Aa Afrbp 000019

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT
AFRBP_000019 ISSUE 1 COPYRIGHT
ANGLO FATAL RISK BEST PRACTICE REFERENCE 19
DISCLAIMER The information contained in this document and associated references are not prescriptive. It indicates good practice and is intended as information for site specific interpretation and application by the responsible parties within the Anglo American plc group. The material contained in this document is based on information that is believed to be reliable, however, no representation or warranty, expressed or implied, as to its accuracy or completeness is made. No responsibility is accepted by Anglo American plc or any of its subsidiaries or associated companies for any loss or damage of whatever nature arising out of the use of, adherence to or lack thereof to any part of this information.
AA_AFRBP_00001901.doc
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This document is intended for Company use only. Reproduction for external use is allowed only under specific authorisation. Anglo American assumes no responsibility for the content and/or the implications of its use by third parties.
CONTENTS GLOSSARY OF TERMS 1 2 3 4 5 6 7 8 9 10 11 INTRODUCTION POLICY STATEMENT THREE PRONG APPROACH TO FATIGUE MANAGEMENT FATIGUE MANAGEMENT STEP-BY-STEP CAUSES OF FATIGUE THE FATIGUE EQUATION RISK ASSESSMENT SUPERVISOR GUIDE ON FATIGUE IMPAIRMENT MANAGEMENT PROCEDURES AND POLICIES MATRIX OF TECHNOLOGY CONTROL THE RISKS
PAGE 3 3 4 4 4 9 11 14 14 14 15 16 20 20 21 26 30 35
APPENDIX A: REFERENCE DOCUMENTS APPENDIX B: RECORD OF AMENDMENTS APPENDIX 1: RISK ASSESSMENT APPENDIX 2: SUPERVISORS GUIDELINE TO FATIGUE MANAGEMENT APPENDIX 3: MATRIX OF TECHNOLOGY APPENDIX 4: CONTROLLING RISKS
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GLOSSARY OF TERMS
Active work Total time spent at work including overtime. Does not include time travelling to and from the work site or rest breaks during shifts. Any working hours in excess of established rostered hours and includes overtime. The hours for which an employee is scheduled to work in accordance to the shift system times. Time outside of working hours. Does not include time travelling to or from the work site. The working period scheduled between any significant break away from work. The hours to be worked for each day, shift, week, month or year, as scheduled by the employer. The hours worked between the start and end of the shift, excluding any overtime or shift change over period worked.
Extended working hours
Rostered hours
Time not working
Work cycles/shift system times
Work schedule
Work shift
INTRODUCTION
This guideline will help mine sites develop strategies to effectively control the risks of fatigue. It sets out a risk management approach based on consultation with the workforce. This approach requires that mine sites: Identify the hazards of fatigue Assess the risks of fatigue Implement risk control measures and Monitor and review the effectiveness of the controls.
A Fatigue Management Plan (FMP) will document the strategies you have determined to control the risks of fatigue. The scope of this document is restricted to managing fatigue of mining machinery operators.
1.1
ACKNOWLEDGMENTS
This guideline has drawn extensively on the Guideline for Fatigue Management prepared by Andrea Shaw of Shaw Idea (Pty) Ltd for the Minerals and Industry Safety and Health Council of Australia at the University of Queensland. Permission to use the material is gratefully acknowledged.
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POLICY STATEMENT
Anglo American recognises that fatigue is an important factor in the causation of accidents and lost productivity. The organisation will have a plan to minimise and manage fatigue in the workplace.
THREE PRONG APPROACH TO FATIGUE MANAGEMENT

Anglo American has divided fatigue management up into three equally important sections or steps. The first is educating the workforce and their families on the impact of shift work and the importance of the shift worker having quality sleep, good nutrition, etc to combat the effects of the shift work. This has been labelled Wellness Programmes. The second section or step is ensuring the employee is fit for work. This not only applies to testing for fatigue at the beginning of a shift or even during a shift but also determining if the employee is physically and mentally capable of doing his/her work. This has been labelled Fit for Work. The third section or step is using technology to detect the onset of fatigue in the person. It is important to remember that technology is the last barrier to effectively manage fatigue and should also be used to measure the effectiveness of the site Fatigue Management Plan. This has been labelled Technology. The shift roster has the biggest impact on employee fatigue. The duration of each shift, rotation direction, number of consecutive shifts worked and duration of rest periods all impact on the employee either increasing or helping to minimise the risk. To be proactive in fatigue management a shift roster designed to reduce employee fatigue is the biggest contributor to mitigating the risks associated with fatigued employees.
FATIGUE MANAGEMENT STEP-BY-STEP

This diagram sets out the basic steps to establish an effective approach to managing fatigue.
Getting started 1. Establish an approach to controlling the risk, through consultative forums. Consult the workforce throughout the process
Establish a process that supports effective control, including an education and communication strategy and adequate resources. Identify hazards that can cause fatigue. Assess the risk factors. Decide how to control the risks associated with fatigue, ensuring employees are closely involved. Document the control measures in a Fatigue Management Plan.
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3 Agreeing how to do it 4 5 6
Setting it up
Implement agreed controls.
Making it work
Evaluate the effectiveness of controls.
4.1
STEP 1: ESTABLISH AN APPROACH

Like other risks associated with mining, the risks from fatigue need to be controlled in order to fulfil the employers duty of care. The fact that individual behaviour outside of work can have a considerable influence on fatigue does not reduce the employers obligation to address the issue consistently with the principles of risk management, including following the hierarchy of control. Develop and implement your Fatigue Management Plan in a consultative, participative manner, involving all affected workers throughout the process and in decision-making about the outcomes. During the establishment of consultative mechanisms, development of strategies and the final documentation of the Fatigue Management Plan, employees should be given the opportunity to consult with representatives of industrial organisations or other employees. Given the nature of the issues being dealt with, imposing risk control measures without consultation is unlikely to result in effective control of risks. To establish such an approach, work with existing consultative forums e.g. an OHS committee, or set up a special consultative group. The employer holds the fundamental responsibility for controlling the risks associated with fatigue. However, employees are responsible for ensuring that their behaviour does not create or exacerbate risks. In particular, the parties have the following responsibilities: RESPONSIBILITIES OF EMPLOYERS AND EMPLOYEES
Employer Educate To ensure that employees are informed of the risks associated with fatigue and how to participate in controlling these risks To identify the risks associated with fatigue, including establishing and monitoring an ongoing system for identifying problems Employee To be familiar with the risks associated with shift work Understand the importance of wellness and nutrition in reducing these risks To report problems with fatigue. To recognise and report their own fatigue symptoms To contribute to establishing monitoring reporting systems and
Identify
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Employer Assess To assess the risks associated with fatigue To control the risks associated with fatigue, specifically: Ensure that shift arrangements control the risk of fatigue Ensure that work arrangements do not contribute to fatigue problems or interfere unreasonably with employees capacity to meet family and social commitments Provide training, information and supervision that supports effective management of fatigue Ensure that work systems are flexible enough to deal with factors influencing fatigue e.g. allowing supervisors to reschedule tasks if fatigue becomes a problem Provide conditions that are conducive to sleep and where site accommodation is provided, supply a balanced diet Establish systems for thorough and regularly mandated medical examinations Implement systems to assess fitness for work prior to the shift as well as during the shift
Employee To contribute to the assessment of risks To cooperate with control measures To contribute to the design and implementation of control measures To manage individual factors which affect fatigue e.g. ensuring adequate rest between shifts Ensure that health factors are reported and thus do not inhibit the ability to work safely. This includes: Medication (chronic or ?) Medical procedures that would impact on fitness for work Immediate reporting of pregnancy/the need to breast feed
Control
4.2
STEP 2: ASSESS RISKS

Assessing risks means to look carefully at the fatigue hazards you have identified to decide whether you have taken enough precautions. Do you need to do more to make sure that no one suffers from fatigue? You assess risks so that you can make sure you control them effectively and to make sure that you address the most serious problems first. To assess risks, examine each of the risk factors in detail to determine the risk factors with the greatest impact at your site. You must also look at your experience to see whether you already have evidence of fatigue-related incidents. Review: Incident reports Self-reports and complaints from employees Reports from supervisors about any evidence of fatigue Aggregate data from any employee assistance programs (ensure that confidentiality is maintained in using such data)
Environmental and medical monitoring and other advice from those with technical expertise in the relevant disciplines.
From this information, determine the risk factors that need to be controlled and prioritise actions. You could use a simple and standard risk matrix comparing consequences and likelihood or you could prioritise on the basis of the views of the OHS committee. 4.2.1 Individual testing Individual testing can involve a range of different types of tests, ranging from cognitive psychomotor tests (hand-eye coordination), through to central nervous system tests. Testing is not a control measure since it does not prevent fatigue. Testing is a tool for assessing risks and on its own may not give enough information to allow accurate risk assessment. These tests are not infallible. The fact that an individual employee has passed a fatigue test only shows that the person could pass the test. It does not provide any guarantee of fitness for work, particularly in the absence of proper risk control measures. Also, testing needs to be clearly related to the job task and in a way that reflects the real life situation of the employee.
4.3
STEP 3: DETERMINE HOW TO CONTROL RISKS

To control the risks of fatigue, control the risk factors that you have identified and assessed using the hierarchy of control. Eliminate - wherever possible, the sources of high risks should be removed from the workplace e.g. eliminating night shift in some areas or for high risk tasks Substitute - substituting safer practices for those currently used is the next most effective set of control strategies e.g. increasing the length of breaks in a shift Engineer - engineering controls may be a necessary adjunct to shift arrangements, e.g. improving ventilation and heating to improve alertness, devices to detect the earlier onset of fatigue/sleepiness Administrative controls - procedures and training programs are critical supports to effective control of fatigue Personal protective equipment - the use of protective gear as a control measure needs to be carefully managed, because it may not provide sufficient reductions in exposures e.g. hearing protection devices may not provide sufficient attenuation over a 12 hour as opposed to an 8 hour shift
Do not rely on control measures that act on individuals. Instead, use controls that act on the workplace and work systems.
4.4
STEP 4: DOCUMENT THE FATIGUE MANAGEMENT PLAN

A Fatigue Management Plan should be integrated as part of an overall OHS management system. The plan should be: Specific to your site Developed through consultation Publicly available e.g. on display Communicated regularly and appropriately e.g. in inductions
Reviewed to take account of changes in site needs and knowledge about the risks
It should include: A statement of the principles for managing fatigue Roles and responsibilities for all levels of the enterprise The risk assessments that have been undertaken The risk controls that are and will be in place along with an implementation plan The support systems that already exist and that will be set up along with an implementation plan e.g. hours of work monitoring, Employee Assistance Programmes (EAPs), training programs, monitoring systems
4.5
STEP 5: IMPLEMENT THE AGREED PLAN

The most important step in this process is implementing the Fatigue Management Plan. Without adequate risk controls in place, the work that has gone into preparing the Fatigue Management Plan will not be useful. Key issues to consider in implementing the plan are:
4.5.1
Timeframes Keeping to the agreed timeframes is very important. If you let the actions slip behind, you will not have adequate control measures in place. The workforce will also become less supportive if they cant see the agreed actions being done. You should monitor your action plan regularly to make sure that the agreed timeframes are being met.
4.5.2
Testing For some risk controls, you might like to test the control measures before they are permanently put into place. For example, if you decide to redesign a roster, you might want to pilot this with one work group before the final arrangements are made. By testing, you will be able to find out if there are any unexpected problems with the new way of doing things. It will also give the workforce a chance to trial the new arrangements without the normal day to day work pressures.
4.5.3
Training Many of the new risk control measures will involve training. Training is not a suitable control measure in itself, but training is essential to good risk control. Training gives the workforce the skills and knowledge they need to work with risk controls for fatigue and so that they know about the fatigue hazards and risks in the workplace. Make sure that everyone on the mine site knows about the Fatigue Management Plan and has the skills and knowledge they need to play their part.
4.5.4
Roles and Responsibilities The Fatigue Management Plan should name the people who are responsible for different actions. It is the employers job to make sure that the Fatigue Management Plan is implemented, but the employees must understand that they are also responsible for successful implementation. Senior people in the organisation should sign off the Fatigue Management Plan. You must provide adequate resources so that the plan can be implemented.
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4.5.5
Communication The entire workforce needs to know about the Fatigue Management Plan. Different groups on the mine site will have different needs, for example: Some workers may not be able to read English very well Night shift workers may not get the informal communication that day shift workers receive Some workers may have difficulties attending information meetings because they work away from a central workplace
Your methods for communicating need to take different needs into account. This will mean that different methods should be used for different groups. If the communication methods you used while preparing the Fatigue Management Plan were effective, keep using them as you implement the Plan. If they need to be improved, now is your chance to try out better ways. 4.5.6 Participation Everyone should be involved in making the Fatigue Management Plan happen. If only a few people are involved, they might not have time to do everything. The more people who are involved, the more support there will be for the improvements. Make sure that the workforce has the information and skills needed to make the Fatigue Management Plan work. A participative approach will help deal with any problems quickly.
4.6
STEP 6: EVALUATE THE EFFECTIVENESS OF CONTROLS

All aspects of fatigue management should be reviewed at regular intervals to ensure continuing suitability, adequacy and effectiveness of the controls for eliminating risk. Make sure you review your policy when circumstances change at the mine, shift schedules change or when there is any indication that risks are not being controlled. Regular inspections and auditing of all aspects of fatigue management will help to ensure that your risk controls are working as they should.
5 5.1
CAUSES OF FATIGUE WHAT IS FATIGUE?

Fatigue can be defined as increasing difficulty in performing physical or mental activities. Signs of fatigue include tiredness even after sleep, psychological disturbances, loss of energy and inability to concentrate. Fatigue can lead to incidents because workers are not alert and are less able to respond to changing circumstances. As well as these immediate problems, fatigue can lead to long term health problems.
5.2
WHAT CAUSES FATIGUE?

Fatigue results from insufficient rest and sleep between activities e.g. from poor quality sleep. The inter-related causes of fatigue include: The time of day that work takes place
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The length of time spent at work and in work related duties The type and duration of a work task and the environment in which it is performed The quantity and quality of rest obtained prior to and after a work period Activities outside of work, such as second jobs and family commitments Individual factors such as sleeping disorders
Acute fatigue is caused by immediate episodes of sleep deprivation, e.g. because of long periods of wakefulness from excessively long shifts or nightshifts without adequate daytime rest. Ongoing sleep disruption can lead to sleep debt and chronic sleep deprivation, placing individuals in a state of increased risk to themselves and to others. It results in: Unpleasant muscular weariness Tiredness in everyday activities Reduced coordination and alertness
If sleep deprivation continues, work performance can deteriorate even further. Causes of fatigue can result from features of the work and workplace and from features of a workers life outside work. Levels of work-related fatigue are similar for different individuals performing the same tasks. Work-related fatigue can and should be measured and managed at an organisational level. Non-work related causes vary considerably between individuals. Non- work related fatigue is best managed at an individual level. 5.2.1 Work Related Causes Work-related causes result from: 5.2.2 Shift schedule design e.g. too many consecutive night shifts Aspects of the tasks being undertaken e.g. greater workload within standard shifts Features of the working environment e.g. noise or temperature extremes.
Non-work Related Causes Causes of non work-related fatigue include: Sleep disruption due to ill family members Strenuous activities outside work, such as second jobs Sleep disorders Inappropriate use of alcohol, prescription and illegal drugs Stress associated with financial difficulties or domestic responsibilities.
5.3
WHY IS FATIGUE A PROBLEM?

Fatigue causes an increased risk of incidents because of tiredness and lack of alertness. When workers are fatigued, they are more likely to exercise poor judgment and have a slow reaction to signals. This can increase all risks on site because fatigued workers are less able to respond effectively to changing circumstances, leading to increased likelihood of incidents due to human error.
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Fatigue can also result in long term health problems such as: Digestive problems Heart disease Stress Mental illness
THE FATIGUE EQUATION

The fatigue experience by a person is an accumulation of several factors as described above. Simply put FT = FSS + FEW + FPF Where FT FSS FEW FPF = = = = Total fatigue Fatigue caused by the shift system/ duty rosters Fatigue caused by ergonomic, environmental and work factors Fatigue caused by personal factors such as insufficient/poor sleep, health, nutrition and personal lifestyle
6.1
FSS
Fatigue augmented by the shift system/ duty rosters can be significantly reduced through the optimal design of the shift system and duty rosters. In order to assess the risks caused by your shift system, examine each of the risk factors in detail. Look at: SHIFT SCHEDULE DESIGN FACTORS Factor Night shifts, including the number of consecutive night shifts Consideration Long hours of work in a single shift. This includes travel time, especially for remote sites Are too many consecutive night shifts worked? Is more than eight hours work required over night shift? Are tasks requiring sustained physical or mental effort undertaken on night shift? Are complex physical or mental tasks undertaken on night shift? Do night shift workers have difficulties getting undisturbed sleep during the day? Does one shift involve more than 12 hours in a day (including call outs)?
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SHIFT SCHEDULE DESIGN FACTORS Factor Long hours of work across a shift cycle Long hours because of on call duties Consideration Do hours of active work (total time spent at work including overtime) exceed 50 hours in any seven days? Are there irregular and unplanned schedules as a result of call-outs? Is the working day or working week extended beyond 12 hours in a single day or hours in any seven days as a result of call outs? Is there enough time between work shifts to allow for adequate sleep: Enough time in a break for 5 hours uninterrupted sleep in 24 hours (only for one night) AND Enough time in breaks for 12 hours of sleep in 48 hours (i.e. in two days) AND Enough time in breaks for 50 hours sleep in 7 days? Is the break between shifts less than 10 hours? Are breaks within shifts long enough and frequent enough to allow workers to rest, refresh and nourish themselves? Do any shifts start or finish between midnight and 6am? Are there split shifts? Are complex, difficult or strenuous tasks required at the start or end of such shifts? Do workers get sufficient notice of roster changes? Is fatigue management taken into account in roster changes?
Short breaks between work shifts
Short breaks within work shifts Shift start/finish times
Changes to rosters
6.2
FEW
Similarly, fatigue compounded by a persons working environment can be mitigated through ergonomic interventions e.g. cab designs, and taking the persons abilities and limitations into account. In order to assess these risks, look at: TASK RELATED FACTORS Factor Repetitive or monotonous work Consideration Do jobs involve repetitive or monotonous work e.g. hauls truck driving?
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TASK RELATED FACTORS Factor Sustained physical or mental effort Consideration Complex physical or mental tasks Adverse working conditions Is the work physically demanding? Is there time pressure due to a heavy workload? Is work fast paced? Is work intensive? Can workers vary work pace or work tasks as desired? Do workers have a say over work tasks or how to carry them out? Are high vigilance and/or concentration required? Are there different demands that can be difficult to combine? Are complex, difficult or strenuous tasks required at the end of shifts or shift cycles? Do adverse working conditions exist e.g. exposure to:

Noise? Heat? Cold? Dust? Hazardous substances?
6.3
FPF
The introduction of the following and/or the education of employees with regards to the following can reduce the risks introduced through a persons personal circumstances: Sleep management Education and training Lifestyle interventions Health screening and counselling Nutrition
Factors to consider when assessing the risks introduced through personal factors: PERSONAL ENVIRONMENT FACTORS Factor Consideration Excessive commuting times necessary Is significant travel to and from work necessary each day so that time for adequate sleep is reduced? Are long distance commutes beginning of a work cycle? necessary at the
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PERSONAL ENVIRONMENT FACTORS Factor Consideration Stress Do jobs involve high demand, but low control? Are there poor social relations at work, e.g. bullying? Is there low social support from peers and supervisors at work? Is there low recognition for the effort involved in the work? To what extent is there evidence of problems as a result of:
Family commitments? Sleeping disorders? Psychological issues? Alcohol and drug use? Second job/non-paid work?
Non-work related factors
RISK ASSESSMENT
It is important to first identify whether any hazards from fatigue exist in your workplace. This is effectively done through a risk assessment specifically designed for such a purpose. Such a risk assessment worksheet is included as Appendix 1.
SUPERVISOR GUIDE ON FATIGUE IMPAIRMENT

In order to assist supervisors in the detection of fatigue in specifically mining equipment operators, a guideline is included in Appendix 2.
MANAGEMENT PROCEDURES AND POLICIES

The first step in addressing fatigue countermeasures is the appropriate identification of what constitutes a fatigue issue. The following list should be used to establish whether or not a fatigue issue is present: The employee reports to his/her supervisor that he/she is tired/fatigued Another employee reports that he/she has witnessed a fatigue event. An example may be that a driver has driven past looking sleepy An employee appears to be very tired at the shift start-up meeting e.g. constant yawning, droopy eyelids, lethargic, not paying attention, missing instructions, etc Questionnaire Fatigue Impairment - Front Line Managers Guidelines
9.1
REPORTED FATIGUE
This includes fatigue issues as identified by the supervisors or other concerned employees. The following countermeasures must be made available: Discuss reasons for being tired
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Discuss ways of preventing future fatigue issues Provide the option for a reduced risk task, ensuring that an appropriate review is conducted on the task with fatigue as an identified risk. Must be monitored through the shift and instructed to stop and report if feeling tired at any point Option to take a short break to see if this returns the employee back to a higher level of alertness Option for a nap to see if this assists in returning the employee to higher levels of alertness, if available at your particular site Option to send employee home, with provision of transport to reduce the chances of an incident on the way Discuss proactive fatigue management and provide training if necessary
9.2
REPEAT FATIGUE EMPLOYEES

It is recommended that repeat fatigue employees are treated in the same respect that assistance is generally offered for alcohol and drug issues. It is also recommended that a repeat fatigue employee is one who: Has a fatigue incident more than once a week, or Is showing a pattern of fatigue issues of any kind e.g. regularly on a Monday. The countermeasures recommended are: Discuss the issue in detail with the employee Discuss possible support: Recommended to General Practitioner for medical treatment Recommended for employee assistance e.g. stress, marital breakdown, bereavement, etc. Discuss alternative actions: Annual leave Sick leave Special leave Job change Home change e.g. sleep patterns Investigation of shift length and breaks to determine if the work is having an influence on fatigue
9.3
REPEAT FATIGUE EMPLOYEES NOT MEDICAL/STRESS/EDUCATION RELATED

Personnel who repeatedly disregard their duty to arrive at work in a rested and fit for work state must be recommended for counselling or subjected to the Discipline Procedure.
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MATRIX OF TECHNOLOGY
The Matrix of Technology is a listing of various technologies and programmes designed to address the risks associated with fatigue. The technologies and programmes are ranked from exists, but have not been tested or there is limited knowledge of the technology to implemented and working successfully.
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The ranking classification is illustrated below. Red Orange Technology exists, not yet tested or no knowledge of the technology in the field or on an operational site Technology exists, developed and being tested on an operation, tests not yet conclusive. Reliability not proven. Appears from research papers and discussions with operators and suppliers that the systems are implemented and working successful on an operation. System or site has not been visited or verified by Anglo American representatives to verify that system is still installed on the operation, being used and achieve the objectives. Implemented and working successful on an operation.
Yellow
Green
The Matrix of Technology is included as Appendix 3.
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CONTROL THE RISKS

Unless you can eliminate the risk, you will need to use a range of control measures from across the hierarchy. In particular, vigilance by line managers, monitoring whether workers are experiencing fatigue, is a fundamental control measure that will support all other risk control measures. A checklist to help supervisors identity and assess fatigue impairment is provided as Appendix 4. Here are some possible control measures for the different risk factors: ROSTER DESIGN FACTORS Factor Night shifts, including the number of consecutive night shifts Consideration Eliminate or limit night work Eliminate the use of nightshifts for particular jobs or actives Limit the number of consecutive night shifts worked Move as much activity as possible to day shifts, particularly work which may be a high risk at night, particularly on the first night of a night shift cycle Schedule complex tasks for daytime Minimise or redesign routine administrative tasks to ensure employees can focus on core duties during their night work Improve the order, speed, direction and length of rotation of the shift cycle Ensure adequate time off after a set of night shifts Allow for naps during night shifts
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ROSTER DESIGN FACTORS Factor Long hours of work in a single shift. This includes travel time, especially for remote sites Consideration
Reduce working hours Increase resourcing Eliminate the use of extended hours for particular jobs or activities Control the length of shifts Limit the use of overtime, especially unscheduled overtime Monitor hours of work Reduce working hours Reduce the number of consecutive day shifts that can be worked Limit use of standby and on-call duties Ensure that exchange of shifts does not result in excessive hours Increase the length of breaks between shifts Allow for recovery between work periods Defer non-urgent work to allow appropriate rest and recuperation for employees Provide rest days Improve the timing of shifts Allow for family and social commitments between shifts and shift cycles Provide more and/or longer breaks to allow for recovery within work periods Provide adequate resources to cover breaks Ensure adequate number and location of crib and toilet facilities Reduce the use of split shifts Allow for family and social commitments within shifts Dont start or finish between midnight and 6am Minimise the work that has to be done between midnight and 6am. Reduce irregular and unpredictable work schedules
Long hours of work across a shift cycle
Long hours because of on call duties
Short breaks between work shifts
Short breaks within work shifts
Shift start/finish times
Changes to rosters
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ROSTER DESIGN FACTORS Factor Task related factors Repetitive or monotonous work Sustained physical or mental effort Eliminate boring, repetitive jobs Improve communication Provide training to allow multi-skilling and effective job rotation Use alarms and monitors, particularly for solo work e.g. driving vehicles Provide suitable resources Ensure adequate breaks during shifts Eliminate sources of risks that might exacerbate fatigue e.g. lack of job control, manual handling, extremes of temperature Improve communication processes Improve the duration and timing of work Roster enough employees during peak times and demands Allow supervisors and workers to reschedule tasks if fatigue becomes a problem Ensure safe and efficient shift hand-over Use alarms and monitors, particularly for solo work e.g. driving vehicles Consideration
Complex physical or mental tasks
Work environment factors Excessive commuting times necessary Start work at long distance commute sites on the day AFTER arrival and start travel home on the day AFTER the shift cycle is finished Assist with travel arrangements e.g. provide transport Improve job control and the other risk factors associated with stress Improve communication Control exposure to hazardous substances and environments Provide effective protective clothing and equipment, allowing for different shifts Use heating and cooling to control ambient temperatures to support alertness
Stress Adverse working conditions
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ROSTER DESIGN FACTORS Factor Non-work related factors Consideration Provide suitable professional advice e.g. an EAP, sleep disorder clinic Maintain vigilance in identifying non-work related factors Provide information and education about how nonwork related factors can increase the risks of fatigue.
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APPENDIX A: REFERENCE DOCUMENTS

AA AFRBP 19 Employee Fatigue Management
None APPENDIX B: RECORD OF AMENDMENTS Issue 0 Issue 1 : : New document (Gary Ralph December 2008) Added Three Prong Approach to Fatigue Management (Clause 3) G Ralph, June 2009
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APPENDIX 1: RISK ASSESSMENT IDENTIFYING HAZARDS To identify if any hazards from fatigue exist in your workplace, check if any of the following risk factors exist in your workplace. Risk factors
Yes/No
Work areas or jobs affected
Action needed
Shift schedule design factors i.e.

Night shifts, including the number of consecutive night shifts Long hours of work within a single shift or across a shift cycle or because of on-call duties. This includes travel time, especially for remote sites Short breaks between or within work shifts Shifts start/finish times e.g. a start time between midnight and 6am Changes to rosters
Task related factors

Repetitive or monotonous work Sustained effort physical or mental
Complex physical or mental tasks
Work environmental factors i.e.

Excessive necessary Stress
commuting
times
Adverse working conditions e.g. noise, dust, vibration, temperature extremes
Non-work related factors e.g.

Family commitments Sleeping disorders Psychological issues Alcohol and drug use Second job/non-paid work
ASSESSING RISKS
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Examine the risk factors in detail to decide where action is needed: Risk factors Shift Schedule Design Factors
Yes/No
Action needed
Night shifts, including the number of consecutive night shifts:

Are too many consecutive night shifts worked? Is more than eight hours work required over night shift? Are tasks requiring sustained physical or mental effort undertaken on night shift? Are complex physical or mental tasks undertaken on night shift? Do night shift workers have difficulties getting undisturbed sleep during the day?
Long hours of work in a single shift. This includes travel time, especially for remote sites:
Does one shift involve more than 12 hours in a day (including call outs)?
Long hours of work across a shift cycle
Do hours of active work (total time spent at work including overtime) exceed 50 hours in any seven days?
Long hours because of on call duties

Are there irregular and unplanned schedules as a result of call outs? Is the working day or working week extended beyond 12 hours in a single day or 50 hours in any seven days as a result of call outs?
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Risk factors
Yes/No
Action needed
Short breaks between work shifts:
Is there enough time between work shifts to allow for adequate sleep: Enough time in a break for 5 hours uninterrupted sleep in 24 hours (only for one shift) AND Enough time in breaks for 12 hours of sleep in 48 hours AND Enough time in breaks for 50 hours sleep in 7 days? Is the break between shifts less than 10 hours?
Short breaks within work shifts
Are breaks within shifts long enough and frequent enough to allow workers to rest, refresh and nourish their body?
Shift start/finish times

Do any shifts start or finish between midnight and 6am? Are there split shifts? Are complex, difficult or strenuous tasks required at the start or end of such shifts?
Changes to rosters.

Do workers get sufficient notice of roster changes? Is fatigue management taken into account in roster changes?
Task related factors
Repetitive or monotonous work
Do jobs involve repetitive or monotonous work e.g. haul truck driving?
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Risk factors
Yes/No
Action needed
Sustained physical or mental effort.

Is the work physically demanding? Is there time pressure due to a heavy workload? Is work fast paced? Is work intensive? Can workers vary work pace or work tasks as desired? Do workers have a say over work tasks or how to carry them out?
Complex physical or mental tasks.

Are high vigilance and/or concentration required? Are there different demands that can be difficult to combine? Are complex, difficult or strenuous tasks required at the end of shifts or shift cycles?
Work environment factors
Excessive commuting times necessary.
Is significant travel to and from work necessary each day so that time for adequate sleep is reduced? Are long distance commutes necessary at the beginning of a work cycle?
Stress

Do jobs involve high demand, but low control? Are there poor social relations at work e.g. bullying? Is there low social support from peers and supervisors at work? Is there low recognition for the effort involved in the work?
APPROVED
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Risk factors
Yes/No
Action needed
Adverse working conditions
Do adverse working conditions exist e.g. exposure to:

Noise? Heat? Cold? Dust? Hazardous substances?
Non-work environment factors
To what extent is there evidence of problems as a result of:

Family commitments? Sleeping disorders? Psychological issues? Alcohol and drug use? Second job/non-paid work?
APPROVED
2 June 2009
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APPENDIX 2: SUPERVISORS GUIDELINE TO FATIGUE MANAGEMENT STEP 1: OBSERVATION

What can be observed about this persons functioning/behaviour? Is there a significant change in the persons behaviour? In what area has there been a change? [Y] [N]
Physical Symptoms 1. 2. 3. 4. Eyes bloodshot Slower movements Poor co-ordination Slower than normal response time e.g. response to radio contact
Cognitive Functioning 1. 2. 3. 4. 5. 6. Distracted from task Poor concentration/lapses in concentration Doesnt complete tasks Short-term memory loss (forgets instructions) Nodding-off momentarily Fixed gaze and/or reports blurred vision
Emotion/Motivation 1. 2. 3. 4. Seems depressed Irritable Doesnt care anymore Easily frustrated with tasks
If 3 or more indicators of fatigue are present, proceed to step 2. STEP 2: RISK

1. 2. 3. Has a fatigue-related incident occurred? Has the person (self-report/by another person) been identified as at fatigue risk? Is there a risk associated with the persons functioning/behaviour i.e. risk to self others or equipment? If Yes, What is the level of risk? (your best estimate) High Moderate Low
If, in your opinion, the risk is unacceptable, proceed to Step 3.

AA_AFRBP_00001901.doc APPROVED 2 June 2009 Page 26 of 37
STEP 3: CONVERSATIONS
Insight/Understanding 1. What is the persons explanation of what you have observed? [Y] [N]
Sleep 2. 3. 4. 5. Work 6. What tasks have they been working on this shift? How many hours since they last slept? How long did they sleep? Have they experienced a recent change in their sleeping habits? Is there a reason for not enough sleep or poor sleep? hours hours
7.
Are those tasks high-risk for fatigue i.e. repetitious or hot conditions? If Yes, how long have they been working on that task? hours
Breaks 8. 9. When did they last have a break in shift? How long was that break? hours hours
Fatigue Management 10. 11. When did they last drink some water or eat something i.e. dehydrated or hungry? What do they usually do to prevent fatigue? hours
APPROVED
2 June 2009
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STEP 4: SUPERVISORY ACTION

1. What is the level of risk associated with this persons continuing without intervention?
2.
If that risk is unacceptable, what steps need be taken to minimise the immediate risk? a. b. c. Task rotation option Short break option Go home option
3. 4.
Has this person been associated with previous fatigue issues? Follow-up procedures: a. b. c. d. First occasion - deal with it informally, but record incident Incident report completed Training in fatigue management completed Referral to EAP
GUIDELINE NOTES FATIGUE IMPAIRMENT The Fatigue Impairment: Superiors Guidelines are designed as a framework for a step-by-step process for making decisions about fatigue impairment and the most appropriate supervisory response. The guidelines should not be seen as a definitive measure, but rather as a guide to conversation. STEP 1 The first step is to formalise what you have noticed about the persons functioning or behaviour. While most of us have an intuitive sense for when a person is tired, this simple checklist asks us to take specific notice of some of the known symptoms of fatigue. It is worthwhile going through the checklist and checking the appropriate boxes. If the person exhibits three or more of the typical symptoms of fatigues or very marked symptoms in any one or two areas, proceed to Step 2. STEP 2 The second step to estimate the degree of risk associated with what you have observed. Risk depends on the likelihood and severity of the consequences of the persons functioning/behaviour. There will be many factors that will influence your estimate of risk for this person in his/her situation.
AA_AFRBP_00001901.doc APPROVED 2 June 2009 Page 28 of 37 This document is intended for Company use only. Reproduction for external use is allowed only under specific authorisation. Anglo American assumes no responsibility for the content and/or the implications of its use by third parties.
Having gained a sense of the level of risk involved, you must ask the question, Is this an acceptable level of risk? If you conclude that the risk is beyond an acceptable level, proceed to Step 3. STEP 3 The third step is to engage the individual in conversation about his/her symptoms. It is important for you to clearly sate what you have observed and your estimate of the risk involved, and the reasons for your estimate of the risk involved. Has the person an explanation for what you have observed? An explanation does not discount what you have observed, but may put it in another context, or offer a reason for why they are not functioning normally. For example, the person may not have eaten for 8 hours, have low blood sugar levels and may be exhibiting symptoms of fatigue. The explanation may offer some answers to the next set of questions. Remember the purpose of asking these questions is to encourage the individual to take responsibility for their behaviour and functioning and to think about the reasons behind their fatigue-related Risk-Potential. Reasons for fatigue related risk lie in inadequate sleep, inappropriate work in harsh conditions, inadequate breaks, inadequate nutrition or hydration, and/or a high level of personal stress. It is also worth asking the question about the individuals fatigue management strategies, i.e. how do they go about preventing fatigue related risk? This question suggests the person has a role to play in thinking about their work and in preventing fatigue risk. STEP 4 Having observed symptoms of fatigue, formed a view of the risk involved and gained an understanding of the persons own understanding of the situation and their functioning, it is time to make a decision about whether you are prepared to allow the situation to go unchecked. Your decision should be based on your estimate of the risk involved. The critical aspect is what needs to happen to minimise the risk to an acceptable level? Potential steps for intervention are to instruct the individual to take a short break, to do a different task, or if you form view that the risk is high and that they are so fatigued no break or different task will make a difference to their fatigue risk and then get them off site. It would not be appropriate to allow a person this fatigued to drive home. Follow-up question for supervisors involve strategies to prevent this from happening again. Has the person a history of fatigue related impairment or incidents? What action do you need to take? Does disciplinary action apply? Is the person demonstrating an inability to manage fatigue? Do they need some additional information on fatigue management or referral to the EAP? Do you need to involve someone else in the decision? These questions will be shaped to a significant degree by local policy and procedures, and supervisors should act within the local approach to managing fatigue.
APPROVED
2 June 2009
Page 29 of 37
APPENDIX 3: MATRIX OF TECHNOLOGY INTRODUCTION As part of the Collision Avoidance Working Group brief, fatigue management best practices and technologies were also investigated. As with the Collision Avoidance systems, it was realised that the management systems and products were numerous, each with their own peculiarities and shortcomings. Thus a Matrix of Technology has been drawn up to identify and verify the various systems available in the market, the locations, the mines, for how long have they been working etc. This document is directed at management systems, wellness programmes and automated systems that draw attention to potential collisions due to physical and/or mental fatigue of operators. It is recognised that there are some technologies/systems that could have been overlooked in the course of this survey. CATERPILLAR evaluated twenty two Fatigue Management Systems. The report, OPERATOR FATIGUE, DETECTION TECHNOLOGY REVIEW looked at, amongst other criteria, applicability to the mining industry. The technologies where then ranked within16 categories. The top two fatigue detection technologies, as evaluated by CATERPILLAR, are included in the matrix below. They are ASTiD and Optalert. It must however be stressed that these systems and technologies will be complementary to and are not a substitute for rules and codes of conduct. The Ranking classification used in the Matrix is as follows: Red Orange Technology exists, not yet tested or no knowledge of the technology in the field or on an operational site Technology exists, developed and being tested on an operation, tests not yet conclusive. Reliability not proven. Appears from research papers and discussions with operators and suppliers that the systems are implemented and working successful on an operation. System or site has not been visited or verified by Anglo American representatives to verify that system is still installed on the operation, being used and achieve the objectives. Implemented and working successful on an operation.
Yellow
Green
APPROVED
2 June 2009
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MATRIX OF TECHNOLOGIES
Fatigue Wellness Programmes
System Name and Objective
Shift to Wellness Campaign
Ranking
Green
Description
Campaign including brochures and talks explaining how shift work affects the person and how to personally manage those effects. Management plan to ensure that risks associated with operator fatigue are mitigated appropriately. Looks at stimuli, food & drugs, shift scheduling and assistance devices. Special beds are made available to operators. The beds induce sleep and then awaken the person after 15 minutes. The 15 minute nap can give 3 hours of extra alertness.
Technology
Personal management
Operations installed
Anglo Coal SA Landau Colliery
Evaluation (Who, What, How)
Driver Dependant
No
Mine & or Supplier Contact Details

Gerhard Stenzel Tel: +27 13 693 0602
Fatigue Management Model
Green
Personal management
Kumba Sishen
No
Jan Gerber Tel: +27 53 739 2708
Energy Pods
Yellow
Power napping
Gregory and Crinum, Australia
No
Empire State Building Suite 2210 350 Fifth Avenue New York, NY 10118 USA T: +1.212.239.3344 F: +1.212.239.3371 info@metronaps.com www.metronaps.com Thabazimbi - Grant Crawley Tel: +27 14 777 3409 Sishen - Jan Gerber Tel: +27 53 739 2708
Sustenance drinks. Control of operator fatigue in the mining department
Green
Sustenance drinks supplied to all shift worker in the mining areas. During day and afternoon shift one sachet per person and during night shift, two sachets. Cold water and ice are also supplied during day shift. During night shift coffee is issued at twelve o clock to Haul Truck drivers transporting ore to the ore pass and at two o clock to the other employees.
Admin control
Thabazimbi and Sishen
Test was conducted prior to implementation by Mining personnel.
Yes
APPROVED
2 June 2009
Page 31 of 37

No hauling from pit to ore pass periods Access control procedure and procedure for management of drug and alcohol abuse
Ranking
Green
Description
No hauling between pits and ore pass during 02:00and 06:00
Technology
Admin control
Thabazimbi

Control by shift Supervisors
Driver Dependant
Yes

Grant Crawley Tel: +27 14 777 3409
Green
Random testing for alcohol and drug abuse done at entrance gates as well as in the sections.
Admin control
Thabazimbi processing plant
Security and line management
No
Cornelia Holtehuizen Tel: +27 14 777 3126
Fitness for Work Assessment Systems

Fatigue-O-Meter Orange
Ranking
Description
Measures reaction times prior to the shift with reference to a personally and group developed reference database as an index to levels of fatigue. Measures a persons reaction time, thus detecting their fitness for work irrespective of the cause (general fatigue, poor health, substance abuse, etc). Test conducted at the start of the shift. Measures operators pupil reaction to a flashing light, thus detecting the operators fitness for work irrespective of the cause (general fatigue, poor health, substance abuse etc.).
Technology
Fitness for work assessment
Testing at PPL
Driver Dependant
No

PPL - Bertus Schoeman Tel: +27 15 418 2143
OSPAT Green
Dawson, Anglo Coal Australia
No
Robert Craike Tel: +61 74 990 9940
Eye Check Red
None known
No
MCJ, Inc. 810 E. State - Ste. 104 Rockford Illinois 61104 Tel: (815) 966 0196 Fax: (815) 966 0187 www.mcjeyecheck.com
APPROVED
2 June 2009
Page 32 of 37

Interlock
Ranking
Description
The drive needs to blow into the apparatus. The apparatus prevents the vehicle from being started if the driver is over the alcohol limit.
Technology
None known
Driver Dependant
No

Mark Vermeulen Drger South Africa(Pty.)Ltd. Drger Building St. Peter's Square Cnr. Waterford Place & Witkoppen Rd. Kleve Hill Park/ Sandton 2146, South Africa Tel.: +27 11 465 9959
Red
Procedure for the management of employee health
Green
Employee and Contractor entrance and exit medical control. Medical fitness examination.
Admin control
Thabazimbi
Occupational Practitioners.
Health
No
Grant Crawley Tel: +27 14 777 3409
Fatigue Detection Systems

Optalert Vehicle System and Glasses Eyelid movement Cap Fatigue Monitor Head nodding Spectrum Fatigue Monitor DD850 Eyelid Measures eye blinking. Provides audible and visible warning when drowsiness is detected. Can also send SMS to predetermined numbers.
Ranking
Description
Measures how quickly eyelids open and close during blinking. Measures how long eyes stay closed. Audible alarm sound with 2 different intensities.
Technology
Fatigue monitoring
Operation s installed
Anglo Coal Australia Drayton Colliery
Driver Dependant
Yes

Peter Forbes Tel: +61 26 542 0256
Orange
Orange
Sensors fit inside a conventional cap and measure head nodding and brainwaves as a direct measure of fatigue.
Fatigue monitoring
Anglo Coal Australia Capcoal Colliery Anglo Platinum PPL
Yes
Bruce Robertson Tel: +61 73 834 1354
Green
Fatigue monitoring
Yes
PPL - Bertus Schoeman Tel: +27 15 418 2143
APPROVED
2 June 2009
Page 33 of 37

movement
Ranking
Description
Technology
Operation s installed
Anglo Coal SA Landau Colliery
Driver Dependant
ASTiD Steering movement
Yellow
Steering sensory system detects (i) monotonous driving and (ii) steering characteristics typifying sleepy driving. Alerts dispatcher to take proper action.
Fatigue monitoring
Anglo Coal Australia Callide Colliery New tests at Los Bronses
No
ACA - Steve Faulkner Tel: +61 7499 01822 AB Chile Oscar Munoz Tel: +56 2 230 6611
faceLAB Head pose, eyelid movement & gaze direction Nap Zapper Yellow Red
Measures eye blinking, head nodding and gaze direction for inattentiveness. Sounds audible alarm.
Fatigue monitoring
None known
Yes
GPO Box 782 Canberra ACT 2601 AUSTRALIA Tel: + [61] 2 6125 6501 Fax: + [61] 2 6125 6504 info@seeingmachines.com AB Chile Oscar Munoz Tel: +56 2 230 6611
A device is placed behind the persons ear and measures the nodding of the head.
Fatigue monitoring
Mantos Blancos and Mantoverde Mogalakwena
Yes
Fatigue detection bracelet
Green
Fatigue monitoring
Yes
Anglo Platinum Brian OConnor Boconnor@angloplat.com
APPROVED
2 June 2009
Page 34 of 37
APPENDIX 4: CONTROLLING RISKS CONTROLLING RISKS

Question Can you eliminate any risk factors e.g. Reduce hours of work? Eliminate or limit night work? Eliminate shifts that start between midnight and 6am? Eliminate the use of shift work or extended hours for particular jobs or activities? Move as much activity as possible to day shifts, particularly work which may be a high risk at times when impairment is likely e.g. at night? Eliminate sources of risks that might exacerbate fatigue e.g. lack of job control, manual handling, and extremes of temperature? Start work at long distance commute sites on the day AFTER arrival and start travel home on the day AFTER the shift cycle is finished? Yes/No Action needed
Can you improve work scheduling e.g. Improve the duration and timing of work? Minimise the work that needs to be done between midnight and 6am? Allow for recovery within and between work periods, including allowing for naps while on night shifts? Schedule complex tasks for daytime? Minimise or redesign routine administrative tasks to ensure employees can focus on core duties during their night work? Roster enough employees during peak times and demands? Defer non-urgent work to allow appropriate rest and recuperation for employees? Allow supervisors and workers to reschedule tasks if fatigue becomes a problem? Reduce the use of split shifts?
APPROVED
2 June 2009
Page 35 of 37
Question Can you improve roster design by addressing: The speed and direction of rotation? The number of consecutive shifts, both night and day, worked? Provision of rest days? The timing of shifts? Order of rotating shifts? Roster pattern and length of cycle? Increasing the length of breaks between shifts?
Yes/No
Action needed
Can you improve control over hours of work e.g. Reduce irregular and unpredictable work schedules? Control the length of shifts? Limit the use of overtime? Limit night work? Ensure adequate breaks during shifts? Limit use of standby and on-call duties? Ensure that exchange of shifts does not result in excessive hours?
Can you control the consequences of non-traditional shifts e.g. Control exposure to hazardous substances and environments? Ensure safe and efficient shift hand-over? Allow for family and social commitments? Assist with travel arrangements?
Can you use engineering controls e.g. Heating and cooling to control ambient temperatures to support alertness? Alarms and monitors, particularly for solo work e.g. driving vehicles?
Can you provide relevant training? Is the use of protective gear effectively managed, allowing for the different shifts?
APPROVED
2 June 2009
Page 36 of 37
45 Main Street Johannesburg Republic of South Africa
P O Box 61587 Marshalltown 2107 Republic of South Africa
Telephone: +27 (0)11 638-2129 Fax: +27 (0)11 638 2018
APPROVED
2 June 2009
Page 37 of 37

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ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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ANGLO FATAL RISK BEST PRACTICE REFERENCE 19

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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Extended working hours

Time not working

Work cycles/shift system times

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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THREE PRONG APPROACH TO FATIGUE MANAGEMENT

FATIGUE MANAGEMENT STEP-BY-STEP

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

AFRBP_000019 ISSUE 1 COPYRIGHT

Implement agreed controls.

Evaluate the effectiveness of controls.

STEP 1: ESTABLISH AN APPROACH

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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STEP 2: ASSESS RISKS

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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STEP 3: DETERMINE HOW TO CONTROL RISKS

STEP 4: DOCUMENT THE FATIGUE MANAGEMENT PLAN

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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STEP 5: IMPLEMENT THE AGREED PLAN

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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STEP 6: EVALUATE THE EFFECTIVENESS OF CONTROLS

CAUSES OF FATIGUE WHAT IS FATIGUE?

WHAT CAUSES FATIGUE?

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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WHY IS FATIGUE A PROBLEM?

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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THE FATIGUE EQUATION

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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Short breaks between work shifts

Short breaks within work shifts Shift start/finish times

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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Noise? Heat? Cold? Dust? Hazardous substances?

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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Non-work related factors

SUPERVISOR GUIDE ON FATIGUE IMPAIRMENT

MANAGEMENT PROCEDURES AND POLICIES

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

AFRBP_000019 ISSUE 1 COPYRIGHT

REPEAT FATIGUE EMPLOYEES

REPEAT FATIGUE EMPLOYEES NOT MEDICAL/STRESS/EDUCATION RELATED

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

AFRBP_000019 ISSUE 1 COPYRIGHT

The Matrix of Technology is included as Appendix 3.

CONTROL THE RISKS

ANGLO FATAL RISK BEST PRACTICE EMPLOYEE FATIGUE MANAGEMENT

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Long hours of work across a shift cycle