Work & Rest Hours Management and the Prevention of Fatigue

1.0 Introduction

The regulations and requirements concerning work and rest hours are complicated and come under two
separate pieces of legislation. Following the entry into force of the Maritime Labour Convention 2006 (in
August 2013) the requirements of MLC (ILO) as well as STCW apply to all ships and can be enforced
during PSC inspections.

For the sake of clarity the Managers will follow the regulatory guidance contained in the OCIMF
publication �Recommendations relating to the application of requirements governing
Seafarers� hours of work and rest� as industry best practice.

Aside from compliance with work and rest hours regulations, there is an increasing amount of
information available to enable better understanding of the causes, prevention and effects of fatigue on
an individual, including how fatigue can impact on an individual is mental health. This chapter
therefore also contains guidance on the causes and effects of fatigue to guide individuals on managing
their own fatigue levels.

It is important to note that there is a specific and real difference between fatigue and simply being
�tired� or �sleepy�. The latter, results from a lack of sleep and will be rectified by the individual
being able to catch up on missed sleep. However, fatigue is a more serious and longer term condition
which cannot be easily rectified by more sleep; it is often linked to stress and how the individual
responds to the particular stressors acting on him, but may also arise from the environmental factors of
being on board, a lack of exercise or poor diet. Failure to address fatigue in an individual can lead to
problems with weight, blood pressure and heart health, and even mental health.

2.0 Objective

The Management�s objective is for the officers and crews on board to be properly rested and capable
of performing their duties without being effected by fatigue, and to comply with the applicable
regulations.

3.0 Work and Rest Hours Regulations

The primary regulations covering work and rest hours on board are:

The Maritime Labour Convention 2006 Regulation 2.3: the compliance requirements for the vessel are
documented in the Annexes to the vessel�s Document of Maritime Labour Compliance (DMLC). A hard
copy of the DMLC is available on board the vessel � the annexes are in soft copy only, and can be
accessed in QMS/MLC Manual/DMLC as per the vessel�s flag.

The MLC incorporates the requirements of C180 - Seafarers' Hours of Work and the Manning of Ships
Convention, 1996 (No. 180).

The Seafarer�s Training and Watchkeeping Convention (STCW Convention): The Manila amendments

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to STCW Regulation VIII/1 and Code A-VIII/1 came into force on 1 January 2012. These place
additional conditions on the types of exception that can be authorised.

The UK Flag also has relevant M Notices � included in the References section below.

4.0 Work and Rest Hours Compliance Procedures

As per the Requirements of the Maritime Labour Convention 2006 (regulation 2.3), the Management
has set the minimum rest hour requirement as being:

� A minimum of 10 hours rest in any 24 hours period and a minimum of 77 hours

rest in a period of 7 consecutive days (a week).
� The rest periods for a 24 hours period may be divided into a maximum of 2 periods - one of
which shall be at least six hours in length.
� The interval between consecutive periods of rest shall not exceed 14 hours.

In general the arrangement of working and rest hours on board should be as per the attached
Shipboard Working Arrangements (click here)

However, the arrangement of work / rest hours are at the Master�s discretion, and can be arranged
depending on the size and type of the ship, the frequency and duration of the port calls and the other
operational requirements of the vessel. The Master and senior officers may need to plan and amend
working hours to ensure sufficient rest for key officers. Whatever arrangement is in place, the master
and the department heads are to ensure that the hours of rest requirements comply with the
requirements of the MLC. (If this is followed there should not be any problems with the STCW
requirements.)

4.1 Responsibilities

Heads of Departments are responsible for planning workloads and resources to maintain compliance
with the requirements. In cases where work and rest hours breaches are expected, or when plans are
changed and breaches will occur the Department heads are required to inform the Master.

Department heads will arrange for compensatory rest to be provided as required and where breaches
have been due to unexpected or unforeseen circumstances.

The Master is responsible for signing records of work and rest for the deck and catering departments
and maintaining oversight of activities and compliance. Chief Engineer is responsible for signing records
of work and rest for the engine department and maintaining oversight of activities and compliance for
the department.

Master is responsible for signing records of work and rest for himself and for Chief Engineer as well.

At times the Master may be required to assist by taking over duties, including bridge watches.

The Master may always contact the DPA if required as described in QP08.1 at para 3.3 and has over
riding authority to take actions for the safety of the vessel, the crew and the protection of the
environment as described in Standing Instruction Ch 8.8.

Shore Based Managers are responsible for supporting the Master in finding the best possible ways to
comply with the work and rest hour requirements.

The Operations Manager or DPA may arrange for changes to be made to the vessel�s schedule if
required.

4.2 Breaches of Work and Rest Hours Regulations

A breach occurs when an individual does not receive the mandatory 77 hours of rest in a working week,
or when at least 1 of the rest period in a day (24 hours) is less than 10 hours in duration. A breach

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may also be referred to as �going into NC�.

If a crew member believes that he is not in compliance, or will be out of compliance in the future and
that there is no adequate provision being made for compensatory rest, then the crew member shall
advise the Department Head (Chief Officer, 1st Assistant Engineer), who has the authority to manage
duties and workload. If the Department Head cannot adequately manage the workload and work hours
then this should be reported to the Master.

In situations where a Department Head informs the Master of an expected breach, the Master is
responsible for making any changes to the schedule or re-allocating resources where this is possible. If
this is not possible, or if in doubt, the Master is responsible for contacting the appropriate Zodiac
Department for support i.e. if this is related to maintenance / repair or survey work then the Fleet
Technical Manager should be consulted; if this is related to cargo operations or in port schedule then
the General Fleet Manager (Operations) should be consulted.

There is no �permitted number� of breaches per month or per contract. Instead, any breaches which
do occur should be investigated and recorded including the identified reasons for the breach, and the
appropriate compensatory rest should be given and recorded.

4.2.1 Technical NC

A �technical NC� arises when a crew member goes into NC during a scheduled rest period. These
should not be recorded as NC.

4.3 Exceptions to Work and Rest Hours compliance

Exceptions to compliance requirements can be authorised if agreed by collective bargaining agreements

or as directed by management.

At present there are no authorised exceptions to the work and rest hours requirements under either
MLC or STCW permitted exceptions.

4.3.1. Over-riding operational conditions

Over-riding operational conditions are taken to mean: In observing the rest period requirements,
�overriding operational conditions� should be construed to mean only essential shipboard work which
cannot be delayed for safety, security or environmental reasons or which could not reasonably have
been anticipated at the commencement of the voyage.
See 6.11 below.
4.3.2. Over-time

Total monthly overtime hours not to exceed company�s maximum hours as stated for ITF and/or non-
ITF vessels. Any questions concerning overtime should be addressed to the crew department.

4.4 Calculating Rest

The period of 24 hours begins anytime the seafarer has had a period of rest, which does not include
short breaks.

Short breaks between work periods such as lunch and dinner breaks, are not to be considered as rest
periods under the MLC regulations. Crew members should remember that the 'total rest' to be counted
as applicable under MLC 2.3 shall only include two 'main' periods of rest. Any other short periods of rest
shall not be counted. Therefore any short break will not count anyway.

The Master and the ship's management may arrange for additional rest hours to be provided as and
when available to maintain compliance, or as compensatory rest.

The periods of rest do not apply in cases of emergency or other overriding operational conditions,

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however the seaman should be given compensatory rest.

Meal times will be as follows

a. Breakfast: 0730 hrs to 0800 hrs and 0800 - 0830 for watch-keepers

b. Lunch: 1200 hrs to 1230 hrs and 1130 - 1200 for watch-keepers

c. Dinner: 1730 hrs to 1800 hrs and 1800 - 1830 for watch-keepers

Lunch and dinner breaks are not to be counted as rest periods.

4.4 Record Keeping

All hours of work are to be recorded, for any work or task. In the Company records (ISF Watchkeeper)
the recorded periods are in 30 minute intervals and recorded work or rest can be rounded up or
down. e.g. Hand over at the change of watch / fire round at the end of the watch which takes 5 - 10
minutes can be rounded down. If a stand by is called at 06:15 then the whole 30 minute period will
count as work. If a crew member is called for any reason such as to answer an alarm during a rest
period then the whole 30 minute will count as work, it cannot be rounded down.

All crew members are responsible for maintaining correct records of their own work and rest hours.
Crew members are required to advise the head of departments if or when work and rest breaches are
expected to occur.

It is important that work and rest hours are completed regularly and that care is taken so that an
accurate record of the hours worked and rest are maintained. Auditors (internal and external) will
check work and rest hour records against other ship documentation such as bell books, ballast
operation logs, permits to work etc.

Falsification of work and rest hour records is not acceptable.

Work and Rest Hour Records are to be made available to authorised persons for inspection (e.g. during
a PSC or Flag state inspection). Records containing breaches should be accompanied by evidence of the
actions taken to prevent the breach, the circumstances surrounding the breach and the record of the
compensatory rest given.

4.4.1 Auditing
Each month an interdepartmental audit is to be carried out and at least 25% of all crew records should
be verified for accuracy. Captain and C/E should carry out a combined audit to verify 25% of the Engine
department and 25% of the deck and catering departments, work & rest hour records.

4.5 Incidents and Incident Investigations

Research has shown that tired and/or fatigued individuals may be slower to respond to a threat,
perceive a risk to be less significant than it actually is (i.e. the situation is more serious than the
individual determines it to be) and that fatigue and tiredness can both significantly impair a person�s
decision-making. There are several extreme examples of a tried or fatigued crew member on watch,
often alone, and the vessel being involved in a casualty.

In the event of an incident, an investigation will be carried out to establish whether there is objective
evidence that tiredness may have been a contributing factor to the incident.

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The primary objective of an investigation is to establish the root causes of an incident so that these
causes can be addressed - not to apportion blame. In the event of an incident, the investigation will
seek to establish whether tiredness and fatigue were among those causes. This would be established
through a review of work and rest hour records as well as a consideration of extra factors which could
have contributed to an individual being fatigued.

The investigation should also take account of the actions taken and decisions made prior to the incident
to determine whether sufficient planning and preparation were in place to have avoided an incident
caused by tiredness or fatigue. This will involve an objective review of the decisions taken regarding
bridge team composition and the stance of balancing manning levels with work and rest compliance
and fatigue prevention in future busy periods.

5.0 High risk situations for non � compliance

A risk assessment has identified a number of situations where the risk of breaching work and rest hour
regulations is higher.

These situations include:

- schedules that are particularly intensive, uncertain or when a vessel changes trading pattern
- transiting canals or other long pilotage passages when the Master remains on the bridge
- multiple activities planned during a port call such as bunkers, sludge discharge, stores and
maintenance as well as all formalities for the port call, a PSC inspection etc.
- short passages with short periods between successive port calls giving little time for crew to catch
up on rest and sleep e.g. cross-harbour cargoes
- STS operations (tankers)
- changing between port watch and sea watch schedules and vice versa

It is during these situations that a breach of work and rest hour regulations can most easily occur, and
in general, the crew are more likely to experience tiredness and fatigue. In these situations, the
consequences of an incident, such as a collision, spill or grounding, will also be the most significant so it
is important that actions are taken to ensure compliance with regulations and that crew receive
adequate rest.

In particular, tankers and the larger container vessels are expected to have a higher risk of non-
compliance, and should take appropriate measures to ensure compliance and well-rested crew.

When managed vessel are fixed and expected to be engaged on voyages including the above activities
the Brokers will advise Operations Dept who will then inform the head of Crew, who will make manning
arrangements as required. Wherever practicable additional crew members will join the vessel before
the port call where the high workload phase commences. It is understood that in some cases it may not
be possible to arrange for a crew member to join (offshore terminals etc.) and in such cases other
methods of fatigue mitigation can be arranged.

6.0 Practices for Maintaining compliance with the Work and Rest Hours Regulations

The primary tool for compliance with these regulations is proper advance planning. Planning enables
the Master and Department Heads to foresee when breaches may occur and put measures in place to
prevent them in advance. When planning port operations, make use of port agents for information
regarding the arrangements in place and the intended schedules (including intended departure).

There are tools available to assist with planning (see (6.1) below) and the following measures (6.2-
6.12) can be used to manage W&R hours compliance.

6.1 Use of the planning tools ISF Watchkeeper

On ships using the company format - the record should be either completed by the crew

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member or the department head. The crew member and the Master or an �authorized person� is
required to sign the record �monthly and in arrears� (i.e. at the end of the month). The Department
Heads are authorised to sign the records of each department, but the Master should sign the records of
C/O and C/E and ensure that these 2 key senior officers are managing their own work and rest hours
adequately. The Master will have to sign his own records as seafarer and authorised person. Records
must be kept and available for audit and inspection.

Training should be provided to ensure that those responsible for maintaining their own records can do
so accurately. This will minimise the frequency of errors and the time required for the Department Head
and the Master to check and confirm the records.

Ships supplied with ISF Watchkeeper, are also provided with a hard copy briefing note with guidance
and policy on its use. Ships using ISF Watchkeeper should sync with the office at least weekly.
ISF watch-keeper records will be reviewed weekly by the QHSE Department and any breaches
investigated and analysed.

ISF Watchkeeper produces a 'Record of Hours of Rest' form in approved format, which should be
printed at the end of the month and signed by the Crew Member and Master. Ships with such
software do NOT need to also maintain records.

Wider roll out of the ISF Watchkeeper software is under continual review and where there are identified
needs, additional licences may be obtained.

6.2 Dog Watches and changing shift patterns

The use of a 6 on/6 off watchkeeping schedule can be a useful way to extend a rest period or release
the Chief Officer, however prolonged operation on this schedule will eventually result in a breach of the
regulations. In addition, the results from the MARTHA project into fatigue indicated that this
watchkeeping schedule resulted in crew member�s feeling fatigued more quickly than the 4 on 8 off
system.

However, when there is a need to release a particular officer, if the Captain or Chief Officer takes a 2
hour �dog watch�, then compliance with the regulations can be maintained over a prolonged period.

Here is a sample schedule:

Time Frame Watchkeeper

Day 1:

00:00 until 06:00 2/O

06:00 until 12:00 3/O

12:00 until 16:00 2/O

16:00 until 18:00 Captain or Chief Officer

18:00 until 24:00 3/O

Day 2:

00:00 until 06:00 2/O

06:00 until 12:00 3/O

12:00 until 18:00 2/O

18:00 until 20:00 Captain or Chief Officer

20:00 until 24:00 3/O

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Etc.
Captain: 2 hrs per day watchkeeping + other work

C/O: work as required

2/O: average 11 hours per day; longest rest period 8 hours and shortest 6 hours (total 13 hours)

3/O: average 11 hours per day; longest rest period 8 hours and shortest 6 hours (total 13 hours)

This is also a useful way to accommodate meal times, undertake drills and any other work activities
that maybe required.

Engine Room:

If the vessel is operating on UMS but there is a likelihood of alarms, call outs or a planned need to
attend the E/R out of day working hours, the Chief Engineer can consider switching to a watchkeeping
schedule and informing the Technical Manager accordingly.

6.3 Additional Watchkeeping officers

In general the manning levels on board Zodiac manged vessel are significantly above the safe minimum
limits agreed with the Flag state. This provides the operational flexibility to carry out a range of tasks
and works that would otherwise not be possible. However there are some occasions where the
provision of additional personnel is appropriate.

The Managers have identified the following activities and voyages as requiring an additional watch-
keeping deck officer in order to manage workloads:

Tankers

Short voyages such as cross harbour cargoes,

STS operations
Black Sea to Mediterranean / Adriatic ports such as Trieste
6.4 Managing call-outs

One of the most frequent causes of breaches of work and rest hour requirements, is a call-out in the
middle of a long rest period. This is most easily addressed by planning attendance on the call-out and it
suggested that, for watchkeepers, the most appropriate strategy is to use a �2 hours before and 2
hours after policy�.

e.g.

Stand-by called at 07:00; 4-8 watch on duty. Call out the 8-12 watch and leave the 12-4 off duty.

Stand-by called at 03:00; 12-4 watch on duty. Call out the 8-12 watch and leave the 4-8 watch off duty.

Stand-by called at 23:00; 8-12 watch on duty. Call out the 12-4 watch and leave the 4-8 watch off duty.

6.5 Muster and Drills

Musters and drills should be conducted in a manner that minimises the disturbance of rest periods.
Crew members who have had rest periods interrupted in order to attend musters and drills should have
the time recorded as work, and be given appropriate additional rest to ensure compliance with the
requirements before returning to work.

6.6 Transfer the conn

Standing Instructions Chp 6.26 describes the stand by composition and requires that the Master should
be present on the bridge when there is a pilot on board. However it is also acknowledged that during
pilotage lasting for several hours/days, the Master cannot stay continuously on the bridge. In these
situations, the Master is permitted to handover the conn of the vessel to the watch officer provided he
has satisfied himself as to when he may leave the bridge and when he should be present during the
passage.

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If appropriate, additional watchkeepers may be posted, and the Chief Officer may also be on the
bridge.

6.7 Use of junior officers

Utilising junior officers and the Chief Officer builds their confidence to take on more responsibility and
provides the necessary training which will assist them when they are promoted to higher ranks. As
officers build this experience they should be able to provide support and back up when required and
appropriate. In additional to gives an opportunity for the Master to gain some rest.

Junior officers hold a certificate of competency so they are deemed competent to work in the
designated capacity on board. If there are doubts as to their capability they should be supported,
supervised and trained to ensure they gain the relevant experience and exposure to a particular
situation, and be made aware of what the Company expects from them in their position.

Where an individual is offered proper opportunities for this, but still cannot demonstrate the required
competency, then this should be referred to the Crew Dept.

One useful example is for junior officers to sit with the Chief Officer during cargo planning. This ensures
that the junior officers become familiar with the loading programme, understand the various
requirements and are able to take decisions if there are changes in cargo plans independently without
disturbing the Chief Officer or the Master unless absolutely necessarily.

For the engineering officers � the First Engineer should be trained and competent to manage the E/R
and handle manoeuvring situations independently � giving him experience and exposure to be able to
manage these occasions when promoted to Chief Engineer and allowing the Chief Engineer to rest
ahead of port ops such as long bunkering operations.

6.8 Use of ratings and non-deck officers during mooring operations

In some situations an experienced petty officer such as the Bosun may be placed in charge of a
mooring station, to provide additional manning resource and avoid disturbing the off-duty watchkeeper.
The Master should assess his competency, and ensure that he is capable of effective communication,
capable of overseeing the mooring operations and capable of ensuring the safety of personnel on the
mooring station

As always, the mooring operation should be properly planned, and the Master must ensure adequate
supervision is in place, especially for less experienced personnel.

The policy remains that non-deck officers should not be used for mooring operations.

6.9 Port Captains and Superintendents

Where Port Captains and/or Superintendents are on board, they should support activities such as
sludge discharge, garbage landing, supply of stores and spares, crew changes and especially
inspections and audits.

6.10 On departure from Dry Dock

Departure from dry dock can be particularly challenging due to the work load of re-floating and
departure as well as changes from different working schedules. This should also be planned in advance
so that the watchkeepers for the first and subsequent watches after departure are well rested and can
work in compliance with regulations. To assist with this and avoid work load conflicts, the attending
technical superintendent will be required to be involved and to support the Master and shipboard
management team with the watchkeeping plans.

6.11 Cargo Watches and Sea watch

The change over from port watches to sea watches and sea watches to port watches can add to the
possibility of fatigue and possible work and rest hour breaches. This can be managed by forward
planning on the basis of the ship�s schedule and adjusting watch schedules in advance so that the
required officers are adequately rested before they are required. For example if the ship is expected to

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arrive in port at 01:00 and the Chief Officer will be required for initial cargo operations at that time,
plans can be made to ensure that the C/O is adequately rested by adjusting the watch schedule from 6
hours before arrival.

When leaving port it is important to make plans to endure that the watchkeepers for the first, and
subsequent sea watches after departure are adequately rested. This is very important and is specifically
mentioned in STCW A VIII/1.2. Early planning for departure and identifying which crew members will
take the first watch and then making sure they are sufficiently rested is very important. Masters and
Officers should be prepared to plan and be flexible about when to resume the usual 4 on 8 off watches,
and this should only be when watchkeepers are properly rested (6 hours continuous rest and 10 hours
rest in the previous 24).

6.12 Over-riding operational conditions

The work and rest hour regulations allow for unforeseen circumstances referred to as �Over-riding
operational conditions� (see definition above 4.3.1). Breaches in work and rest hour regulations arising
due to these unforeseen circumstances should be recorded as such.

Compensatory rest should be provided for over-riding operational conditions.

Such circumstances would include a call out of the duty engineer during the night time when vessel is
operating on UMS. In this instance, the time for the duty engineer to respond to the alarm should be
recorded, and marked as unplanned.

6.13 Request assistance

The Master must report to the Operations Department or DPA if or when work hours cannot be
adequately managed or there are regular, or frequent or predictable periods when the work load cannot
be adequately managed.

When it is evident that a significant breach is expected and cannot be prevented or managed, the
Master should advise the Operations Department or DPA, detailing the arrangements, planning and
measures already implemented and if known, what assistance is required.

7.0 The Causes and Impacts of Fatigue

Since our participation in the international MARTHA Project we have more information as to the causes
and effects of fatigue on an individual.

Compliance with the work and rest hours regulations does not in itself prevent an individual becoming
fatigued � primarily because fatigue is very personal, and what will cause fatigue, and what the impact
of that fatigue will be, will be different in different people. What is important, is that significant impacts
may arise when people suffer from fatigue on board. It is well documented that a fatigued individual
may be less likely to become aware of a potential hazard, may be slower to respond to it, and can
easily underestimate the risks associated with that hazard. Such factors become extremely important
when considering the safety of the individual, the rest of the crew, the vessel and the environment, for
example in a busy shipping lane, or during bunkering and cargo operations.

The following information is provided so that everyone can be aware of the causes and symptoms of
fatigue and access information on how to prevent fatigue whilst on board.

Causes of fatigue

Tiredness can arise from a single night of interrupted sleep but fatigue will generally accumulate over a
period of time. Irregular working times, call-outs during rest and watch-keeping schedules can work
against your natural �body clock� and lead to disrupted sleep or not getting enough sleep.
Additionally, conditions on board such as vibration, noise and changes in ambient temperature can
affect the quality of sleep.

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Your age and level of physical fitness can affect the quality and quantity of sleep which you get.
Anything which is causing you additional mental stress, such as problems at home, or on board can
also affect your sleep.

The �internal body clock� is naturally programmed to sleep during the hours of darkness and be
awake during daylight hours. These are known as �circadian rhythms�. There are however differences
between individuals but when your natural sleep pattern cannot adjust to the schedules on board, it is
possible that you will not get sufficient sleep.

Factors influencing fatigue

Work Factors Environmental Factors Personal Factors

Irregular schedules Weather & temperature Biological rhythms

Long periods of work Ship condition and equipment Quality and quantity of sleep

On-call nature of work Lightning Physical fitness

Crew proficiency Noise levels Age

Workload Time of Day Family obligations

Symptoms of Fatigue

� Inability concentrate, absent-mindedness, forgetting things

� Diminished decision making ability and under-estimating risk
� Slower reactions
� Making mistakes, e.g. reading equipment incorrectly, missing radio calls, giving wrong
commands
� Loss of control of bodily movements and reduced coordination /balance
� Mood and attitude changes
� Yawning, head nodding and drowsiness
� Illness symptoms such as headaches, dizziness, sweating, heavy or sore eyes

Note that it may be difficult to recognise the symptoms of fatigue in yourself, and you are more likely
to note these symptoms in others.

8 Managing and preventing the onset of fatigue

Sleep quality and quantity are both important to ensuring an individual gets sufficient sleep. The
following tips can help you to achieve the amount of sleep needed to stave off tiredness and prevent
fatigue.

Short breaks and naps

Whilst a short break and a nap (a short sleep of around 20 mins) may not assist in compliance with
work and rest hour regulations, there is a lot of evidence supporting the fact a quick nap can help
someone feel more refreshed.

Set an alarm in order to ensure you wake up after just 20-30 minutes � any longer and your brain may
have already begun a transition to a more deep sleep. Waking up from a deeper sleep will take longer
and you will not get the �refreshed� feeling.

Longer naps (in excess of 90minutes) will help to reduce any sleep debt.

Do not nap if you have insomnia.

Diet and caffeine

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A healthy diet can help you sleep better � eat plenty of fruit and vegetables, and drink plenty of water
during the day. Avoid fatty foods such as fried food, pastries, potato and corn chips, pizza, whole-milk
dairy products and fatty meat, during night shifts.

Avoiding caffeine and alcohol for six hours before bedtime can improve sleep.

Improve your sleeping environment

Do quiet activities before trying to sleep such as reading, or listening to quiet music.

Avoid video games, or using devices which emit �blue light� such as computers, as this mimics
daylight and stimulates your brain to remain awake.

Try to develop a �before-bedtime routine� � this can help trigger your sleep mechanism.

Make your cabin as dark as possible, and quiet � eye masks and ear plugs can be useful.

Exercise

Taking regular exercise can help towards improving sleep quality, but avoid taking exercise too close to
bedtime.

Essential Strategies

� Know your sleep needs and limitations

� Keep biological rhythm in mind
� Make sleep a priority during rest periods
� Start working without a sleep debt
� Watch of signs of fatigue in yourself and in others
� Keep alert at work
� See your doctor if sleeping is difficult

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