Health, Safety, Environment and Community
Petroleum Management System
Fatigue Management
PETROLEUM CSG
HSEC MANAGEMENT SYSTEM PROCEDURE
FATIGUE MANAGEMENT
Petroleum HSEC Procedure No: PHSE-13-P06
Date: February 28, 2013 Revision: 1
Owner: Kim Phillips, Occupational Health and Hygiene Manager
Approver: Kristen Ray, Vice President HSEC Signature On File
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TABLE OF CONTENTS
1.0 PURPOSE.................................................................................................................3
2.0 SCOPE .....................................................................................................................3
3.0 REFERENCES ..........................................................................................................3
4.0 DEFINITIONS ...........................................................................................................4
5.0 PROCEDURE ...........................................................................................................4
5.1 Introduction ..........................................................................................................4
5.2 Risk Assessment ..................................................................................................5
5.2.1 Assessment of Control Effectiveness ........................................................... 5
5.2.2 Operational Work Schedules/Rosters ........................................................... 6
5.2.3 Office Work, Business Travel and Commute Time ...................................... 6
5.3 Risk Controls ........................................................................................................7
5.3.1 Rest .................................................................................................................7
5.4 Training – Awareness ..........................................................................................8
5.5 Training – Supervisory Roles .............................................................................. 8
6.0 RESPONSIBILITIES .................................................................................................9
6.1 All Personnel ........................................................................................................9
6.2 Responsible Line Managers or Supervisors ...................................................... 9
6.3 HSE Managers and Supervisors.......................................................................... 9
6.4 Senior Line Managers ..........................................................................................9
7.0 VARIANCES ........................................................................................................... 10
8.0 UPDATES TO THIS DOCUMENT ........................................................................... 10
9.0 ATTACHMENTS ..................................................................................................... 10
9.1 Flowchart ............................................................................................................ 11
9.2 Example Fatigue Assessment ........................................................................... 12
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1.0 PURPOSE
The purpose of this Procedure is to assist in the assessment of the causes of fatigue
and mitigate the related hazards for BHP Billiton Petroleum Personnel.
2.0 SCOPE
This procedure applies to the entire lifecycle of Petroleum activities, processes and
products, including exploration and planning, development, operations, closure,
marketing and acquisitions and divestments. Partners, suppliers and contractors are
encouraged to adopt this procedure. Where there is a conflict between legislation and
Petroleum requirements, the more stringent standard prevails while ensuring legal
compliance requirements are met.
3.0 REFERENCES
Petroleum HSEC Management System Framework Element 13 – Health and Hygiene
Petroleum HSEC Risk Matrix
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4.0 DEFINITIONS
Please see the Petroleum HSEC Glossary for a comprehensive list of defined terms and
the following terms from this Procedure:
• Active Management
• ALARP
• Circadian Low
• Circadian Rhythm
• Core Office Hours
• Extended Work Hours
• Fatigue
• Micro-Sleep
• On-call/Call Out
• Personnel
• Restful Sleep
• Shall or Must
• Should
• Sleep Debt
• Sleep Disorder
• Sleep Opportunity
• Work Cycle
5.0 PROCEDURE
5.1 Introduction
Fatigue is a complex issue that not only arises from hours of work and activities at the
work place but it is also influenced by factors outside of work (e.g. family responsibilities,
stress, lifestyle, personal health, etc.). The management of fatigue is a shared
responsibility between management and each individual.
Signs of fatigue include long eye blinks, repeated yawning, frequent blinking, bloodshot
eyes, poor reaction time, slow speech, loss of energy, and an inability to concentrate.
Fatigue can result in a lack of attention, difficulty following instructions, reduced ability to
think clearly, and slower response to changing circumstances. Chronic fatigue can also
lead to long term health issues.
Most adults need 7 to 8 hours of sleep in every 24 hours to feel well rested. A sleep debt
is built up by routinely getting less than 7 to 8 hours of sleep per night. This debt may
result in impaired performance, reduced alertness and higher levels of sleepiness and
fatigue. A sleep debt can only be repaid with restful sleep.
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Fatigue contributes to accidents by impairing performance and in extreme cases causing
people to fall asleep. Fatigue related “micro sleeps” are very hard to predict or prevent
and can place the individual and others safety at risk.
Managing fatigue requires the following measures to be undertaken:
• Complete a fatigue risk assessment.
• Create a management plan to eliminate or mitigate, with controls, identified risks.
• Ensure personnel are educated and informed of fatigue risk.
In designing this procedure two documents were primarily referenced for comparison
and to ensure consistency with industry standards. The documents are the “Work
Design, Fatigue and Sleep” by the Minerals Council of Australia and “Fatigue Risk
Management Systems for Personnel in the Refining and Petrochemical Industries” by
the American Petroleum Institute.
5.2 Risk Assessment
A fatigue risk assessment must identify the impact of fatigue risks, taking into account
relevant local regulations. Fatigue risks must be assessed as Tolerable, Intermediate, or
Intolerable.
• Tolerable – Controls in place are adequate to mitigate the risks and do not need
active management.
• Intermediate – Controls require active management while tasks are being
performed.
• Intolerable – Must be addressed with additional controls and reassessed.
The risk assessment for Fatigue may be included in the HSEC Risk Assessment
process outlined HSEC Risk Matrix.
5.2.1 Assessment of Control Effectiveness
Control effectiveness can be reviewed by examining reports of fatigue and incidents
where fatigue is a factor. Effectiveness of controls can also be monitored by examining
personnel and circumstances where extended shifts need to be worked. Compliance
with fatigue management requirements must be assessed to ensure controls are in
place and operating effectively. Deficient controls must be remedied in a timely manner.
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Any risks deemed Intolerable must be addressed with additional controls which allow a
reassessment of Tolerable or Intermediate. Completed assessments must not contain
risks assessed as Intolerable.
The risk assessment and management plan must be documented and reviewed when
work schedules or job roles are significantly modified. A fatigue management plan is any
document that is used to address the identified risks in the risk assessment. An
example risk assessment is provided in Section 9.2.
5.2.2 Operational Work Schedules/Rosters
The risk of fatigue can be significantly reduced by effective planning and resourcing of
work shifts, work cycles and rotations. Each Responsible Line Manager must ensure that
schedules, work cycles or job roles are assessed for fatigue risks. The following items
must be assessed at a minimum:
• Are safety critical tasks planned during “circadian low” hours, 2am - 6am and
2pm- 4pm?
• Are complex tasks planned on the first or final shift of a nightshift work cycle?
• Are standby and on-call duties limited where possible?
• Does day shift start before 6am?
• Is the maximum number of shifts in a work cycle in line with relevant industry
practices and regulatory standards?
• Do extended shifts (> 12 hours) occur more than three times in a work cycle?
• Do shifts rotate backwards (day to night to afternoon)?
5.2.3 Office Work, Business Travel and Commute Time
Office work, business travel, and commute time have associated fatigue risks that must
be managed. Business travel to operational sites must be managed through local
journey management plans. General business travel must be managed through fatigue
risk assessments. Commute time and core business hours for office locations must also
be assessed. The following items must be assessed at a minimum:
• Do office schedules regularly exceed 14 hours per day, including the lunch break
and total commute time?
• Do core office hours regularly exceed 80 hours in a two week period?
• Are opportunities for car/van pooling or use of public transport available?
• Does business air travel occur where total travel time from home to destination is
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> 14 hours?
• For business related ground travel, are alternatives to self-drive available?
5.3 Risk Controls
Risk controls for mitigating fatigue must be applied using the hierarchy of controls. The
number of employees at risk and the level of risk must be considered when
implementing controls.
5.3.1 Rest
Rest is the most important control measure for managing fatigue. Time spent away from
the immediate work environment allows workers to recover from fatigue, thereby
improving work performance, vigilance, safety and efficiency. Conditions for restful sleep
must be provided and breaks must be taken during the work shift and not be traded for
an early finish time for the shift.
To provide adequate rest consider the following:
• Is a ten hour or longer break between work shifts provided?
• Does the break between work shifts provide a sleep opportunity of 7 or more
hours of continuous sleep?
• Is a minimum of one break provided between each 4 hours of work with one
break of sufficient length to have a meal (i.e. 30 minutes)?
• Are more frequent short breaks allowed during strenuous activities?
• Is ready access to drinking water provided?
• Do Call-Out/On Call schedules provide for adequate rest before returning to a
regular work shift?
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5.4 Training – Awareness
Induction
Awareness level training must be provided to all personnel who have been identified to
be at risk for fatigue. The purpose of this training is to provide information and education
related to the risk factors and signs of fatigue. The training will assist all personnel to
recognize the symptoms of fatigue and manage fatigue risks in a safe manner. As a
minimum, the training topics must enable the individual to:
• Understand responsibilities and know how to recognize the effects of fatigue in
themselves and others.
• Understand the influences of a healthy lifestyle and non-work activities on
fatigue.
• Understand the effects of medical conditions, sleep disorders, and drugs and
alcohol.
• Understand how to apply personal countermeasures to managing fatigue.
• Understand and accept their responsibility to use their recovery time effectively
and present rested and fit for work when their work shift begins.
Ongoing
Awareness level training should be presented to all employees who have been identified
to be at risk for fatigue periodically to ensure a minimum level of understanding.
5.5 Training – Supervisory Roles
Induction
Initial and periodic supervisory-level training must be provided for personnel with a
supervisory role. The purpose of the training is to provide the skills and information to
implement fatigue management principles in the daily operation of their assigned duties.
This training will also assist supervisors to recognize and manage fatigue risks with their
direct reports. Training topics must include those contained in the awareness level
training and the following:
• Understand responsibilities and when to initiate fatigue controls.
• How to manage employees who present signs of fatigue.
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6.0 RESPONSIBILITIES
6.1 All Personnel
• Present fit for work at the commencement of and during the work period.
• If not fit for work then notify their supervisor to ensure that an appropriate risk
mitigation process is implemented.
• Comply with this fatigue management procedure.
• Monitor for the signs and symptoms of fatigue in their co-workers and team
members.
• Communicate and report personnel fatigue issues to their Supervisor.
• Attend awareness level training.
6.2 Responsible Line Managers or Supervisors
• Ensure that persons under their control are aware of and comply with this
procedure.
• Ensure that applicable work schedules comply with this procedure.
• Monitor personnel for the signs and symptoms of fatigue.
• Approve controls for managing fatigue.
• Conduct a review of any fatigue-related incidents and the effectiveness of
existing control measures as required.
• Attend supervisor training.
6.3 HSE Managers and Supervisors
• Provide timely advice, support and assistance to Responsible Line Manager or
Supervisors in the implementation of this procedure.
• Conduct a review of fatigue risk assessments and the effectiveness of existing
control measures as required.
• Ensure that fatigue related incidents are reported and fatigue is considered
during incident investigation.
• Attend supervisor training
6.4 Senior Line Managers
• Approve extended work hours of greater than three shifts per work cycle.
• Approve the variance procedure process as necessary.
• Attend supervisor training.
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7.0 VARIANCES
Any planned deviations from the requirements of this procedure shall be recorded on
Petroleum HSEC Variance Form and submitted to Petroleum HSE Systems Support.
Variances to this procedure must be approved by:
1. Prepared by – Senior Line Manager
2. Endorsed by – Petroleum Occupational Health and Hygiene Manager
3. Approved by – Vice President HSEC
8.0 UPDATES TO THIS DOCUMENT
This is a Petroleum HSEC Controlled Document. Requests for updates to Petroleum
HSEC Controlled Documents shall be documented on the Petroleum HSEC Document
Proposal and Review Form and sent to the Petroleum HSE Systems Support email in
the GAL.
9.0 ATTACHMENTS
9.1 Flowchart
9.2 Example Assessment
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9.1 Flowchart
Fatigue Management
Start
a fatigue risk
assessment.
Document
Yes
identified risks
Do Fatigue Risks
starting with the
Exist?
minimum required
list.
No
Document controls
in place to mitigate
the risks.
Document the
adequacy of the
controls.
Develop and
Are all controls implement a
ranked as Tolerable management plan
or Intermediate? No to address
deficient controls.
Yes
Has the Senior
Line Manager
approved risks ranked
as Intermediate. No
Yes
Review fatigue Document the
risk assessment owners of the risk
as required. controls.
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9.2 Example Fatigue Assessment
Fatigue Risk Impact Controls Adequacy Approval
Safety critical Increased Provide an adequate Intermediate Responsible
tasks occur potential for sleep opportunity. Line Manager
during circadian a fatigue Provide adequate
low hours. related breaks.
incident.
Sleep Interrupted or Provide additional rest Tolerable Supervisor
interruption due inadequate time before returning to
to on-call sleep the regular shift.
duties.
Extended shifts Increased Provide an adequate Intermediate Responsible
occur more potential to sleep opportunity. Line Manager
than 3 times in accumulate a Provide adequate
a work cycle. sleep debt. breaks.
Business air Traveler will Taxi service is provided Tolerable Supervisor
travel occurs be too at the destination.
where total fatigued to
travel time is drive.
more than 14
hours.
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