F ATIGUE MANAGEMENT

FOR
COMMERCIAL VEHICLE DRIVERS
OPERATINGSTANDARDSFORWORKANDRESTINTHE
WESTERNAUSTRALIANROADTRANSPORTINDUSTRY

Produced by:
Transport
Regional Policy Section
441 Murray Street
PO Box 7272 Cloisters Square
Perth Western Australia 6850
Tel: (08) 9320 9320
Fax: (08) 9320 9321
http://www.transport.wa.gov.au
Approved by:
Minister for Labour Relations
under Section 57 of the
Occupational Safety and Health Act 1984.
October 1998
ISBN: 0 7307 2436 0
Copies of this document are also available as Braille, large print, audio tape
and Macintosh or IBM compatible disk on application to Transport.

Acknowledgements
We thank the following individuals on the Project
Team for their input into the development of the
Code of Practice on Fatigue Management for
Commercial Vehicle Drivers. Thanks are also

extended to the many transport industry members

who participated in workshops to discuss the Code.
The support and input from WorkSafe WA in the
development of the Code is also appreciated.

Project Team Members

Doug Brindal

ii

Chairman

Department of Transport

Lance Poore

Department of Transport

Howard Croxon

Croxon Management Solutions

Laurence Hartley

Institute for Research in Safety & Transport,

Murdoch University

Alan Layton

Western Australian Road Transport Association

Steve Melville

WA Owner Drivers Association

Julie Piggott

Western Australian Bus and Coach Association

Glenn Sterle

Transport Workers Union of Australia

Ian Thomson

Wesfarmers Transport

Greg Weller

Livestock Transporters Association

Contents
Acknowledgements ..................................................................................................... iv
1

Background to the Code ..................................................................................... 1

1.1
1.2
1.3
1.4

1.5

2.

What is fatigue? .................................................................................................. 5

2.1
2.2
2.3
2.4
2.5

3.

The need for operating standards .......................................................................... 7

Operating standards for work and rest in road transport ....................................... 7
Examples of Trip schedules ...................................................................................8
Zones of Operation ................................................................................................8
Definition of Terms ................................................................................................. 9

A Fatigue Management System ........................................................................ 10

4.1
4.2

5.

Defining fatigue ......................................................................................................5

How the body clock works .....................................................................................5
The need for sleep ................................................................................................. 5
Impact of working hours on fatigue ........................................................................ 5
How to identify fatigue ........................................................................................... 6

Operating standards for work and rest ............................................................... 7

3.1
3.2
3.3
3.4
3.5

4.

Why the Code is being introduced .........................................................................1

What this document contains ................................................................................ 1
The legislative framework for the Code ................................................................. 1
Relevant provisions in the Act................................................................................ 1
1.4.1 An overview of the general duties ............................................................................ 1
1.4.2 Hazard identification, risk assessment and risk control ........................................... 3
1.4.3 Access to act, regulations and other relevant documents ........................................ 3
1.4.4 Prosecutions, fines and compliance with the Code .................................................. 3
Other States and Territories ...................................................................................4

An overview .........................................................................................................10
Basic principles for inclusion in the system ......................................................... 11

Developing a Fatigue Management System ...................................................... 12

5.1

Scheduling ...........................................................................................................12
5.1.1 Description ............................................................................................................. 12
5.1.2 Factors to be taken into account ............................................................................ 12
5.1.3 Control measures .................................................................................................. 12
5.1.4 Operational procedures to be included in the FMS ................................................ 13

5.2 Rostering of drivers ................................................................................... 13

5.2.1
5.2.2
5.2.3
5.2.4

Description ............................................................................................................. 13
Factors to be taken into account ............................................................................ 13
Control measures .................................................................................................. 14
Operational procedures to be included in the FMS ................................................ 14

iii

Contents

5.3 Readiness for duty .................................................................................... 15

5.3.1
5.3.2
5.3.3
5.3.4

Description ................................................................................................. 15
Factors to be taken into account ................................................................ 15
Control measures ....................................................................................... 15
Operational procedures to be included in the FMS .................................... 15

5.4 Health ........................................................................................................ 15

5.4.1 Description ................................................................................................. 15
5.4.2 Factors to be taken into account ................................................................ 16
5.4.3 Operating procedures to be included in the FMS ....................................... 16

5.5 Workplace conditions ................................................................................ 17

5.5.1 Description ................................................................................................. 17
5.5.2 Factors to be taken into account ................................................................ 17
5.5.3 Operational procedures to be included in the FMS .................................... 17

5.6 Training and education .............................................................................. 17

5.6.1 Description ................................................................................................. 17
5.6.2 Factors to be taken into account ................................................................ 17
5.6.3 Operational procedures to be included in the FMS .................................... 18

5.7 Responsibilities ......................................................................................... 18

5.7.1 Description ................................................................................................. 18
5.7.2 Factors to be taken into account ................................................................ 18
5.7.3 Operational procedures to be included in the FMS .................................... 18

5.8 Documentation and records ...................................................................... 18

5.8.1 Description ................................................................................................. 18
5.8.2 Factors to be taken into account ................................................................ 19
5.8.3 Operational procedures to be included in the FMS .................................... 19

5.9 Management of incidents .......................................................................... 19

5.9.1 Description ................................................................................................. 19
5.9.2 Factors to be taken into account ................................................................ 19
5.9.3 Operational procedures to be included in the FMS .................................... 19

Appendix A - Systems and methods of compliance ................................................... 20

6.0
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9

iv

Description ........................................................................................................... 20
Trip scheduling practices ..................................................................................... 20
Trip rostering practices ........................................................................................ 21
Driver readiness for duty policies ......................................................................... 21
Driver health practices ......................................................................................... 22
Workplace conditions ........................................................................................... 22
Training and education practices ......................................................................... 23
Responsibilities for organisational positions ........................................................ 23
Documentation and records ................................................................................ 24
Management of incidents .................................................................................... 24

1. Background to the Code

1.1 Why the Code is being
introduced
Bus and truck crashes are dangerous and costly to
all road users, and fatigue contributes to a significant
number of these crashes. The Western Australian
government aims to reduce the impact of fatigue in
the road transport industry through the introduction
of a Fatigue Management System (FMS) - both
employers and employees have responsibilities under
this section. Expected benefits of the Fatigue
Management System are fewer crashes, reduced
mechanical costs and reduced insurance premiums.
The System also provides a basis to discuss and
negotiate with customers and clients about
reasonable delivery schedules for the transport of
goods.
Under the Occupational Safety and Health Act,
transport operators are already obliged to provide a
safe system of work. This Code of Practice is
designed to strengthen this existing obligation and to
assist industry by providing standards for work and
rest and a framework for developing a Fatigue
Management System.

1.2 What this document contains

Effective fatigue management that meets the needs
of both the transport industry and the community
requires a comprehensive but flexible system. This
document covers the following areas:
operating standards for work and rest (see
Section 3);
measures for the management of fatigue in a
Code of Practice on Fatigue Management for
Commercial Vehicle Drivers (see Section 5); and
advice to assist organisations to meet these
operating standards (see Section 5).
This Code applies to commercial vehicle drivers,
supervisors and managers, subcontractors and
anyone else in a contractual relationship with a
company including clients. Companies are expected
to have a Fatigue Management System or
documentation that demonstrates how they handle
the workplace issue of fatigue. Employees also have

a duty to take reasonable care of their own safety

and health in the workplace, as well as that of others.
It is implicit that an employee report for work rested
and fit for duty. The Act treats subcontractors as
employees.

1.3 The legislative framework for

the Code
The Code of Practice on Fatigue Management for
Commercial Vehicle Drivers operates in accordance
with section 57 of the Occupational Safety and Health
Act. The Act sets objectives to promote and improve
occupational safety and health standards in Western
Australia. The broad provisions of the Act are
supported by the Occupational Safety and Health
Regulations that detail minimum requirements for
specific hazards and work practices, and guidance
material such as approved Codes of Practice. This
framework is shown on page 2.

1.4 Relevant provisions in the Act

1.4.1 An overview of the general
duties within the Act
The Act contains general duties which describe the
responsibilities of people in relation to safety and
health at work. Under section 19.(1) An employer
shall, so far as is practicable, provide and maintain a
working environment in which his employees are
not exposed to hazards and in particular, but without
limiting the generality of the foregoing, an employer
shall(a) provide and maintain workplaces, plant, and
systems of work such that, so far as is practicable,
his employees are not exposed to hazards;
(b) provide such information, instruction, and training
to, and supervision of, his employees as is
necessary to enable them to perform their work
in such a manner that they are not exposed to
hazards;
(c) consult and cooperate with safety and health
representatives, if any, and other employees at
his workplace, regarding occupational safety and
health at the workplace;

Background to the Code

OCCUPATIONAL SAFETY AND HEALTH ACT

MAJOR PROVISIONS
The General Duties
Resolution of Issues
Safety and Health Representatives
Safety and Health Committees
Enforcement of Act and Regulations

SUPPORTED BY
OCCUPATIONAL SAFETY AND HEALTH REGULATIONS

GUIDANCE MATERIAL

The Occupational Safety and Health Regulations set minimum

requirements for specific hazards and work practices,
including reference to National Standards developed by the
National Occupational Health and Safety Commission and
Australian Standards developed by Standards Australia.

Codes of Practice approved for Western Australia in

accordance with Section 57 of the Act. Guidance Notes
developed by the WorkSafe Western Australia Commission.
National Codes of Practice and National Standards developed
by the National Occupational Health and Safety Commission.
Australian Standards developed by Standards Australia.

(d) where it is not practicable to avoid the presence

of hazards at the workplace, provide his
employees with, or otherwise provide for his
employees to have, such adequate personal
protective clothing and equipment as is practicable
to protect them against those hazards, without
any cost to the employees; and
(e) make arrangements for ensuring, so far as is
practicable, that (i) the use, cleaning, maintenance, transportation
and disposal of plant; and
(ii) the use, handling processing, storage,
transportation and disposal of substances,
at the workplace is carried out in a manner such
that his employees are not exposed to hazards.
Responsibility also extends to these other worker
categories:
employees are required to take reasonable care
to ensure their own safety and health at work

and also to avoid adversely affecting the safety

or health of any other person through any act or
omission at work. Employees contravene this
requirement if they;
fail to comply so far as they are reasonably
able with instructions given by their employer
for their own safety and health;
fail to use such protective clothing and
equipment as is provided, or provided for by
the employer;
misuse or damage any equipment provided
in the interests of safety and health;
fail to report immediately to their employer,
any situation at the workplace that they have
reason to believe could consitute a hazard to
any person and they cannot themselves
correct, or any injury or harm to health of
which they are aware that arises in the course
of or in connection with their work.
In addition employees are required to co-operate
with their employer in the carrying out by their

The WorkSafe Western Australia Commission Guidance Note The General Duty of Care in Western Australian
Workplaces provides detailed information on the duty of care. The Guidance Note can be purchased from
WorkSafe Western Australia, Westcentre, 1260 Hay Street, West Perth [Tel. (08) 9327.8777] or is available via
the Internet Service on Safetyline [http://www.safetyline.wa.gov.au].

Background to the Code

employer of the obligation imposed on them under

the Act;
self-employed persons must take reasonable care
to ensure their own safety and health at work
and, as far as practicable, ensure their work does
not affect the safety and health of others;
designers, manufacturers, importers and suppliers
of plant must ensure that plant intended for work
use is safe to install, maintain and use at
workplaces. Safety and health information must
be provided when plant and substances are
supplied for use at work; and
designers or builders of a building or structure
for use as a workplace must ensure, so far as is
practicable, that persons constructing,
maintaining, repairing, servicing or using the
building or structure are not exposed to hazards.

1.4.2. Hazard identification, risk

assessment and risk control
The term hazard is defined in the Act to mean
anything that may result in injury to the person or
harm to the health of the person.
All those having control of the workplace or those
having control of access to the workplace should
follow the hazard identification, risk assessment and
risk reduction referred to in the Regulations. See
Regulation 3.1 which states:
(a) identify each hazard to which a person at the
workplace is likely to be exposed;
(b) assess the risk of injury or harm to a person
resulting from each hazard,; and
(c) consider the means by which the risk may be
reduced.

1.4.3. Access to the Act, regulations

and other relevant documents
The Act also requires employers to provide
information to their employees and to improve their

understanding of safe work practices. Regulation

3.2 states:
A person who, at a workplace, is an employer
or the main contractor must ensure that, as
soon as practicable following a request from
a person who works at the workplace, there
is available for that persons perusal an up to
date copy of
(a) the Act;
(b) these regulations;
(c) all Australian Standards, Australian/New
Zealand Standards and NOHSC
documents or parts of those Standards
or documents referred to in these
regulations that apply to that workplace;
(d) all codes of practice approved under
section 57 of the Act that apply to that
workplace; and
(e) guidelines or forms of guidance referred
to in section 14 of the Act
(i) the titles of which have been
published in the Government Gazette
and which are set out in Schedule 3.1;
and
(ii) which apply to that workplace.

1.4.4 Prosecutions, fines and

compliance with the Code
Persons who do not comply with their duties as set
out in the Act may be prosecuted and face fines of
up to $200,000.
A person will not be liable for any civil or criminal
proceeding by reason only that he has not complied
with a provision of the Code. However by section
57(8) of the Act, where it is alleged in a proceeding
under the Act that a person has contravened the
provision of the Act or the Regulations in relation to

Copies of the Occupational Safety and Health Act, Occupational Safety and Health Regulations, Codes of
Practice and Guidance Notes published by the WorkSafe Western Australia Commission can be purchased from
WorkSafe Western Australia, Westcentre, 1260 Hay Street, West Perth [Tel. (08) 9327 8777].

Background to the Code

which the Code was in effect at the time of the

alleged contravention:
(a) the Code is admissible in evidence in that
proceeding; and
(b) demonstration that the person complied with the
provision of the Act or Regulations whether or
not by observing that provision of the Code is a
statutory defence.

fatigue management in this Code is more

comprehensive taking into account contributory
factors like driver fitness for duty and time of day of
driving. The Code is consistent with the Alternative
Compliance Fatigue Management Program being
developed by Queensland Transport. The operating
standards described in section 3 are also generally
consistent with the standards contained in the
Transitional Fatigue Management Scheme developed
by the National Road Transport Commission.

1.5 Other States and Territories

The standard in the eastern states of Australia is
the system of prescribed hours of work and rest
enforced by the use of log books. The approach to

The WA Code of Practice does not override the

driving hours requirements in other States and
Territories. When travelling in other States WA
operators need to comply with the prescribed hours

2. What is fatigue?
regulations and recording requirements that apply in
those States and Territories.

2.1 Defining fatigue

Fatigue is a common problem in all forms of motor
transport. It can be defined as loss of alertness
which eventually ends in sleep. This loss of
alertness is accompanied by poor judgment, slower
reactions to events, and decreased skill, such as in
vehicle control. It affects the efficiency, productivity
of a drivers performance in carrying out the driving
task. Recent research has found that an estimated
25% of fatal truck crashes are due to fatigue,
and in regional Western Australia an estimated
30% of fatal crashes are due to fatigue (Hartley,
1997).
Fatigue can result from long or arduous work, little
or poor sleep and the time of day when the work is
performed and sleep obtained. It can be influenced
by health and emotional issues, or by several of these
factors in combination.
Importantly, fatigue impairs a drivers judgment of
his or her own state of fatigue. This means that
effective management of fatigue should not be the
responsibility of the driver alone.

2.2 How the body clock works

Human beings are day orientated, designed to work
in the daytime and sleep at night. Our internal body
rhythms cause regular variations in individual body
and mental functions during each 24-hour period.
For instance, our body temperature, heart rate, blood
pressure, breathing rate and adrenaline production
normally rise during the day and fall at night. These
rhythms influence job performance and quality of
sleep. Most of the bodys basic functions show
maximum activity by day, and minimum activity by
night. The body rhythms affect the behaviour,
alertness, reaction times and mental capacity of
people to varying degrees.
Crash risk increases when the driver is driving at

times when he or she would normally be asleep.

There is also a crash risk during the mid-afternoon
siesta hours.

2.3 The need for sleep

We all have an irresistible need to sleep and the urge
to sleep is greatest during the night and early morning
when most of us would normally be sleeping.
However, people differ in the amount of sleep they
need and their tolerance levels if they dont get
enough sleep. This should be addressed in a Fatigue
Management System. Six hours sleep a night is the
usual minimum, otherwise the crash risk increases.
Poor sleep, such as sleeping in a moving vehicle, or
a small amount of sleep over several days leads to
severe sleep debt and the irresistible urge to sleep.
This increases the probability of falling asleep at the
wheel and crashing. Stimulant drugs may reduce the
likelihood of falling asleep when drowsy, but they
dont reduce the need for sleep. Sleep which is
delayed by drugs will need to be made up later.
The most beneficial sleep is a good nights sleep,
taken in a single continuous period. The restorative
effects are less if the sleep is split between day and
night time. Some people experience excessive
sleepiness during the day, despite apparently
adequate length of sleep. This suggests the presence
of a sleep related disorder that requires medical
attention.

2.4 Impact of working hours on

fatigue
Common transport industry work practices include
working long hours, prolonged night work, working
irregular hours, little or poor sleep and early starting
times. Many truck drivers work more than 12 hours
per day, of which at least 60% is usually spent driving.
A working week of over 70 hours is common
practice for many owner drivers. These long hours
of work may result in fatigue and increase crash
risk.

What is fatigue?

In addition, these work practices may disrupt eating

and sleeping routines and affect a drivers body
rhythms or body clock, leading to cumulative or
banked fatigue. Once this level of fatigue is
reached, the only solution is sufficient good quality
sleep.

2.5 How to identify fatigue

Drivers working long hours or working night shifts
have an average of one to four hours less sleep
than permanent day workers. They tend to take
more naps during leisure hours and sleep deficit builds
up over several nights of work with poor or little
sleep. Therefore, people working at night are
generally more tired than people working during the
day.

increased errors and loss of concentration at

work.
When driving your body will tell you when you are
sleepy. The following warning signs should not be
ignored. Studies have shown that people have a
limited ability to predict the onset of sleep and by
continuing to drive when sleepy place themselves
and others at a great risk of a serious crash.
Sleepiness indicators include:

a drowsy relaxed feeling;

blurred vision;
difficulty keeping your eyes open;
head nodding;
excessive yawning; and
repeatedly drifting out of your lane.

Fatigue indicators include:

not feeling refreshed after sleep;

a greater tendency to fall asleep while at work;
more frequent naps during leisure hours;
feelings of fatigue or sleepiness;
extended sleep during days off; and

It is too late to manage fatigue if the driver falls

asleep at the wheel. A Fatigue Management System

3. Operating standards for work and rest

that includes realistic planning for the trip should
prevent this.

3.2 Operating standards for work

and rest in road transport

3.1 The need for operating

standards

Transport operations must as far as practicable be

conducted within the operating standards described
below. The 24 hour cycle is a rolling cycle with each
hour being the start of another 24 hour period.

Operating standards are included in the Code to guide

industry in planning trip schedules and driver rosters
that best manage fatigue. The standards emphasis
the importance of sleep and the timing or work and
rest. The standards offer flexibility in hours of work
to reflect the geography of WA and the distances
between towns.
As well as providing guidance to operators the
operating standards also provide guidance to the
authorities and the courts. If WorkSafe WA,
Transport or another authority is investigating an
incident involving driver fatigue or checking whether
a safe system of work is in place, it will be guided
by how well the existing system for fatigue
managment in the organisation meets the recognised
operating standard in the road transport industry, as
set out in this Code of Practice.

The Working Time of 14 hours in 24 hours may be

exceeded only when it is not practicable to operate
according to the operating standards. This may be
due to such circumstances as:
delays resulting from accidents, traffic or
weather;
to allow for provision of improved rest facilities
or environments; or
to allow for improved night time sleep.
If the maximum daily working hours of 14 in 24 are
exceeded the working hours in the next 24 must be
at or below 14.
The Working Time of 12 days in 14 may be exceeded
when it is not practicable to operate according to
the operating standards. This may be due to such
circumstances as:

Operating standard

Time spent in the activity

Maximum continuous Active Work Time (Driving and Non Driving work time)
Minimum Short Break Time within every 51/2 hours
Maximum average Working Time per 24 hours over 12 days
Maximum consecutive periods of Working Time exceeding
14 hours in 24 hours
Total Non Working Time in any 24 hours

5 hours

should total at least 30 minutes

14 hours

zero
8 hours

Minimum 24 hours continuous periods of Non Working Time in 14 days

2 periods

Minimum continuous Non Working Time after Active Work Time in any
24 hours for solo drivers

6 hours

Maximum Working Time in any 14 Days

168 hours

Operating standards for work and rest

3.3 Examples of trip schedules

Example 1: single driver - Perth to Port Hedland
- prime mover and two trailers
carrying general freight
Day 1 Driver leaves depot at 6pm with the trailers
having been loaded by yard staff - arrives at
Geraldton at midnight - spends an hour loading
and unloading and then drives till 1.30am and
stops for sleep.
Day 2 Wakes at 7.30am and drives for 5 hours to
Carnarvon arriving at 12.30pm. After hour
rest departs at 1.15pm stopping for an hour at
Nanutarra for a rest and meal and continues on
to Karratha arriving at 10pm. One hour is spent
at Karratha unloading and then drives till
midnight and stops for sleep.
Day 3 Wakes at 6am and drives for 1 hour arriving at
Port Hedland at 7am. Deliveries and unloading
are performed by yard staff.

On day one driver has 7 hours of driving and

related work and 6 hours of sleep. On day 2 has
14 hours of driving and related work and 6 hours
of sleep. This is acceptable as less than 14 hours
had been worked on day one. It is acceptable to
exceed 14 hours of work as long as sufficient sleep
is provided for. This schedule allows sufficient time
for short rest breaks, does not involve the driver in
extended hours of loading and unloading and
permits night time sleep.
Example 2: bus tour - 20 days Perth to Darwin

The coach leaves Perth on day one and arrives in

Darwin on day 20. Each days travel is interspersed
with sightseeing and refreshment breaks with seven
hours maximum daily driving time. Each night is
spent in a motel ensuring good quality rest in line
with the body clock. Driver fatigue is being well
managed with adequate night time rest and frequent
daily breaks. There should be no build up of sleep
debt on this trip and little risk in working beyond
the 12 in 14 day standard.

Example 3: overnight courier run

The driver operates over a fixed route returning

either to home or base at the end of the run. Active
work starts at 5pm with an hour spent loading the
truck. The route takes in 15 stops with the driver
unloading or assisting with the unloading. No
specific rest breaks are scheduled but regular driving
breaks occur. Return to base is at 6am after active
work of 13 hours. The same schedule is operated
for five nights from Monday evening to Saturday
morning.
The significant risk factors for this task are the night
work and difficulty in achieving a normal period of
sleep during the day. Compensation occurs however
with the long break at the weekend and the
continuous 11 hour break between trips. Drivers
would need to ensure sufficient time was allowed
for sleep on the weekend.

3.4 Zones of operation

Transport operations can be thought of in terms of
green, amber and red. When operating schedules
fall within the standards they are within the green
zone and should indicate low risk operations. Where
operating times go beyond the standards to, for
example 15 hours of work within 24 hours, they are
now in the amber zone. Operations within the
amber zone are acceptable provided the higher risk
is recognised and there are counter measures to bring
operations back into the green zone. The next level
is the red zone. No operations should be scheduled
into this zone. If, through break down or some other
unforeseen circumstance, a trip enters this zone
urgent corrective action such as compensatory time
off is required.
At what point the red zone starts will vary from
company to company according to the level of risk.
In developing a company FMS it should be
determined in conjunction with drivers and be based
on actual operations and operating standards as
outlined in the Code of Practice.

Operating standards for work and rest

3.5 Definition of Terms

24 hours of work & non work

Working Time

Active Work Time

Driving Work Time

Short Break Time

Non Driving Work Time

Working Time

means the total time spent

in Active Work Time plus
Short Break Time.

Non Working Time

means time off at home,

away from the vehicle or, if
on a trip with the vehicle,
includes sleep in an
appropriate sleeper berth
and does not include driving
and related work.

Active Work Time

means the total time spent

in Driving Work Time plus
Non Driving Work Time.

Short Break Time

means a break from active

work which can include
toilet stops, checking the
load, rest and meals.

Driving Work Time

means the time spent

driving a heavy vehicle each
day and does not include
loading, servicing and
repairing the vehicle.
means time spent by the
driver carrying out all other
duties such as loading,
servicing, repairing the
vehicle and completing
documentation.

Non Driving Work

Time

Non Working Time

Commercial Vehicle means either a:

motor vehicle other than
a bus having a gross
vehicle mass of greater
than 4.5 tonnes or;
a motor vehicle carrying
goods for hire and
reward;
or in the case of a bus a
vehicle required to be
licensed as an Omnibus
under the Transport CoOrdination Act 1966.
Commercial Driver

means a person who is in

control of a commerical
vehicle and includes company
employees, subcontractors
and any other contractual
relationship
with
a
company.

Schedule

means a plan of a trip or

series of trips to meet a
transport task.

Roster

means the planned pattern

of work and rest for a driver
for a week or more.

4. A Fatigue Management System

extended coach tours with little or no night time
travel; or
daylight only over dimensional load movements.

appropriate documentation and record keeping

practices.

4.1 An overview

Documentation of policies and procedures associated

with the Fatigue Management System provides
practical evidence that a system is in place and is
actively working to manage driver fatigue. It also
allows the effectiveness of the system to be
measured. Documentation should be well
managed and include numbered and dated
systems in place for updating information. An
example would be an update of a driver procedure
manual where a new page is to be inserted. There
should be a documented system that ensures all
drivers receive the new information.

A Fatigue Management System identifies and targets

specific risk factors and control measures involved
in freight tasks. Managing driver fatigue requires
effective management practices and office
procedures including:
maintaining open lines of communication between
management and drivers;
encouraging feedback from drivers;
ensuring that the Fatigue Management System
is included in driver induction programs and in
other Human Resource procedures and
practices; and

10

Record keeping is also important. Records provide

the detail that the program is working and standards
are being met. Records are an essential part of

A Fatigue Management System

an overall risk management program as they

provide a history of a particular driver or
management activity. This information may be of
vital importance in any legal action. Records should
be kept for a minimum of three years.

4.2 Basic principles to include in the

Give a driver at least 24 hours notice to prepare for a Working Time period of 14 hours or more.
A schedule should permit a solo driver to have the opportunity for at least 6 hours of continuous sleep in
any 24 hour period and preferably between 10pm and 8am.
Where night work exceeds two consecutive periods of work between 10pm and 8am compensation of
more than one day off in 7 should be built into the work cycle.
Minimise irregular or unfamiliar work rosters.
Operate flexible schedules to allow for Short Break Time or discretionary sleep.
Minimise very early departures to give drivers the maximum opportunity to sleep in preparation for the
trip.
When drivers return from leave, minimise night time schedules and rosters to give drivers time to adapt
to working long hours especially at night.
Require a driver to present and remain in a fit state for duty including not being impaired by alcohol or
drug use.
Develop a written policy on fitness for duty in consultation with employees and unions.
Provide an appropriate truck sleeper berth if drivers will need to sleep in the vehicle.
Require regular assessment of a drivers health by a suitably qualified medical practitioner.
Ensure that the medical assessment includes consideration of sleep disorders and other fatigue related
conditions.
Identify health problems that affect the ability to work safely, eg. diabetes.
Provide appropriate employee assistance programs if necessary and practicable.
Provide drivers with information and assistance to promote management of their health.
Provide a working environment that meets appropriate Australian standards for seating and sleeping
accommodation.
When drivers work a continuous rotating shift system with a shift roster of 5 days or more there should be
24 hours of Non Working Time between shift changes.

11

5. Developing a
Fatigue Management System
Fatigue Management System
In addition to the operating standards given in
Section 3, further basic principles to be
considered in developing a Fatigue
Management System include, but are not
limited to, the following list:
Sections 3 and 4 of the Code outlined the
operating standards and basic principles that need
to be incorporated into a Fatigue Management
System. This section details the operational
components to be considered in the management of
fatigue and in the development of a Fatigue
Management System. Operations should be designed
to stay within the operating standards described in
section 3. If operations do not permit this, control
measures should be adopted to help in managing
the situation. These control measures are identified
and listed below. Appendix A provides an example
of how this could be documented.

5.1 Scheduling
5.1.1 Description
A key factor in managing driver fatigue is how a
company schedules or plans individual trips to
meet a freight task. Where practicable and
reasonable, scheduling practices should include
appropriate pre-trip or forward planning to
minimise fatigue. A driver should not be required
to drive unreasonable distances in insufficient
time and without sufficient notice and adequate
rest. Scheduling practices should not put the
delivery of a load before a drivers safety or health.

5.1.2 Factors to be taken into account

To meet the operating standards, scheduling should
ensure that:
a driver is given at least 24 hours notice to
prepare for Working Time of 14 hours or more;
a driver is not required to exceed 168 hours of
Working Time in 14 days;
12

Working Time does not average more than 14

hours per 24 hours over 12 days;
total Non Working Time in any 24 hours is at
least 8 hours;
a solo driver has the opportunity for at least 6
hours of continuous sleep in a 24 hour period and
preferably between 10pm and 8am;
continuous periods of Active Work Time do not
exceed 5 hours;
minimum Short Break Time total 30 minutes in
51/2 hours;
flexible schedules permit Short Break Time or
discretionary sleep;
maximum consecutive periods of Working Time
exceeding 14 hours in 24 hours is zero;
where night work exceeds two consecutive
periods of work between 10pm and 8am
compensaiton of more than one day off in 7
should be built into the work cycle; and
maximise opportunity for sleep to prepare for trip
by minimising very early departures.

5.1.3 Control measures

Where it is not practicable to comply with the
operating standard of averaging not more than
14 working hours per 24 hours over 12 days:
replace driver with a fresh relief driver;
reduce the period of Active Work Time in the
next 24 hour period to allow more Non
Working Time and recovery from sleep debt;
set schedule so driver can rest when and
where most appropriate;

Developing a Fatigue Management System

use shared, two-up driving;

(7)

policies require drivers to comply with agreed

schedules;

split trip into shorter continuous driving

periods;

(8)

operational procedures should detail both

management and driver responsibilities for
corrective action when a driver may have to or
has worked outside of an agreed schedule; and
accurate records of each drivers Working
Time activities eg. pay sheets.

schedule rest to precede or coincide with

fatigue times, eg. night and dawn;
change customer pick-up or delivery times
where possible;

(9)

allow a day of non-work after trip; and

5.2 Rostering of drivers

remove or modify Non Driving Work.

5.2.1 Description

5.1.4 Operational procedures to be

included in the FMS

Rosters are the drivers planned pattern of

work and rest for a week or more. A drivers
roster and workload should be arranged to
maximise the opportunity for a driver to
recover from the effects or onset of fatigue.

An operator should develop, implement and maintain

operating policies and procedures in consultation with
drivers to ensure:
(1)

(2)

a driver has the flexibility to effectively

manage Working Time in a way that allows
the driver to take measures to combat the
effects and onset of fatigue;
a driver does not work outside agreed
schedules for periods that may endanger the
safe operation of the vehicle and expose the
driver and other road users to unacceptable
levels of risk;

5.2.2 Factors to be taken into account

To meet the operating standards, rostering should
ensure that:
a driver does not exceed 168 hours Working Time
in 12 days;
a driver has at least one day of Time Not Working
in 7 days, or two in 14 days;
minimise irregular or unfamiliar work rosters;

(3)

agreed schedules are documented and advised

to all management, staff and drivers;

(4)

trip planning methods are used for regular and

irregular trip schedules;

(5)

a drivers previous duties, time at work, trip

schedules, rosters, the fatigue risk factors of
a drivers last trip and planned next trip, and
the application of appropriate fatigue
management control measures are recorded;

total Non Working Time is at least 8 hours per

24 hours;

scheduling practices for relief or casual drivers

and sub-contractors are the same as for
company drivers;

a solo driver has at least 6 hours of continuous

sleep in 24 hours and preferably between 10pm
and 8am;

(6)

minimise schedules and rosters which depart from

day time operations when drivers return from
leave. Drivers returning from leave require time
to adapt to working long hours especially at night;

minimum Short Break Time total 30 minutes in

5 hours;

ensure 24 hours of Non Working Time between

13

Developing a Fatigue Management System

shift changes when drivers work a continuous

rotating shift system with a shift roster of 5 days
or more; and

drivers to consider:
(1)

the fatigue risk factors of a drivers previous

duties, time working, trip schedules including
regular and irregular trip schedules and
rosters;

(2)

the assignment of drivers to rosters which

incorporate appropriate fatigue management
control measures to allow them to recover
from the fatigue effects of previous rosters;

drivers roster to be as regular as practicable;

(3)

replace driver with a fresh relief driver, where

practicable;

a drivers readiness (mental and physical) for

duty;

(4)

ensure each schedule has a built-in safety

margin to allow for Short Breaks and
discretionary sleep;

the fatigue risk factors of employing a driver

on rosters with long working hours on return
from leave/holidays;

(5)

drivers who take Non Working Time during

a trip away from home are provided with
adequate sleeping accommodation or, if
sleeping in the vehicle, a truck sleeper berth
which meets ADR42 or a bus/coach fitted
with sleeping accommodation as prescribed
by legislation;

(6)

operational procedures that detail both

management and driver responsibilities for
conducting a risk assessment and taking
corrective action when a driver is required to
or has worked outside of agreed schedules;

(7)

the competence and suitability of a driver,

including the drivers state of health, to
undertake a roster;

consider using shared, two-up driving.

(8)

5.2.4 Operational procedures to be

included in the FMS

the altering of rosters for fatigue management

purposes;

(9)

conditions for using relief or casual drivers

and sub-contractors on rosters instead of
company drivers;

Non Driving Work Time spent servicing and

maintaining the vehicle is taken into account.

5.2.3. Control measures

To ensure compliance with the operating standards
the following rostering practices should be adopted:

customer pick-up or delivery times are altered

where practicable to allow more time for rest;
remove or modify non-driving work;
allow one day of non-work after trip;
direct driver to stop and rest during trips;
reduce the period of Working Time in the next
24 hour period to allow more Non Working
Time and recovery from sleep debt;
split trip into shorter continuous driving
periods; and

An operator should develop, implement and maintain

operating policies and procedures in consultation with

(10) rosters are regularly monitored, reviewed,

14

Developing a Fatigue Management System

authorised and documented; and

(11)

operating policies and procedures are

documented, maintained and reviewed
annually.

train drivers in risk factors for fitness for duty

and the control measures.

5.3.4 Operational procedures to be

included in the FMS

5.3.1 Description

An operator should develop, implement and maintain

operating policies and procedures in consultation with
drivers to ensure:
(1) drivers are in a fit state to safely perform
driving and non-driving duties;

To meet the standards, readiness for duty

means:

(2)

a written alcohol and drug policy;

(3)

drivers consider the impact of their Non

Working Time activities on their ability to
safely perform their driving and non-driving
duties;

(4)

drivers have the opportunity and support

mechanism to admit to being unfit for duty
due to any lifestyle, health, or medical issue;

(5)

where practicable, monitoring and appraisal

of drivers prior to commencing work or
starting trips. This may involve, for example,
breath testing for alcohol and random drug
testing and usage of fitness for duty devices;

(6)

drivers and management are trained in risk

factors that may contribute to fatigue, selfawareness of fatigue and recovery from the
effects of fatigue; and

(7)

education and rehabilitation support are

encouraged for drivers who are impaired by
alcohol or other drugs. Alcohol or drug abuse
indicates there could be a problem with fatigue
management.
Implement fatigue
management practices that will reduce and
alleviate pressures on drivers to use drugs and
stimulants to manage their fatigue.

5.3 Readiness for duty

a driver must be in a fit state for work when

presenting for duty.

5.3.2 Factors to be taken into account

Drivers should be aware of the impact of activities
such as a second job, other driving, recreational
activities, sport, insufficient sleep, consumption of
alcohol and drugs, prescribed or otherwise, and
stressful situations on their well being and capacity
to work effectively. These activities may affect their
state of fatigue, especially cumulative fatigue, and
capacity to drive safely.

5.3.3 Control measures

replace driver with relief driver;
increase or extend Non Working Time;
employ driver on light non driving duties at
depot to allow sleep at home;
solo driver has opportunity for at least 6
hours of continuous sleep in each 24 hours
and preferably between 10pm and 8am;
driver to have access to medical or other
appropriate assistance;
develop policies of fitness for duty in
consultation with employees and unions; and

5.4 Health
5.4.1 Description
Poor health and fitness of a driver is a

15

Developing a Fatigue Management System

contributing factor to fatigue and its effective

management is critical to the safe operation of
a vehicle. A health management system should
be developed and implemented to identify and
assist those drivers who are at risk. The
system should include medical history, sleep
disorders, diet, alcohol, substance abuse or
dependency and lifestyle. The system should
also promote better health management.

5.4.2 Factors to be taken into account

to eat on trip and avoid excessive consumption

of high calorie food, especially at one sitting,
which may cause sleepiness.

5.4.3 Operational procedures to be

included in the FMS
An operator should develop, implement and maintain
operating policies and procedures in consultation with
drivers to ensure:
(1)

drivers are assisted with the management of

their health;

(2)

a health screening program which includes

medical history, sleep disorders, diet, alcohol
and other drug use and other factors impacting
on driver fatigue;

(3)

medical examinations, every five years until

age 40, two yearly till 60 and annually
thereafter, in accordance with the National
Road Transport Commission Medical
Examination of Commercial Drivers or the
Road Transport Forum (RTF) Driver Health
Program;

(4)

the results of all drivers medical examinations,

including date, medical fitness and
employment restrictions and assistance
provided must be maintained as confidential
records;

(5)

a driver is required to perform duties in

accordance with his or her medical fitness
assessment, for example a driver maybe
rostered on to yard duties;

(6)

the provision of appropriate assistance and

counselling to aid recovery and improve the
management of a drivers health and fitness
for work;

(7)

a driver is replaced with a relief driver when

assessed as unfit to drive;

To meet the standards, health management systems

should ensure:
medical examinations, every five years until age
40, two yearly till 60 and annually thereafter, in
accordance with the National Road Transport
Commission Medical Examination of Commercial
Drivers or the Road Transport Forum (RTF)
Driver Health Program;
assessment for sleep disorders, other fatigue
related conditions and health problems eg
diabetes;
provision of appropriate employee assistance
programs where practicable;
the provision of information and assistance to
promote management of driver health;
training for drivers on risk factors for poor health
and the control measures;
drivers are informed of benefits of good dietary
intake and necessity for exercise to combat
obesity which can result in fatigue. Obesity
results from excessive food intake and the
sedentary habits of long distance driving and is
an important risk factor for the development of
obstructive sleep apnoea, a common sleep
disorder causing day time sleepiness;
encourage a healthy lifestyle program in the
workplace; and
encourage drivers to take healthy foods in vehicle

16

Developing a Fatigue Management System

(8)

(9)

a driver attends a competent medical authority;

and
If requiring treatment, the driver is to be given
treatment and where appropriate, Non
Driving Work. For example, sleep disorders
such as obstructive sleep apnoea can be
promptly and successfully treated. Financial
assistance may be needed to help implement
some treatments.

5.5 Workplace conditions

5.5.1 Description
Unsafe and unsuitable workplace conditions
contribute to fatigue. The ergonomic design
standards of a vehicle cabin are important if a
driver is to operate a vehicle safely on a road.
Unsuitable depot facilities may prevent drivers
from reducing the effects of fatigue. Operators
should ensure workplaces comply with the
Occupational Safety and Health Act and
relevant Australian Design Rule specifications.

5.5.2 Factors to be taken into account

To meet the standards, workplace conditions should
ensure as far as practicable:
they meet appropriate Australian standards for
seating and sleeping accommodation;

depots provide safe and suitable fatigue

management facilities that meet the requirement
of the Occupational Safety and Health Act; and
truck cabins are air conditioned where
practicable, are comfortable and checked before
trip.

5.5.3 Operational procedures to be

included in the FMS
An operator should develop, implement and maintain
operating policies and procedures in consultation with
drivers to ensure the workplace environment assists
in the prevention of fatigue as far as practicable.

5.6 Training and education

5.6.1 Description
Training and education must ensure all
employees, contractors and managers
understand the meaning of fatigue and have the
knowledge and skills to practise effective
fatigue management and comply with the
Fatigue Management System. Training should
be structured and programmed to meet the
training needs of the participants. All training
and education provided should be documented
and participation recorded.

vehicles that are used for sleep during periods of

Non Working Time should be fitted with, as a
minimum standard:
- in a truck a sleeper berth which meets
ADR42 (Sleeper berths); and
- in a tour bus/coach adequate sleeping
accommodation as prescribed by legislation;

5.6.2 Factors to be taken into account

a vehicle cabin meets the requirement of the

Occupational Safety and Health Act and includes,
as a minimum, ventilation in accordance with
ADR 42.20 and seating suspension that is
adjustable to drivers weight and height;

the penalties for failure to comply with the

Occupational Safety and Health Act;

To meet the standards, training and education must

include:
duties imposed by the Occupational Safety and
Health Act;

induction training before commencing work;

17

Developing a Fatigue Management System

the causes of driver fatigue and symptoms;

management of driver fatigue and strategies for
making lifestyle changes; and
documentation of training and education programs
and recording of employee attendance.

5.6.3 Operational procedures to be

included in the FMS
An operator should develop, implement and maintain
operating policies and procedures in consultation with
drivers to ensure the availability of, and participation
in, training for all staff involved in the Fatigue
Management System. New employee induction
procedures should include training and education on
the management of fatigue and the operators
Fatigue Management System. Training should
ensure participants achieve core competencies.

where appropriate delegating staff to implement

the Fatigue Management System; and
maintaining records of trip schedules, rosters,
time working, and other information to show that
the company is conforming with its Fatigue
Management System.

5.7.3 Operational procedures to be

included in the FMS
Operational procedures developed in consultation
with drivers:
(1)

the operator should implement, maintain,

document, and make known current
responsibilities and authorities of all positions
involved in the management, operation,
administration and verification of the
operators Fatigue Management System;

(2)

all positions, including relief staff, involved and

participating in the Fatigue Management
System are identified in the operators
organisational structure and their Fatigue
Management System responsibilities are
prescribed in their position/job descriptions;

(3)

the authorities, responsibilities and duties of

all positions, including sub-contractors and
relief staff, involved in the management,
operation, administration, participation and
verification of the Fatigue Management
System are current, clearly defined and
reviewed regularly; and

(4)

all positions including sub-contractors and relief

staff are aware of their responsibilities under
the Occupational Safety and Health Act.

5.7 Responsibilities
5.7.1 Description
The success of a Fatigue Management System
is dependent on the operator, clients and
drivers knowing and practising their
responsibilities and authorities to ensure
policies, procedures and contingency actions
are performed as required by the Fatigue
Management System.
Responsibilities
included in the Fatigue Management System
should be defined and encompassed in position
and job descriptions which should be kept
current.

5.7.2 Factors to be taken into account

To meet the standards, responsibilities should include:
developing the Fatigue Management System in
consultation with drivers and suppliers;
duties of the operator and drivers under the
Occupational Safety and Health Act;

18

5.8 Documentation and records

5.8.1 Description
Employers should keep records of all regular

Developing a Fatigue Management System

and irregular trips, drivers schedules and

rosters. These could be based upon trip
sheets, pay records and delivery dockets.
They must show sufficient information for an
auditor to determine that the company and its
drivers have conformed to the Fatigue
Management System.

System have been trained in completing and

maintaining the forms and other documents
that support the Fatigue Management System;
and
(2)

records should be kept for a minimum of three

years.

5.8.2 Factors to be taken into account

5.9 Management of incidents

To meet the standards, documentation and records

should include:

5.9.1 Description

a Fatigue Management System which documents

how the company and its drivers address the
agreed operating standards and if the standards
are not met, how control measures are put in
place;
documents that record all actual regular and
irregular trip time schedules, drivers schedules
and rosters;
the control measure(s) which have been adopted
in the event that an agreed standard is not met;
all trips performed, including details of any trip
alterations; and
personnel records, kept on a confidential basis,
that include copies of current medical certificates
and details of any work restrictions imposed and
applicable rehabilitation programs.

5.8.3 Operational procedures to be

included in the FMS
An operator should develop, implement and maintain
operating policies and procedures in consultation with
drivers to ensure:
(1)

all managers, supervisors and drivers

participating in the Fatigue Management

A fatigue management program should require

all unsafe incidents to be recorded. This
information should be used to target unsafe
practices and prevent injuries and damage.
Comprehensive and thorough reporting of all
unsafe incidents at work is required in a Fatigue
Management System.

5.9.2 Factors to be taken into account

To meet the standards, management of incidents
should ensure:
all unsafe incidents that may cause a hazard or
potential injury or harm are reported;
sufficient information is collected for action to
be taken to prevent a future occurrence of the
cause of the unsafe incident;
procedures to prevent any further harm or injuries
due to this cause;
policies that promote and encourage all
employees, sub-contractors and relief staff to
report all unsafe incidents including those where
there has been no injury or damage;
procedures are in place to monitor, record and
investigate all incidents and to take corrective
action; and
a review of the Fatigue Management System
after each unsafe incident.

5.9.3 Operational procedures to be

19
included in the FMS
An operator should develop, implement and maintain

Appendix A
Systems and methods of compliance
6

Description

The following systems / methods are suggested as a

means to verify that driver fatigue is being managed.

A Fatigue Management System is more than

documentation. A System should be understood
by all concerned and should be an integral part
of any road transport task. Suppliers of road
transport services should have systems and
procedures in place that can verify that they
manage driver fatigue.

6.1

The following check sheet approaches will be

sufficient to demonstrate you are complying with
the Fatigue Management System of your company.
Examples of occasions where the operating standard
has not been complied with are provided with
appropriate corrective control measure from
Section 5.

Trip scheduling practices

(refer Section 5.1)

OPERATING STANDARD

COMPLY

Driver is given at least 24 hours notice to prepare

for Working Time of 14 hours or more.

Working Time does not average more than 14 hours

per 24 hours over 12 days.

Maximum consecutive periods of Working Time

exceeding 14 hours in 24 hours is 0.

Continuous periods of Active Work do not exceed 5 hours.

Flexible schedules permitting Short Break Time or

discretionary sleep.

A solo driver should have the opportunity for at

least 6 hours of continuous sleep in 24 hours and
preferably between the hours of 10pm and 8am.

Where night work exceeds two consecutive periods

of work between 10pm and 8am compensation of
more than one day off in seven should be built into
the work cycle.

Maximise opportunity for sleep to prepare for trip by

minimising very early departures.

20

CONTROL MEASURE

Reduce the period of active work in the next 24

hour period to allow more Non Working Time and
recovery from sleep debt.

Split trip into shorter continuous driving periods.

Systems and methods of compliance

6.2

Trip rostering practices

(refer Section 5.2)
OPERATING STANDARD

COMPLY

Driver does not exceed 168 hours Working Time in 12 days.

Driver has at least one day of Non Working Time in

7 days, or two in 14 days.

Minimise irregular or unfamiliar work rosters.

An appropriate truck sleeper berth if sleeping

in the vehicle.

Minimise working to a pattern of irregular or

unfamiliar work rosters.

Minimise schedules and rosters which depart from

day time operations when drivers return from leave,
because drivers require time to adapt to working
long hours especially at night.

Total Non Working Time is at least 8 hours per 24 hours.

Solo driver has at least 6 hours of continuous sleep in

24 hours and preferably between 10pm and 8am.

Minimum Short Break Time is 30 minutes in 51/2 hours.

6.3

CONTROL MEASURE

Replace driver by fresh relief driver, where possible.

Allow one day of non-work after trip.

Driver readiness for duty policies

(refer Section 5.3)
OPERATING STANDARD

COMPLY

The standards for work described under Scheduling

and Rostering.

A driver is required to remain in a fit state for duty

including not being impaired by alcohol or drug use.

A written policy on fitness for duty developed in

consultation with employees and unions.

CONTROL MEASURE

Replace driver with relief driver.

21

Systems and methods of compliance

6.4

Driver health practices including any relevant publications or information

brochures (refer Section 5.4)
OPERATING STANDARD

COMPLY

Drivers health is assessed regularly by a suitably

qualified medical practitioner.

Medical assessment includes consideration of sleep

disorders and other fatigue conditions.

Identify health problems affecting ability to work safely,

eg. diabetes.

A driver is not impaired by alcohol or drug use.

Provision of appropriate employee assistance programs

where available.

Drivers are provided with information and assistance

to promote management of their health.

6.5

A drivers health is assessed on a regular basis by a

suitably qualified medical practitioner.

Workplace conditions
(refer Section 5.5)
OPERATING STANDARD

COMPLY

A working environment meeting appropriate Australian

standards for seating and sleeping accommodation.

Vehicles that are used for sleep during periods of Non

Working Time should be fitted with as a minimum
standard:
in a trucka sleeper berth which meets ADR42
(Sleeper berths); and
in a tour bus/coachadequate sleeping
accommodation as prescribed by legislation.

A vehicle cabin should meet the requirement of the

Occupational Safety and Health Act and include as a
minimum ventilation in accordance with ADR 42.20
and seating suspension that is adjustable to drivers
weight and height.

The operator should ensure depots provide safe and

suitable fatigue management facilities that meet the
requirement of the Occupational Safety and Health Act.

Truck cabins should be air conditioned where

practicable, comfortable and checked before trip.

22

CONTROL MEASURE

CONTROL MEASURE
Vehicles that are used for sleep during periods
of Non Working Time should be fitted with as a
minimum standard if a trucka sleeper berth
which meets ADR42(Sleeper berths).

Systems and methods of compliance

6.6

Training and education practices

(refer Section 5.6)
OPERATING STANDARD

COMPLY

Duties imposed by the Occupational Health and Safety

Act.

The penalities for failure to comply with the

Occupational Safety and Health Act.

Identify the causes of driver fatigue.

Recognising the symptoms of fatigue, strategies

to better manage fatigue and make lifestyle changes,
and methods of conducting fatigue risk assessments
and applying control measures.

Prevention of driver fatigue.

All managers, supervisors and drivers participating in

the FMS are trained in managing driver fatigue,
including the factors that cause and affect fatigue.

How to develop and maintain a FMS.

Operators management staff, drivers and other

employees involved in the operation of the FMS are
trained in the operation, administration and verification
of the FMS.

FMS operation, administration, verification and

participation. Refresher training and education needs
are identified, documented and provided to employees.

Training and education programs are documented and

employee attendance is recorded.

6.7

CONTROL MEASURE

FMS operation, administration verification and

participation, refresher training and education needs
are identified, documented and provided to employees.

Responsibilites for organisational positions and staff, including relief staff,

involved in the management, operation, administration, participation and
verficiation of the Fatigue Management System (refer Section 5.7)
OPERATING STANDARD

COMPLY

The operator should develop the FMS in consultation

with drivers and clients.

Duties of the operator and drivers under the

Occupational Safety and Health Act.

Where appropriate the operator should delegate

staff to implement the FMS.

Maintaining records of trip schedules, rosters, Working

Time, and other information to show that the
company is conforming with its FMS.

CONTROL MEASURE
FMS is developed in consultation with drivers
and clients.

23

Systems and methods of compliance

6.8

Documentation and records

(refer Section 5.8)
OPERATING STANDARD

COMPLY

A FMS System documents how the

company and its drivers address the Operating
Standards and if the standards are not met, how
control measures are put in place.

Documents that record all actual regular and irregular

trip time, schedules, drivers schedules and rosters.

In the event that an agreed standard is not met the

control measure(s) which have been adopted should
be recorded.

Records should include all trips performed, including

details of any trip alterations.

Personnel records that include copies of current

medical certificates and details of any work restrictions
imposed and applicable rehabilitation programs and
kept on a confidential basis.

6.9

These could be based upon trip sheets, pay records

and delivery dockets. They must show sufficient
information to determine that the company and the
driver have conformed to the FMS.

Management of incidents
(refer Section 5.9)
OPERATING STANDARD

COMPLY

All unsafe incidents which may cause a hazard or

potential injury or harm.

Sufficient information for action to be taken to prevent

a future occurrence of the cause of the unsafe incident.

A procedure for taking action to prevent any harm or

injuries due to this cause.

Procedures are in place to monitor, record and

investigate all incidents and to take corrective action
as soon as is practicable subject to the level of risk.

Policies that promote and encourage all employees,

sub-contractors and relief staff to report all unsafe
incidents including those where there has been no
injury or damage.

A review of the FMS after each unsafe incident.

24

CONTROL MEASURE

CONTROL MEASURE

Procedures are in place to monitor, record and

investigate all incidents and to take corrective action
as soon as is practicable subject to the level of risk.