Notify their Supervisor (or host if they are a visitor) if:
o their work performance is likely to be affected by fatigue; or
o there is any risk to themselves or others due to the effects of fatigue;
Notify their Supervisor or other responsible person immediately (if a person will not
self-manage their potential impairment) where there is a potential risk to health and
safety;
Communicate the obligations to comply with this Procedure;
Participate in fatigue management education;
Participate in fatigue assessments, fatigue risk assessments, and fatigue risk
reviews, if requested;
Report any actual or potential fatigue risks; and
Fulfil their obligation to arrive at work fit for duty, and report anytime they may not
be.

Ensuring that information in this Procedure is provided with the contract

documentation; and
Advising Contractors of their role in complying with Stanwells fatigue management
Procedure.

Contracting Company

Contractors fatigue risk management systems shall, as a minimum, comply with

this procedure;
Contractor companies are individually responsible to ensure that suitable place for
sleep accommodation is available for their employees and contractors;
Contractor companies shall provide to Stanwell, upon request, working time records
and travel history for the 7-day period leading up to the on-site commencement date
for the site. Documentation regarding all workers is to be kept on record prior to the
commencement of any contract;
Prior to commencement on site, Contractors will ensure their workers are fit for duty
by providing a sufficient break to allow for adequate restorative sleep; and
All travel time when in control of a vehicle prior to the commencement and
completion of work shall be considered as part of the assessment of fatigue.

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7.0 Counselling and Support

7.1

Employee Assistance Program (EAP)

Stanwell provide a confidential Employee Assistance Program (EAP) through an
external service provider. This program is available to all Employees and their families
free of charge. Contact details of the EAP are posted around each Stanwell workplace.
Stanwell can provide information regarding the service and will arrange an appointment
on request. An Employee may directly contact Stanwell EAP if they so choose.

7.2

Employee Treatment/Support
Stanwell recognise that some employees may require treatment and/or support for
fatigue-related issues. If an employee believes he or she requires assistance, or where
Stanwell considers an individual may require assistance, that employee will be
encouraged to contact:

EAP Counsellors;
Community Health Services;
Support groups or other specialist services;
Rehabilitation and Return to Work Coordinators;
A Medical Practitioner; and/or
An Occupational Health Nurse or Health and Safety Adviser.
Stanwell will, in all cases, offer an appropriate, fully-funded treatment and or support
program in accordance with their requirements for Workplace Rehabilitation and
Workcover claims. Any employee who participates in a treatment and or support
program to manage a fatigue-related issue will be granted any appropriate leave (which
may include special leave) in accordance with Stanwells workplace industrial
instruments.

8.0 Privacy and Confidentiality

The use of information gained as a result of a fatigue risk assessment will be strictly
limited to purposes consistent with this Procedure. Stanwell will ensure that Employee,
Contractor and Visitor information is kept confidential and secure. All documentation and
requests for disclosure will be handled according to relevant Legislation. Information will
only be used for the purpose of determining fitness for duty, assignment of appropriate
duties or treatment/support purposes.
Stanwell will only release information to a third party as required by law, and with the
written permission of the Site Manager after the individual concerned has been advised.
The individual concerned will be advised, and this advice will be documented. Records of
fatigue assessments are not to be passed on by the company to any future Employer
(except in the case of a transmission of business where the Employees transfer their
employment to the new owner).
Records of fatigue assessment results of Contractors will be kept secure and not passed
on to any person other than their Employers nominated representative.

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8.0

Privacy and Confidentiality

(contd)

Stanwell will take all reasonable steps to respect the privacy and confidentiality of
individuals participating in fatigue management. The behaviour and actions of all parties
involved will be under close scrutiny with regards to maintaining the privacy and
confidentiality of individuals being assessed. Concerns about privacy and confidentiality
should be reported to their Supervisor, Health and Safety Representative or Union
Delegate. Breaches of confidentiality are considered a serious matter and will be treated
in accordance with Stanwells performance management process.
Where relevant to an accident or incident investigation, the records will only be
referenced in the investigation, and flagged with the appropriate crossreferencing. These records will be kept in accordance with the regulatory requirements.

9.0 Supervision
Work involving situations likely to lead to fatigue must be adequately supervised by a
person who understands how to manage related issues, and who is authorised to make
the necessary decisions where higher fatigue risk exposures are identified. Roles and
responsibilities relating to safe fatigue management practices for supervisors include:
i.
ii.
iii.
iv.
v.
vi.
vii.

Keeping informed on an ongoing basis about fatigue risks, and fatigue risk
management to help individuals eliminate or otherwise minimise related risks
Allocating adequate resources to achieve and maintain compliance with health &
safety obligations, and the requirements of this Procedure
Developing the capability of all individuals to appropriately identify and eliminate
or minimise fatigue
Providing information about fatigue management and supporting resources
Participating in fatigue risk management initiatives as required
Collecting information and/or other data for providing assurances that the
requirements set out in this procedure are met
Undertaking fitness for duty assessments as appropriate

10.0 Fatigue Management Education

Stanwell will provide all employees with education on fatigue risk management and their
responsibilities under this Procedure. This education will give employees the knowledge
and clear direction to manage their own fitness for duty related to fatigue. The education
will allow personnel to recognise symptoms and behaviours associated with fatigue, and
available support (e.g. the EAP) for the application of this Procedure. Managers,
Supervisors, Planners and Health and Safety Personnel, including on-site industrial
representatives, will participate in more detailed education as required. Such additional
education may include topics such as procedures for risk assessments, call-outs, and any
topics considered necessary.

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11.0 Fatigue Risk Management System

11.1 Risk Assessment
A recognised risk methodology (e.g. ISO31000) shall be used to assist in the evaluation
and management of fatigue risks.
When identifying control measures, refer to the risk factors that contribute to fatigue and
typical control measures outlined in Appendix 2.
Refer to Business Procedure: Risk Management Framework GOV-PROC-37
To support the risk assessment the following tools may be applied:
(i)
(ii)

General Rules for Managing Work (section 14); and

The Stanwell Fatigue Self-Assessment Tool (Appendix 3);

11.2 Identification of Fatigue

Identification of persons who may be affected by fatigue can occur as a result of:

Self-assessment and voluntary disclosure by the person affected;

Direct observation of the affected persons behaviour, consistent with Appendix 1;
A workplace incident investigation;
Monitoring compliance with this Procedure; and
Completing a fatigue risk assessment.

11.3 Assessing Fatigue Impairment

A fatigue assessment tool assists in understanding a persons level of fatigue. It is a
condition of entry to Stanwell workplaces that all individuals can be assessed at any
time for fatigue. The fatigue assessment will be conducted by a suitably trained person
who is authorised by Stanwell. Any person who is requested to undergo a fatigue
assessment and refuses such a request will be subject to sites Performance
Management process.

11.4 Assessment Methods, Tools and Criteria

Provided are several fatigue assessment methods. These include:

Signs and symptoms e.g. using the table detailed in Appendix 1;

Self-assessment using the Stanwell Fatigue Self-Assessment Tool in Appendix
3
Hours of work and/or wakefulness;
Incident reporting and investigation approaches; and
Peer-reporting if an individual appears as though they may be impaired by
fatigue.

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11.4.1 Self-assessment
Individuals are encouraged to self-assess where they believe they may be impaired
due to the effects of fatigue. Self-assessment is generally performed using the
Fatigue Self-Assessment Tool (Appendix 3) and/or by identifying signs and
symptoms (Appendix 1). This is a voluntary assessment process, which is
encouraged.
An Employee who is unfit for work as a result of fatigue impairment due to personal
circumstances shall apply for appropriate leave. Leave will be granted in
accordance with the relevant procedure or applicable industrial agreement. An
employees voluntary self-assessment that results in non-attendance will not be
recorded.
Self assessment should consider early signs of fatigue rather than just focussing on
the obvious signs of extreme sleepiness such as falling asleep.

11.4.2 Random Assessment

The Health and Safety Committee of each workplace will set the assessment
frequency, numbers and process to be followed for individuals to be assessed.
Those people selected will be advised to report and undergo assessment.
Random assessments may also be initiated where there is concern that a high level
of risk may exist due to, for example:
(i)
(ii)
(iii)

Large numbers of contractors on-site for a forced outage or other work.

Construction projects occurring on-site.
Community social events where it is likely persons may be fatigued.

11.4.3 Overhaul Assessment

Overhauls may be selected to be subject to random fatigue assessments. Random
assessments may occur during the progress of an overhaul.

11.4.4 With Cause (post-incident) Assessment

If an incident occurs in the workplace that a Supervisor or Health and Safety
Specialist believes caused or could have caused serious injury to people and/or
serious damage to plant and equipment (with cause), the person/s involved will be
assessed for fatigue, as soon as practicable by a suitably trained person. This
assessment will form part of the incident investigation process.

11.4.5 Reasonable Suspicion Assessment

Reasonable Suspicion is identified from observation of signs and symptoms that
may be displayed by a person impaired by fatigue. Appendix 1 lists typical
symptoms that may be displayed by a person impaired by fatigue.
If a Supervisor has a Reasonable Suspicion that a person at work is impaired by
fatigue, the supervisor must, as soon as possible, direct the person to stop
performing any duties that, if the person is fatigued, may present a risk of injury or
other undesirable outcome and initiate an assessment. If other individuals (e.g.
employees, contractors or visitors) suspect a person at work is affected by fatigue,
they should advise a Supervisor, that persons representative (e.g. Contract
Administrator), or a Health and Safety Specialist. The Fatigue Assessment Form will
be used for this assessment

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11.4.5

Reasonable Suspicion Assessment

(contd)

In the event that it is not possible or practical for the person/people in question to
undertake an assessment, a Supervisor will direct them not to perform any further
work. That person will remain in an area where he or she presents no safety risk to
themselves or others until they can be assessed. Alternatively, Stanwell will make
arrangements for their safe transport home, including relocation of vehicle and/or
return to site later.

12.0 Management of a Person Impaired by Fatigue

Where a person has been identified with a level of fatigue that will or may present a risk
to health and safety, the persons supervisor will discuss with that person the appropriate
control measures.
Where practicable, suitable alternative duties and control measures are to be selected
(e.g. less physical work activities, increased supervision of work, rescheduling of tasks,
rest periods, longer breaks). However, it may be determined that the person leave site
and return to work on their next rostered work period.
Where the level of impairment is considered a health risk, that person should be referred
to a medical practitioner or EAP counsellor. A medical certificate is to be obtained by that
person prior to returning to work if that person has received medical treatment. When it is
not possible to provide suitable alternative duties and the person is required to leave site,
the Supervisor, Superintendent or Manager shall arrange transport for that person,
including relocation of vehicle and/or return to site later.

13.0 Fatigue Impact from Roster Alteration

New rosters or alterations to existing rosters will be subject to an assessment which may
include the use of a recognised fatigue analysis tool and will be in accordance with
existing industrial instruments.

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14.0 General Rules for Managing Fatigue

Rule
Planned Work - Limit number of actual work
hours in any 7 day period.
Attendances All circumstances
Call Outs / Contingency Limit number of
actual work hours in any 7 day period

Planned maximum hours of work per shift

day (not inclusive of handovers).
For activities outside the normal 7 day period
(eg. outages, forced outages and special
projects) the number of actual work hours will
be limited. *See Note 1.
Handover for continuous shifts for individuals
in roles such as: Operators, Supervisor,
PTW/ATW Officer, OIC, Inspector etc.
Long break duration.

If Personnel are required to work 4 or more

nights on consecutive days the person will
have a minimum of 48-hours of rest after
changing from night work/shift before
returning to normal roster. *See Note 2.
Maximum hours worked in a 24-hour period
Unplanned contingency after a work period
of greater than 12 hours further work periods
of greater than 12 hours cannot be worked
unless there has been a 24 hour break.
Minimum short break duration (Hours)
following a call out or other contingency.

Basis
72 hours in any 7-day
period
Minimum of 1 day off
in 14
Inclusive of call outs

12 hours.

Value
72 hours maximum in
any 7-day period.
Minimum of 1 day off
in 14
Normal roster plus 24
hours after which a 24
hour break must be
taken without financial
disadvantage.
12 hours maximum.

144 hours in any 14day period

144 hours maximum in

any 14-day period.

In addition to 12-hour
maximum shift,
maximum 30 minutes
per shift handover.
Minimum 24 hours
with no financial
disadvantage.
4 or more night shifts
on consecutive days.

30 minutes

16 hours.
12 hours

16 hours maximum.
Up to 16 hours

24 hours minimum.

48 hours
(to support 2 night
sleeps) *See Note 2.

A minimum of 10
10 hours minimum.
hours before next
rostered attendance.
* Note 1 GM`s approval must be obtained and a detailed fatigue risk assessment must be
conducted to ensure adequate controls are in place to manage fatigue.
* Note 2 The 48-hour rest period may occur at any time during a rostered period. Breaks which
fall on normal projected roster working shifts will be paid as if at work.

Note Regarding Travel:

Commuting time to/from the worksite and to/from accommodation may add significant
amounts of time to the period a person is awake and/or cause an interruption to normal
sleeping hours. Where travel time will have a significant impact on fatigue, then travel
time to undertake work should be considered as part of a Fatigue Risk Assessment.
Provision of transport will always be an option for personnel who work extended hours.

15.0 Telephone Call Disturbances

When sleep is disturbed by work related telephone calls, the loss of sleep should be
considered in the workers assessment of fatigue risk level. This may result in the worker
being unavailable for duties until sufficient restorative sleep or waking up time has been
achieved.

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16.0 Breaks Within Shifts

Duration of breaks within shifts is covered in existing industrial instruments. Individuals,
subject to existing industrial instruments may self-select the timing of work breaks within
their shift to assist in managing fatigue based on the requirements of the instrument in
place. Changing work tasks is not considered a break.

17.0 Call Outs

For a call out the following conditions will apply:

A formal fatigue self assessment shall be conducted where the person is required to
work between the hours of 7:00pm to 7:00am. A review of the fatigue assessment will
be done if the work is to continue over 4 hours.
At any time, where requested by the person, that person will be transported to or from
work;
A person may choose to drive provided they take into account the following fatigue
issues:
Sleep inertia (which may require them to allow 30 minutes after being woken prior
to driving);
Maximum hours of work in the prior 24 hours as defined in Section 14; and
Other relevant factors which may impact on their ability to drive.
There is a shared responsibility between the person requesting the call out and that
person being called out to consider the effects of fatigue and comply with the
requirements of this procedure.

18.0 Emergency and Crisis Response

In the event of a declared crisis, extraordinary hours outside of those noted in section 14
above may be worked and must be signed off by the CEO or a Representative of the
CEO after the completion of an appropriate risk assessment.
Prior to working extraordinary hours, individuals must agree to be transported home
and/or to be provided a suitable place for restorative sleep. In the case of an emergency
or crisis arising (e.g. rescue of personnel, fire, chemical spill, personal injury, etc.) it is
important to also consider the time Emergency Personnel are on task as well as the task
itself. This is particularly the case if it is expected to be a protracted event.
Regular rotation of Emergency Personnel is required to ensure adequate rest and
recovery (to assist in avoiding heat stress and fatigue, and compounding effects). After
emergency responses, rest breaks shall be provided to ensure adequate restorative
sleep.

19.0 Extended Hours

Where a person is required to work extended hours, a fatigue assessment shall be
conducted and documented after 12 hours of continuous work (excluding handover
period) to manage fatigue risks before work can continue.
In the circumstance where work is to further continue after 14 hours, the fatigue
assessment shall be reviewed (or amended) to ensure control measures remain effective
and are suitable to minimise the risks.

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20.0 Review Process

This Procedure shall be reviewed at least every 5 years or more frequently if required,
through change in Legislation, Australian Standards or workplace practices.
Any significant findings in research or technology will be brought to the attention of the
Health and Safety Committees of SCL workplaces.

21.0 References (Including Information Services)

Work Health and Safety Act 2011
Work Health and Safety Regulation 2011
Privacy Act 1988 (Cth)
Australian Standard 4801:2001 Occupational Health and Safety Management Systems
Specification with guidance for use)
Australian Standard 4804:2001 Occupational Health and Safety Management Systems
General Common Policy on principles, systems and supporting techniques
International Standard ISO31000 for Risk Management
Risk Management Framework GOV-PROC-37

22.0 Definitions
24-Hour Period

A rolling period of 24 consecutive hours.

On-Call

Persons rostered to be available to respond to plant contingencies

outside their rostered attendances.

Call-Out

A period when a person is required to work outside their rostered

attendance due to an unplanned event.

Circadian Rhythms

Bodily rhythms that are cyclic and recur every 24 hours. For example,
alertness and performance increase during the day and sleep is driven
to occur at night. There are also daily rhythms in other biological
activities like body temperature, heart rate and digestion, as well as in
mood, memory and performance.

Compulsory Break

Break periods as defined in Section 15.

Consultation

The timely exchange of relevant information and ideas in such a

manner that the parties have the actual and genuine opportunity to
influence the outcome.

Contingency

A future event which is possible but cannot be predicted with any

certainty.

Contractors

A person who carries out work under a contract for services with
Stanwell, either as an individual or as an employee of a company
other than Stanwell or its related bodies corporate as defined in the
Corporations Act 2001 (Cth).

Crisis

A time of severe difficulty or danger.

Employee

Person having a valid contract of employment with Stanwell and/or is

in receipt of salary or wages from Stanwell or its related bodies
corporate as defined in the Corporations Act 2001 (Cth).

Employee Assistance
Program (EAP)

The EAP is provided by trained professionals operating externally to

Stanwell. They provide counselling, information and assistance on a
wide range of problems including work stress, relationship and family
problems, conflict and managing change, and other issues that may
lead to fatigue problems.

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22.0

Definitions

(contd)

Emergency

A serious unexpected and potentially dangerous situation requiring

immediate action.

Essential Personnel

Personnel vital to the resolution of the crisis.

Extra Ordinary Hours

Successive days of greater than 12.5 hours including handover.

Fatigue

A state of impaired physical and/or mental performance. Influences on

fatigue include, but are not limited to, restorative sleep, physical and
mental activity, time of day and length of time awake.
Fatigue is commonly associated with feelings like tiredness,
sleepiness, exhaustion and weariness. It can have both physical
and/or psychological effects. In operational environments, fatigue is
probably best defined as:
Fatigue is a naturally occurring state of impairment associated with
reduced alertness and performance, which can lead to negative
efficiency and safety outcomes.

Fatigue Assessment

Is a process to assist in determining fatigue risk level and suitable

control measures for personnel. It may be used for situations such as
call outs, extension of work time, random, due cause etc.

Handover

A meeting between changes of shift.

Night / Shift Work

Requirement to work during the time when a person would normally be

asleep, that is, they require a change to the normal sleeping pattern.
Typically, work outside daylight hours.

Personnel / Persons

Employees, Contractors, Visitors.

Prior Sleep / Wake

Model

Is a means for determining individual fatigue risk levels based on the

amount of sleep obtained in the prior 24 and 48 hour period.

Rest Period

A period allocated for recovery and/or restorative sleep.

Risk Assessment

A documented process of identifying hazards, assessing the risks and

determining the control measures.

Roster

A programmed sequence of attendance.

Rostered Hours

Attendance at work according to an agreed schedule.

Shift Work

A pattern of work rosters including day and/or night periods.

Sleep Debt

Occurs when an individual does not achieve adequate restorative

sleep. It can accumulate over a period of days of inadequate sleep or
a night without sleep. Sleep debt may result in impaired performance,
reduced alertness and higher levels of sleepiness and fatigue. A sleep
debt can only be repaired with recovery sleep.
The difference between a persons required amount of sleep, and the
actual amount of sleep obtained. For example, if a person who
requires eight hours of sleep only obtains six hours of sleep, then this
person is deprived of two hours of sleep. If this occurs over four
consecutive nights, the person will have accumulated an eight-hour
sleep debt.

Sleep Inertia

Impairment of alertness and performance immediately upon waking

e.g. may last for a period of up to 30 minutes.
Sleepiness and impairment that can occur immediately after
awakening. These difficulties may persist for up to twenty minutes after
awakening, to the degree it is relevant for operational
safety/performance. This may occur more commonly when awakening
from deep sleep, when prior sleep is insufficient or at times of the day
when usually sleeping.

Scheduling

The allocation of tasks and resources.

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22.0

Definitions

(contd)

Stakeholders

Includes Employers, Employees, Employee Representatives, Industrial

Organisations.

Suitable Place for Sleep

A facility where a person can obtain good quality restorative sleep.

Transparent and
Auditable

Information must be readily available and accessible to all personnel

within 7 days of occurrence e.g. distributed to the working party,
intranet, etc.

Unplanned Contingency

An event that has the ability to imminently cause a) safety risks,

b) environmental impacts, c) loss of generation.

Visitor

A person seeking access to a Stanwell workplace without entering into

an employment relationship or contract with Stanwell. For example,
attending a Stanwell workplace as an invited guest of an Employee or
Contractor.

Working Time

The period of time spent conducting company business.

23.0 Revision History

Rev. No.

Revision Description

Author

Endorse/Check

Approved. By

Rev. Date
19.06.2009

Procedure Issued

Michael Joy

John Judge

A. Krotewicz

13.02.2014

Consolidation of the 3
Management Procedures

C. Shackleton

Michael Joy

Trevor Hooper

Legacy

Fatigue

24.0 Appendices
Appendix 1 Signs and Symptoms of fatigue
Appendix 2 Risk Factors and Control Measures
Appendix 3 Stanwell Fatigue Self Assessment Tool

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Appendix 1 Signs and Symptoms of Fatigue

By the time the obvious symptoms of fatigue are apparent, such as micro-sleeps, an
individuals performance is already impaired and risks have increased. The importance of
recognising early warning signs should be emphasised.
Research has demonstrated that an individuals ability to self-assess their level of fatigue,
and the resultant degree of impairment, is progressively reduced once they are
experiencing fatigue, while confidence in self-assessment often remains.
Fatigue management training and other resources will assist in the development of selfand peer-assessment capabilities. Some of the common physical and mental signs of
fatigue are listed in the table below and could be included in training and
communications. It is important to note that some of these symptoms can occur for
reasons unrelated to fatigue (e.g. hayfever might lead to sore eyes).
Common Physical Signs of Fatigue
Tired, sore eyes and/or heavy eyelids
Yawning
Poor hand-eye coordination
Slower reflexes and reactions
Fidgeting
Lack of energy, feeling lethargic
Increased frequency of dropping objects like
tools or parts
Speech difficulties (it may be slurred, slowed or
garbled)
Blurred vision
Head nodding
Drooping of eyelids
Micro-sleeps

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Common Mental/Behavioural Signs of

Fatigue
Irritability, impatience, mood changes
More withdrawn than usual, emotional
Lacking motivation or energy
Slowed response time (e.g., radio contact)
Poor memory (e.g., forget instruction and
events)
Difficulty concentrating and limited attention
span
Increased risk taking
Impaired judgment and problem solving ability
Difficulty making decisions, and
communicating
Working slower, checking work more, relying
more on co-workers, avoiding complex tasks
Lapses in attention or zoning out (e.g. not
remembering last few kilometres when driving)

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Appendix 2 Risk Factors and Control Measures

Supervisors/Superintendents should address the following issues during assessment of
fatigue-related risks.
Fatigue-related Risk
Factors

Possible Treatment Options

Mental and Physical Work Demands

Repetitive or monotonous work
High physical demands
High mental demands

Redesign jobs to eliminate boring, repetitive tasks

Introduce challenging, meaningful tasks
Use plant, machinery and equipment to eliminate or reduce excessive
physical demands
Introduce job rotation to limit a build-up of mental and physical fatigue
(use training to multi-skill where appropriate)
Ensure adequate breaks during the shift to allow recovery
Use alarms and monitors, particularly for solo work
Ensure there are adequate employees and resources to avoid placing
excessive demands on staff

Work Scheduling and Planning

Night Shifts

Schedule physically or mentally demanding tasks to be undertaken during

the day, where possible
Limit the need for safety-sensitive and/or quality-critical tasks to be
undertaken during night shift
Use a forward shift rotation (i.e. morning to afternoon, afternoon to night,
night to morning)
Utilise controlled napping
Ensure that rosters allow for at least two full nights sleep after the last
night shift before changing to an alternate roster

Hours of Work

Reduce working hours

Control the length of shifts
Avoid working arrangements that provide incentives to work excessive
hours
Ensure that any overtime does not result in excessive total work hours
Limit the use of on-call work, call backs or overtime (particularly
unscheduled overtime)
Monitor actual hours of work
Provide alternative transport at end of overtime/long shift
Ensure that responding to emergencies does not result in excessive hours
Ensure time for adequate communication at shift handovers
Reduce irregular and unpredictable work schedules

Breaks & Napping

Ensure a minimum of 10 hours break between shifts

Allow for recovery between work blocks
Defer non-urgent work to allow appropriate rest and recovery
Provide adequate resources to cover breaks
Use strategic breaks Napping
Must be communicated so all are clear on where and when
Need to provide suitable facilities (i.e. First Aid Room)
Nap length shall be between 10-30 min with
15 min after waking to recover.

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Fatigue-related Risk
Factors

Possible Treatment Options

Work Environment
Adverse Working Conditions

Avoid working during periods of extreme temperature

Use heating and cooling to control ambient temperature
Control exposure to hazardous substances
Provide effective protective clothing and equipment, allowing for different
shifts
Provide adequate facilities for rest, sleep, meal breaks, and other essential
requirements, such as bathroom facilities
Install adjustable, vibration-free seats in appropriate machinery and
vehicles
Ensure the workplace and surroundings are well lit, safe and secure

Stress

Ensure opportunities to clarify stress-related issues, since they can impact

on sleep and recovery (which is especially critical between 12-hour night
shifts).
Provide information/referral for further assistance with stress-related
issues

Commute Times
Assist with travel arrangements (e.g. provide transport)
Reduce active working time to account for long commuting time or
distance
Start work at remote sites on the day after arrival and start travel home on
the day after the work block is finished

Non-work Factors
Consider modifications to home sleeping environment (e.g. blackout
curtains, air conditioning), at employees or contractors expense
Provide suitable professional advice (e.g. employee assistance program,
sleep disorders clinic)
Maintain vigilance in identifying non-work related factors
Provide information and training about how non-work related factors can
increase the risks of fatigue
Provide information for families of employees about fatigue and how nonwork related factors can increase the risks of fatigue
Provide a mechanism to encourage employees to report non-work factors
that might affect fatigue management.

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Appendix 3 Stanwell Fatigue Self Assessment Tool

Questions

Responses
Very fatigued, having
difficultly staying alert

Yes - got my ideal amount

of sleep

A bit tired, effort required

to stay alert
Yes - but I did not get
my ideal amount of
sleep

Good

Average

Poor

No

Some only Minor

Yes, with additional risk
controls

Yes

How do you feel right now?

Very alert - wide awake

Did you sleep in the last 24 hours?

How would you rate the quality of that sleep?
Have you suffered any signs of fatigue
immediately prior to or during this shift (eg.
Micro sleeps, difficult concentrating)?
Do you believe you are fit for work?

Yes

No

No

If one or more answer is Red, your fatigue category is Red. If one or more answer is amber, your fatigue category
is amber. Otherwise, if your answers are green, your fatigue category is green.

Risk
Low
Moderate
High

Response / Actions
Normal work activities. Self Monitoring. Undertake individual fatigue control measures.
Report to supervisor. Discuss and document work to be performed and any necessary additional
fatigue control measures.
Do not perform any work until you have had a discussion with your Supervisor about the assessment
results. Identify and document work that can be performed and any necessary additional fatigue
control measures.

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