Fatigue Management Procedure

Nomenclature

Term	Definition
Fatigue	A state of mental or physical exhaustion (or both) that reduces a person’s ability to perform work safely and effectively.
Work Shift	The hours of work between start and finish of a shift, determined as the elapsed time from personnel leaving their residence to the time of their return.
Extended Work Shift	A Work Shift in excess of the nominated Work Shift.
Residence	Where personnel reside outside of the Work Shift. This may include their home or onsite village accommodation if visiting a client site.
Work Roster	The number of days on a Project site between significant breaks and the number of days on a significant break — for example, four (4) weeks on, one (1) week off if working on behalf of a client.
R&R	The time spent off site on a significant break.
RDO	Rostered Day Off — as agreed with or directed by the client.
CoR	Chain of Responsibility — see QHSE-POL-001 and QHSE-PRO-014.

Purpose

This procedure defines the requirements for the management and control of the effects of worker fatigue. It covers fatigue management for the Westlink workforce generally. Heavy-vehicle driver fatigue under Westlink’s transport activities is a Chain of Responsibility (CoR) matter; QHSE-PRO-014 manages it, as committed in QHSE-POL-001.

Scope

This procedure applies to fatigue management for all employees, contractors, sub-contractors, consultants and their respective employees, and visitors. It applies when they work for or on behalf of Westlink, and covers all:

• Westlink workplaces; and

• Westlink controlled activities and work-related activities (including working from home).

Roles and Responsibilities

The following roles have specific responsibilities under this procedure. All other workers must self-manage their fatigue and comply with the controls below.

Role	Responsibility	When
All personnel / workers	Self-manage fatigue and present fit for duty. Inform their supervisor when they are suffering symptoms of fatigue.	Ongoing.
Supervisors	Set work tasks with the contributing factors in mind. Monitor personnel for adequate rest, hydration and capability. Complete Fatigue Assessment Forms (QHSE-FRM-001).	Each shift and activity.
Managers	Monitor daily working hours, plan overtime in advance, and keep total hours within the stated limits.	Rostering and ongoing.
Operations Manager	Arrange fatigue-management training and maintain the training records.	Induction and ongoing.
Contractors and sub-contractors	Maintain a fatigue-management procedure meeting QHSE-GDL-001, or work with the Westlink project team to establish one.	Engagement and ongoing.

Contributing Factors and Control Strategies

Factors contributing to the fatigue of personnel include:

• Length of Work Shift and duration of Work Roster;

• Working night shifts;

• Type of work performed;

• Environmental and other factors such as heat;

• Work Roster (fly in fly out) if working for extended periods on a client site; and

• Commuting.

Identifying hazards

The types of work that can result in increased fatigue include:

• Physically demanding tasks;

• Monotonous tasks;

• Mentally demanding tasks;

• Working in confined spaces or wearing of dust masks and the like;

• Working at height;

• Working in a hot or humid environment; and

• Stress, fatigue, bullying, violence, aggression, harassment, and burnout, which can be harmful to the health of workers and compromise their wellbeing.

Control the risks

Control strategies to minimise fatigue require consideration of the following:

• The individual and cumulative effects of the contributing factors, which must include consideration of the elapsed duration of the current Work Roster;

• Scheduling of work tasks where possible to minimise contributors to fatigue — for example scheduling work for the cooler part of the day;

• Supervisors to set work tasks with consideration of the contributing factors and then monitor personnel;

• Provide adequate breaks to minimise fatigue and to allow recovery;

• Recognition that not all personnel have the same rate of fatigue accumulation or same rate of recovery;

• Managing job demands — for example, structure shifts so work demands are highest in the middle of the shift and decrease towards the end;

• RDO for work rosters that accumulate past 14 consecutive work shift days if working on a client site;

• Consult with workers about managing non-work related causes; and

• Fitness-for-duty expectations, including managing second jobs and presenting fit for work, as set out in GOV-POL-005.

Monitoring

All personnel are responsible for the self-management of fatigue, as they are the person most able to control fatigue.

All Supervisors monitor the personnel under their control. They ensure each worker is adequately rested, hydrated and physically capable of performing the work safely.

Once control measures are implemented, they should be monitored and reviewed to make sure they remain effective.

Risk Assessments

Risk assessments for all work activities must consider the impact of those activities on personnel fatigue. Assessors record this using the Fatigue Assessment Form (QHSE-FRM-001).

Working Hours

The working hours for Westlink full-time personnel are:

• 7.5 hours Work Shift per day in Perth; on site it would be a maximum of 12 hours;

• Not less than 10 hours between Work Shifts;

• Maximum of 13 consecutive Work Shifts per fortnight; and

• Not less than 24 hours between return to site from R&R to commencing night shift.

Managing extended work hours

To mitigate the impact of extended work hours on employee well-being and ensure adequate sleep opportunities, Westlink will implement the following measures:

• Managers must monitor daily working hours to prevent unnecessary extended shifts by ensuring sufficient coverage for employees on annual or sick leave.

• If overtime is necessary, it must be planned in advance to allow workers to schedule their activities accordingly. Specific limits on overtime include:

• Restricting overtime to 4 hours for 8-hour shifts;

• 2 hours for shifts longer than 10 hours; and

• Prohibiting overtime for shifts exceeding 12 hours.

• Additionally, total working hours must not exceed 55 hours per week.

• Second-job obligations apply as set out in GOV-POL-005 — employees must get sufficient rest and remain fit for duty.

Night Shift

To effectively manage night shifts and mitigate work-related fatigue, Westlink will adhere to the following guidelines:

• Rosters must ensure employees have continuous 7 to 8 hours of sleep within each 24-hour period and at least 50 hours of sleep each week;

• For rotating three-shift systems, a forward rotation (day to afternoon to night shifts) is preferred;

• Schedules should limit consecutive night shifts to four to minimise accident risk and ensure night shifts end by 8 am;

• At least 12 hours should separate consecutive shifts; rosters must also allow two full nights of sleep after the last night shift;

• Short naps of 15-20 minutes may be permitted if compatible with work duties;

• The necessity of 12-hour night shifts should be evaluated, and additional control measures, such as two-hourly breaks of 5-10 minutes, should be implemented; and

• A designated room for employees to rest before commuting home is required.

Westlink encourages healthy eating habits and ensures access to nutritious food options to minimise health risks associated with night shifts.

Westlink encourages employees to give feedback on the control measures in place. It considers their input when improving night-shift management practices. This collaborative approach helps identify any additional controls needed. It also keeps the strategies practical and effective for a safe, healthy work environment.

Journey Management

Journey planning applies to site-based light-vehicle and heavy-vehicle trips over 100 km return distance. The plan must consider the other work activities scheduled for the driver on the day of travel.

Sub-contracted road carriers perform heavy-vehicle deliveries to and from project / client sites; these are Chain of Responsibility transport activities. Driver fatigue for these movements falls under two regimes: the Western Australian commercial-vehicle-driver fatigue regime, and the HVNL fatigue requirements for interstate movements. QHSE-PRO-014 manages both, as committed in QHSE-POL-001.

Training

Training must cover the importance of fatigue management in reducing fatigue-related risks. It must also cover personal strategies: a balanced diet, reduced alcohol intake, regular exercise, and adequate rest periods.

Training must also cover how to recognise the warning signs of fatigue in oneself and in workmates.

Communication

Westlink commits to the development of a positive fatigue management culture that actively encourages communication between Management, Supervisors, and all other workers. This sharing covers relevant health and safety information. It gives workers a reasonable opportunity to express their views, and Westlink takes those views into account.

All personnel may inform their supervisor if they believe they are suffering symptoms of fatigue. Management treats every such worker sympathetically and supportively, and takes appropriate measures to address fatigue without fear of recrimination. Through open dialogue and proactive consultation, Westlink fosters a safe, healthy work environment and promotes everyone’s well-being.

Contractor management

Contractors must establish and adhere to a comprehensive fatigue management policy and processes as outlined in the Minimum HSES Requirements for Contractors (QHSE-GDL-001). Where a contractor has no procedure of its own, it must work with the Westlink project team to establish procedures for implementation.

The Fatigue Assessment Form (QHSE-FRM-001) identifies potential work-related risks that may contribute to fatigue.

Applicable Standards and Legislation

• Work Health and Safety Act 2020 (WA)

• Work Health and Safety (General) Regulations 2022 (WA)

• ISO 45001:2018 Occupational Health and Safety Management Systems — Requirements

• Code of Practice: Managing Psychosocial Hazards at Work (WA, 2022)