Fatigue management sop

Learner Guide: TLIF4064

Manage fatigue management

policy and procedures

TLIF4064 LEARNER GUIDE 2 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

Version control

Version No. Date Dept. Change

1.0 17/06/2016 Training Original

2.0 21/11/2016 Training Moodle Updates

2.1 22/08/2018 Training Update of formatting

Copyright Statement

© Copyright National Training

Disclaimer

All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, scanning, recording, or any information storage retrieval system without permission in writing from National Training. No patent liability is assumed with respect to the use of information used herein.

While every effort has been taken in the preparation of this publication, the publisher and authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information contained herein.

TLIF4064 LEARNER GUIDE 3 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

Contents TLIF4064 Unit Description ............................................................................................................... 5

Application of Unit .......................................................................................................................... 5

Element and Performance Criteria ................................................................................................. 5

Performance Evidence .................................................................................................................... 7

Knowledge Evidence ....................................................................................................................... 7

Introduction to this Unit ................................................................................................................. 8

Safety Legislation ............................................................................................................................ 8

What are policies and procedures? ................................................................................................ 9

Policy definition .............................................................................................................................. 9

Procedure definition ....................................................................................................................... 9

Workplace Communication ............................................................................................................ 9

Employers / PCBU safety responsibilities ..................................................................................... 10

What are Reasonable Steps in Legislation? .................................................................................. 10

How can I show I have taken reasonable steps? .......................................................................... 11

What is fatigue? ............................................................................................................................ 12

Why is fatigue a problem? ............................................................................................................ 12

How can you tell if someone is fatigued? ..................................................................................... 12

Who has health and safety duties in relation to managing the risks of fatigue? ......................... 13

Health and safety duties in relation to managing the risks of fatigue ............................................. 13

Who .................................................................................................................................................. 13

Duties ................................................................................................................................................ 13

How can the risks of fatigue be managed at the workplace? ....................................................... 13

CONSULTING WORKERS ................................................................................................................ 14

Consulting, Co-Operating and Co-Ordinating Activities with Other Duty Holders ....................... 14

How to Manage Risks Associated with Fatigue ............................................................................ 15

Factors that may contribute to and increase the risk of fatigue .................................................. 15

Work Schedules – Shift Work, Night Work, Hours of Work, Breaks ............................................. 15

Job Demands ................................................................................................................................. 15

Sleep – Length of Sleep Time, Quality of Sleep and Time Since Sleep ......................................... 16

Environmental Conditions ............................................................................................................ 16

Non-Work Related Factors ............................................................................................................ 16

How to identify factors that may contribute to or increase the risk of fatigue ............................ 16

Workers at High Risk of Fatigue .................................................................................................... 18

Safety Critical Tasks ....................................................................................................................... 18

Assessing the risks ......................................................................................................................... 18

TLIF4064 LEARNER GUIDE 4 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

Controlling the risks ...................................................................................................................... 19

Work Scheduling ........................................................................................................................... 19

Shift Work and Rosters ................................................................................................................. 20

Job Demands ................................................................................................................................. 20

Environmental Conditions ............................................................................................................ 21

Non-Work Related Factors ............................................................................................................ 21

Workplace Fatigue Policy .............................................................................................................. 22

Information, instruction, training and supervision ....................................................................... 22

Managers and Supervisors ............................................................................................................ 22

Monitoring and reviewing ............................................................................................................. 23

Fatigue Management – A Worker’s Guide .................................................................................... 23

What is fatigue? ............................................................................................................................ 23

What causes fatigue? .................................................................................................................... 23

The body clock .............................................................................................................................. 23

Why is fatigue a problem in the workplace? ................................................................................ 24

Your responsibility as a worker ..................................................................................................... 24

Fatigue Management .................................................................................................................... 24

Signs of fatigue .............................................................................................................................. 25

Fatigue Management Legislation .................................................................................................. 25

Fatigue Management Standards ................................................................................................... 26

Standard Hours – Fatigue Management (SFM) ............................................................................ 26

Basic Fatigue Management (BFM) ................................................................................................ 26

Advanced Fatigue Management (AFM) ........................................................................................ 27

Workplace Documentation ........................................................................................................... 27

Fatigue........................................................................................................................................... 28

Chain of Responsibilities Penalties ............................................................................................... 28

What might be involved in a COR investigation? .......................................................................... 29

Penalties and Infringements ......................................................................................................... 29

Types of Penalties Established Under the HVNL ........................................................................... 29

Infringe able Offences ................................................................................................................... 29

Court Imposed Penalties ............................................................................................................... 30

Demerit Points .............................................................................................................................. 30

Indexation of Penalties ................................................................................................................. 30

TLIF4064 LEARNER GUIDE 5 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

TLIF4064 Unit Description

Application of Unit

This unit involves the skills and knowledge required to manage suppliers in various contexts within the transport and logistics industry.

It includes assessing and building productive relationships with suppliers, and evaluating the delivery of goods/services against agreements. It also includes negotiating arrangements, resolving disagreements with suppliers and reviewing supplier performance.

The unit generally applies to those who lead individuals or teams.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Element and Performance Criteria

1. Identify or confirm fatigue management legal requirements and responsibilities

1.1 Current legal requirements, liabilities and responsibilities for effective fatigue management within the organisation are identified and interpreted

1.2 Existing fatigue management plans, policies and procedures are obtained and reviewed

1.3 Internal risks concerning the potential effects of fatigue are identified or confirmed and reviewed

1.4 External risks within the organisational services and/or products supply chain concerning the potential effects of fatigue are identified or confirmed and reviewed in accordance with fatigue management regulations and the related chain of responsibility

2. Establish and improve fatigue management policy and procedures

2.1 Organisational fatigue risk management system implementation plan is developed or reviewed and improved

2.2 Organisational fatigue risk management policy and procedures are developed or reviewed and improved in conjunction with relevant personnel

2.3 Feedback is obtained on the implementation plan and related policies and procedures from key stakeholders internal and external to the organisation

2.4 Appropriate adjustments are made to the plan, policies and procedures based on the feedback received

2.5 Managerial approval for the fatigue risk management system implementation plan and related policies and procedures is obtained in accordance with organisational procedures

2.6 Fatigue risk management system implementation plan and the related policies and procedures are distributed and presented to relevant organisational personnel for implementation

3. Act upon reports on the implementation of fatigue management policy

3.1 Reports from designated personnel on the implementation of the organisational fatigue risk management system implementation plan and related policies and procedures are received and interpreted

3.2 Accidents and safety incidents are reviewed and/or investigated and analysed to identify the extent to which fatigue might have been a contributing factor

3.3 Information provided in the reports indicating that fatigue management policy and procedures are not being correctly implemented is analysed and an appropriate managerial response and related action is initiated

3.4 Opportunities for improvements to the organisational fatigue risk management system implementation plan and related policies and procedures are identified and appropriate action is taken to make the necessary adjustments

TLIF4064 LEARNER GUIDE 6 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

4. Act upon identified fatigue management regulations breaches

4.1 Identified or reported fatigue management policy breaches are investigated in accordance with organisational procedures and regulatory requirements

4.2 Action is taken to ensure internal and/or external personnel who may have contributed to any breach of fatigue management policy are provided with appropriate feedback and information to avoid recurrence of the breakdown in planned fatigue management processes

4.3 Where organisational procedures or culture is found to have contributed to a breach in fatigue management policy, appropriate action is taken to improve procedures or to address the culture in ways that aim to avoid a recurrence of the breakdown in planned fatigue management processes

4.4 Report on breaches of fatigue management policy is prepared and submitted to designated personnel with details of action taken to prevent a recurrence, in accordance with organisational procedures

5. Ensure that operations systems are compliant with fatigue management regulations and policy

5.1 All operations systems and standard operating procedures are reviewed in terms of their compliance with the organisational fatigue management regulations and policy

5.2 Where necessary, changes are made to operations systems and standard operating procedures to ensure that they are compliant

5.3 In accordance with the chain of responsibility principles, appropriate discussions are held with relevant personnel in supplier or subcontractor companies in the organisational supply chain to ensure their operational systems and standard operating procedures are compliant with the fatigue management regulations and policy

6. Plan and organise adequate resources and operational systems

6.1 Organisational budgets and resource allocation strategies are planned to provide adequate resources for the implementation of the organisational fatigue risk management system

6.2 Periodic reviews are undertaken of budgetary and resource allocation arrangements as they relate to implementing the organisational fatigue risk management systems and appropriate improvements are made as required

7. Facilitate the training and assessment of staff on fatigue management policy and procedures

7.1 Organisational training systems are planned to provide competency-based on-the- job and off-the-job training and assessment opportunities as detailed in the organisational strategic plan

7.2 Team leaders, supervisory and training staff are provided with adequate opportunities to develop the required expertise to contribute to the organisational fatigue management training and assessment activities

7.3Periodic reviews are undertaken of fatigue management training systems and appropriate improvements are made as required

TLIF4064 LEARNER GUIDE 7 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

Performance Evidence

Evidence required demonstrating competence in this unit must be relevant to and satisfying all of the requirements of the elements and performance criteria on at least one occasion and including:

➢ Adapting to changes in legislation and regulations as they relate to fatigue management ➢ Applying relevant legislation and workplace procedures ➢ Communicating and working effectively with others when implementing the organisational fatigue

risk management system ➢ Facilitating systems that assist employees to identify their own learning needs about fatigue

management ➢ Modifying activities and taking appropriate initiative to manage the implementation of an

organisational fatigue risk management system depending on differing contexts, risk situations and environments

➢ Organising audits and reviews of an organisation’s fatigue risk management system ➢ Planning and organising budgetary requirements and resource allocation for implementing an

organisational fatigue risk management system ➢ Reading and interpreting documentation on fatigue management legislation and the organisational

fatigue risk management system and applying them to management activities ➢ Recognising breaches of fatigue management strategies and regulations and taking appropriate action

in accordance with the organisational fatigue risk management system.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must: ➢ Action required when possible breaches of the chain of responsibility are identified ➢ Consequences of non-compliance with the chain of responsibility ➢ Roles including

o Duties within the individual’s own role o Duties performed by others under the individual’s supervision o Duties that influence or direct other parties in the chain of responsibility

➢ Methods and requirements to ensure management of fatigue, speed, load restraint, mass and dimension

➢ Parties in the chain of responsibility including o Consignors and consignees o Driver’s/owner drivers o Employers, prime contractors and operators o Loaders o Loading managers o Packers o Parties in the extended liability provisions of the HVNL and regulations or applicable

state/territory law and regulations o Schedulers

➢ Principal obligations relating to chain of responsibility in the HVNL and regulations or applicable state/territory law and regulations including

o Consideration of traffic conditions in managing speed and fatigue o Extended liability o Fatigue, work and rest times o Securing loads o Vehicle dimension and load limits

➢ What constitutes a duty, a reasonable step, a breach and a penalty to chain of responsibility regulations as they apply to a range of job roles

➢ Where to locate current chain of responsibility information ➢ Workplace policies and procedures around chain of responsibility for own job role and the range of

job roles for which own job role is responsible.

TLIF4064 LEARNER GUIDE 8 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

Introduction to this Unit

This unit involves the skills and knowledge required to manage organisational fatigue management policy and procedures in accordance with relevant legislation and regulations.

It includes identifying legal requirements, liabilities and responsibilities for establishing and/or improving fatigue management implementation plans, policies and procedures. It also includes acting appropriately on reports and identified breaches of fatigue management regulations.

It also includes ensuring operational systems are compliant with fatigue management regulations and policy; planning and organising adequate resources and operational systems; and facilitating the training and assessment of staff on their responsibilities and fatigue management techniques.

Work is performed under minimum supervision generally as a manager.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Safety Legislation

Maintaining workplace health and safety (WHS) or occupational health and safety (OHS) is an essential part of any workplace and the planning requirement of any organisation. Today, many organisations are broadening their management of WHS / OHS to include all aspects of their employees’ health, not just preventing short-term illness and injury. Some States Workplace Health and Safety (WHS), at its most basic level, involves protecting the health, safety and welfare of employees and others affected by the work organisations undertake. This includes customers, suppliers, subcontractors and members of the public.

Many organisations now include the management of the environment as part of the Safety Officers area or responsibility. To function at its best, WHS should be systematic and should operate as part of the larger system and culture of the organisation.

The days of WHS being an afterthought, an unwanted add-on, are long gone. WHS must be an essential part of the organisation and the way WHS is managed should reflect the overall philosophy and practice of the

organisation. Consequently, considerations now go beyond minimum compliance, harm minimisation and a primary concern with keeping costs down.

Government has changed their focus from concentrating on an individual to the senior management levels of the company. Their focus is to go for the money person or the Directors as this strategy can get a more rapid outcome, larger penalty and a change in safety attitude or workplace culture.

The current safety legislation in most States and Territories is the WHS Act 2011 and WHS Regulations 2011. In addition to this safety legislation each State or Territory has their own Traffic Acts to cover all aspects of transportation. This legislation should include obligations to cover fatigue, chain or responsibility, speeding and mass management. In addition to this there are

TLIF4064 LEARNER GUIDE 9 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

multiple Codes of Conduct and Advisory Standards.

On 10 February 2014 the Heavy Vehicle National Law 2012 (HVNL) commenced, replacing existing laws governing the operation of all vehicles over 4.5 tonnes gross vehicle mass in Queensland, New South Wales, Victoria, South Australia, the Australian Capital Territory and Tasmania. This legislation was a national initiative to make heavy vehicle compliance uniform across Australia.

This legislation provided a “one stop” authority to manage heavy vehicles. The National Heavy Vehicle Regulator (NHVR) was established to administer the HVNL and is now the first point of contact for the majority of your heavy vehicle business

Roads Maritime Services (RMS) NSW is the relevant authorities responsible for assessing compliance and enforcement in New South Wales. Similar regulatory authorities exist in the other States and Territories around Australia.

What are policies and procedures?

To comply with legislation every workplace must have policies and procedures to manage their business. Some procedures are broken down into small components to be more specific about a section of a procedure. These are often referred as SOPS or standard operating procedures. The most common types of policies and procedures cover staff induction, safety, health, accounting, sales, plan operation as examples.

Policy definition

Policies and procedures are designed to influence and determine all major decisions and actions, and all activities take place within the boundaries set by them.

Procedure definition

Procedures are the specific methods employed to express policies in action in day-to-day operations of the organisation.

Together, policies and procedures ensure that a point of view held by the governing body of an organisation is translated into steps that result in an outcome compatible with that view.

To comply with heavy vehicle legislation and chain of responsibility (COR) a workplace should have policies and procedures covering Fatigue management

Workplace Communication

As part of providing a safety workplace it is a requirement to discuss changes in how work is to be done or changes in policies and procedures with all workers. As a transport company, there is a duty to communicate the requirements of legislation covering the chain of responsibility Fatigue Management to all clients of the organisation and those likely to use its services.

In non-transport companies, there is a need to make workers and decision makers aware of the requirements of chain or responsibility. Most transport companies will hold meetings with clients and discuss the range of services they offer including their policies, procedures and work instructions.

TLIF4064 LEARNER GUIDE 10 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

During this meeting the transport company will discuss the legislation covering fatigue.

With large distribution companies where many vehicles are operated from the same site, the transport company will offer a person to supervise loading, legislation and other customer service requirements.

Many companies have tool box meetings with workers either daily or weekly to discuss safety issues, new processes and training needs of the workplace. This may include communication

about new plant and equipment to be introduced, new products, new services, changes in employment conditions and the like.

Employers / PCBU safety responsibilities

An employer or Person Controlling a Business or Undertaking (PCBU) must take reasonable steps to ensure the health, safety and welfare at work of all the employees or Workers of the employer. What constitutes reasonable steps will vary according to each workplace or individual’s circumstances. This could include:

➢ Adopting a risk management approach

➢ Becoming aware of the requirements of an accreditation scheme.

➢ Reviewing your business practices.

➢ Changing your commercial arrangements.

A number of risk management standards are available that can assist you in developing business practices to minimise the risks of non-compliance in relation to driver fatigue in your business. The main risk management standard in Australia is AS/NZ 4360:1990 on Risk Management.

There are a variety of audited accreditation and quality schemes already operating in the transport and logistics industries. Using accredited truck operators provides some assurance that your contractors have relevant business systems in place and are managing risks. Appropriate accreditation schemes which address your specific risk exposures may assist you in showing reasonable steps were taken under the chain of responsibility.

In summary this means providing;

➢ A safe workplace

➢ Safe systems of work

➢ Plant and equipment that is safe to use or operate

➢ Training of employees

➢ Consultation with stakeholders when workplace systems change

➢ Penalties can be imposed on the employer / PCBU for a breach of legislation.

What are Reasonable Steps in Legislation?

Reasonable steps covered under legislation are the actions supervisors and managers can take to ensure that heavy vehicle drivers do not drive in contravention of the Heavy Vehicle National Law (HVNL) and comply with current legislation.

A person in the supply chain can claim a ‘reasonable steps’ defence if they can show they did not know or could not reasonably have been expected to know that a breach had occurred. In making a

TLIF4064 LEARNER GUIDE 11 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

‘reasonable steps’ legal claim a person has to prove:

➢ they took all reasonable steps to prevent the breach ➢ there were no reasonable steps they could have taken to

prevent the breach ➢ For a legal defence to be successful, ALL reasonable steps

must have been taken, not just one or some of them. ➢ An operator of a vehicle used in the commission of an offence

against the HVNL may also raise a defence that at the time of the offence the vehicle was being used by:

➢ an employee who was acting outside the scope of his or her employment

➢ an agent (in any capacity) who acted outside the scope of the agency

➢ Another person who was not entitled to use the vehicle.

How can I show I have taken reasonable steps?

There are no restrictions on the ways in which a person can demonstrate that they took reasonable steps and will vary depending on circumstances. Business practices should include methods to identify, assess, control, monitor and review situations that put driver safety at risk. These include:

➢ Risk identification – What could happen?

➢ Risk assessment – What is the likelihood it may happen?

➢ Risk control – What can we do about it, or to prevent it?

➢ Review as required

You should ensure that policies and procedures are understood by all workers and they are trained in their use. The practices should be comprehensive yet flexible enough to allow for changes through regular review, in response to accidents/incidents or at times when things just go wrong.

Some examples of reasonable steps include:

➢ conducting regular audits of work schedules and work records

➢ regularly reviewing business activities, processes, policies and written instructions and

identifying how best to manage outcomes and prevent offences

➢ implementing processes to be used after unexpected delays, or times when things just go

wrong

➢ planning for driver rest breaks with some consideration for unexpected traffic delays when

creating trip timetables

➢ if a breach occurs putting procedures in place to prevent similar breaches or issues from

happening again

➢ establishing a risk management plan

➢ conducting training to develop staff awareness of business policies and procedures and their

obligations with fatigue management.

➢ Ensuring staff are not just aware of their obligations, but are actively engaged in

implementing practices.

TLIF4064 LEARNER GUIDE 12 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

What is fatigue?

Fatigue is more than feeling tired and drowsy. In a work context, fatigue is a state of mental and/or physical exhaustion which reduces a person’s ability to perform work safely and effectively.

It can occur because of prolonged mental or physical activity, sleep loss and/or disruption of the internal body clock.

Fatigue can be caused by factors which may be work related, non-work related or a combination of both and can accumulate over time.

Why is fatigue a problem?

Fatigue can adversely affect safety at the workplace. Fatigue reduces alertness which may lead to errors and an increase in incidents and injuries, particularly when:

➢ operating fixed or mobile plant, including driving vehicles

➢ undertaking critical tasks that require a high level of concentration

➢ Undertaking night or shift work when a person would ordinarily be sleeping.

The effects of fatigue can be short or long term. In the short term a person may show the signs or report the symptoms of fatigue.

The longer-term health effects of fatigue can include:

➢ heart disease

➢ diabetes

➢ high blood pressure

➢ gastrointestinal disorders

➢ lower fertility

➢ anxiety

➢ Depression.

How can you tell if someone is fatigued?

The following signs or symptoms may indicate a worker is fatigued:

➢ excessive yawning or falling asleep at work

➢ short term memory problems and an inability to concentrate

➢ noticeably reduced capacity to engage in effective interpersonal communication

➢ impaired decision-making and judgment

➢ reduced hand-eye coordination or slow reflexes

➢ other changes in behaviour, for example repeatedly arriving late for work

➢ increased rates of unplanned absence.

A fatigued worker may also experience symptoms not obvious to others including:

TLIF4064 LEARNER GUIDE 13 | P a g e Version 2.1 National Training Pty Ltd TOID 21792

➢ feeling drowsy

➢ headaches

➢ dizziness

➢ difficulty concentrating

➢ blurred vision or impaired visual perception

➢ a need for extended sleep during days off work.

Who has health and safety duties in relation to managing the risks of fatigue?

Everyone in the workplace has a work health and safety duty and can help to ensure fatigue does not create a risk to health and safety at work. Fatigue is not only caused by work-related activities – it is affected by all activities carried out when a person is awake.

Health and safety duties in relation to managing the risks of fatigue

Who Duties

Person conducting a business or undertaking

(Section 19)

Has the primary duty to ensure, so far as is reasonably practicable, workers and other persons are not exposed to health and safety risks arising from the business or undertaking. This includes ensuring, so far as is reasonably practicable:

▪ provision and maintenance of a work environment without risks to

health and safety

▪ provision and maintenance of safe systems of work, and

▪ Monitoring the health of workers and the conditions at the workplace

for the purpose of preventing illness or injury of workers arising from

the conduct of the business or undertaking.

The duty on the person conducting the business or undertaking is not removed by a worker’s preference for certain shift patterns for social reasons, their willingness to work extra hours or to come to work when fatigued. The person conducting the business or undertaking should adopt risk management strategies to manage the risks of fatigue in these circumstances.