PT Chevron Pacific Indonesia Practice 995 653 8135

Flexible Program Management 25 November 2006

No: 1523 – OM Page 1 of 6

FATIGUE MANAGEMENT

PURPOSE

The purpose of this procedure is providing guidelines for identifying, assessing and
controlling employee fatigue.

SCOPE

Controls will focus on reducing the effects of excess noise, abnormal and inappropriate shift
patterns, extended work hours, call outs, task design, and substitution and rotation of
personnel displaying symptoms of fatigue.

APPLICATION

This shall apply to all work places for all Tripatra Fluor and contractor personnel.

DEFINITIONS

Fatigue

An impaired physical and mental condition, which arises from an individual exposure to
physical and mental exertion and inadequate or disturbed sleep.

Work Shifts

The hours of work between the start and finish of a shift and any overtime included in the
shift.

Extended Work

Any work in excess of established rostered, overtime.

Work Schedules

The hours to be worked each day, shift, week, month and year as scheduled by the
employer.

Work Cycle/ Roster

The working period scheduled between any significant break away from work:

Project

Any workplace

1.0 GENERAL

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The Project Manager will provide guidelines and suggested measures to prevent loss and
injury caused through fatigue of Project employees.

All employees will be informed of the risks associated with fatigue and how to control risks.

2.0 WORK SHIFTS AND SCHEDULES

The scope of work and time frame limitations will impact upon the type and duration of shifts
implemented during a project.

2.1 Work Hours

Project Management/contractors must provide opportunity for adequate rest for employees.
It is recommended that rest periods between shifts be at least 10 hours to allow for adequate
rest. In the event that an employee is required to work longer than the normal allocated,
consideration should be given to their start time for the next shift.

Where an employee is required to change shift from day to night shift, and visa versa, they
should be given a full 24-hour rest period prior to commencing the new shift.

Per GOI regulations, employees shall not work more than thirteen (13) days straight without
taking a days rest.

Where employees are required to work an extended shift, (ie. greater than 12 hours),
consideration should be given to:

 Travel time to and from site – When personnel have worked in excess of 14 hours,
their supervisor should arrange suitable transport from site.
 Rest periods between shifts – At least 10 hours break should be given taking into
consideration travel time, eating, socialising, relaxing and sleeping.
 Breaks on shift – Adequate rest breaks should be given during the work shift.

When planning shifts, consideration is to be given to the following:

 Levels of productivity decreases substantially after working longer than 8 hours.

 Exposure standards for noise, hazardous substances and temperature extremes are
typically based on an 8hr day / 40 hr working week. When working a 12 hr shift the
exposure is 50% more than an 8 hr working day which also minimises the recovery
time before re-exposure.
 Inadequate rest and recovery between work shifts might mean that an individual has to
resume work in an unrested and therefore an unfit state.

2.2 On Call work

A worker may not adequately recover fully from a night without sleep – On call work often
occurs at night when alertness and performance are lowest; therefore supervisors should be

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flexible about the time individuals, who have been called out are required to commence their
next shift.

It is recommended that employees receive approximately six hours continuous sleep either
before or after call out depending on the times that call out work commenced and completed.
Consultation is to occur between employee and their supervisor.

To effectively manage fatigue caused by on call work, consideration is to be given to:

 Limiting the number of consecutive 24 hour periods that an individual is on call;

 Rostering more than one person to be on call at any time so that someone who is not
well rested is not required to work;
 Making arrangements to have workers transported to and from site.
2.3 Night shifts

Night shift operation will cause performance levels to be effected, as aspects of human
performance are at there lowest during the night.

It is critical for all personnel, regardless of position to understand that nightshift operations
may disrupt an employee’s circadian rhythm and consequently, the responsibility to control
and minimise the effects of fatigue are the responsibility of both the employee and employer.

Sleep deprivation is most likely to accumulate when working at night and generally lost sleep
(a sleep debt) is only replaced at the rate of 1 hour per night. (8 hours lost sleep may take up
to eight to nine days to recover from.)

Potential control measures for the implementation of nightshift operations where

accommodation is provided, may include, but are not limited to:
 Isolated blocks for employees required working at night or on shifts different from
others;
 Restricted areas preventing other scheduled daytime activities from interrupting or
disturbing night shift crews sleeping etc.; and
 Rescheduled activities for servicing amenities in areas of night shift crews etc. (i.e.,
cleaning and sheet changes to be conducted when night shift have commenced work
and not during normal operational when employees are sleeping).

2.4 Type of work

Employees may experience fatigue when exposed to the following type of work:
 Physically and demanding tasks;
 Monotonous;
 Mentally demanding tasks;
 Confined Space;
 Working at height; and
 Hot environments.

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FATIGUE MANAGEMENT

Supervisory staff must understand that employees may be fatigued from various physically
demanding work activities and consequently, require attention to verify that this is adequately
controlled.

Controlling employee fatigue is a core requirement of supervisory staff and hence, rotation of
personnel and adjustment or alterations of task priorities may be required.

2.5 Commuting

Excessive commuting time combined with extended work may reduce the time available for
adequate recovery periods and therefore, substantially increase fatigue.

Potential control measures implemented to address this issue may include, but are not
limited to:
 Suitable travel arrangements;
 Adjustment of work shifts ;
 Inclusion of transportation in the calculation of the overall work schedule hour’s etc.;
 Adjustment of the daily shift
 Variations to work conducted during the various phases of a work schedule or roster
cycle.
 Limiting the travel of employees working in remote areas – provide systems where
employees are to live remotely and only travel home over extended rest period breaks.
 Providing controlled transport to employees home, base thus restricting travel via the
public and private transport systems.

3.0 DRIVER FATIGUE

Driver fatigue plays a major part in the risk to employees on this site, especially during the
Ramadan period.

At all times of the year, management should keep this under consideration when preparing
or issuing work schedules.

Management shall take measures to limit driver fatigue by:

 Restricting driver travel to minimum requirements
 Using travel management plans
 Providing observers to accompany drivers, especially during the Ramadan and other
high risk periods
 Encourage drivers to take adequate rest breaks during long distance travel (Minimum
5 minutes per hour)
 Maintain driver awareness of the dangers of fatigue via continual reinforcement at HES
and pre-start meetings

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4.0 POTENTIAL EXPOSURE TO OTHER HAZARDS

A complete risk evaluation will take into consideration the effects of environmental conditions
and task design on the employee and its cumulative influence on employee fatigue.

Project Managers and Contractors Management, and to a lesser extent supervisory staff,
must evaluate the demands placed on employees by:
 Work schedules and rosters. Including the examination of structure of work, irregular
and unplanned work schedules such as call out shift work (emergency personnel etc);
 Staffing levels. This includes shift length, physical and mental demands of the work
and commuting requirements (method of travel, distance, frequency, risk of incidents
whilst commuting);
 Overtime restrictions for personnel on call out or similar duties. This would include
emergency services, security and medical staff such as nurses etc. Procedures for the
absence of key personnel without endangering or exposing others to additional risk;
and
 Monitoring systems for efficient performance. This would include heat, vibrations
(machinery operation), stressors (working at heights, confined space etc), humidity,
light, noise and diet requirements/balance etc.

4.1 Environmental and Climatic Conditions

Continued work over extended periods in extreme temperatures and climatic conditions is
physically demanding. Contractors must assess the workload and effects of continued
exposure in extreme conditions on the employee.

Potential control measures may include scheduling physically demanding tasks to cooler or
less stressful periods of the day and planning work activities with suitable control measures
such as canopies and regular rest breaks.

Supervisors are responsible for monitoring their employees and overseeing that they are
sufficiently rested, hydrated, and capable of performing they’re allocated tasks. These issues
are to be discussed on a regular basis prior to work commencing, as part of the pre-start
checklist and kick off meeting.

5.0 NUTRITION AND LIFESTYLE

All personnel through orientation training and information sessions should be advised and
reminded of the benefits to their fitness for work through nutrition and lifestyle.

6.0 STRESS

Results of stress often become evident in the workplace. Signs of stress in employees
normally result in but are not limited to;
 Mood swings;
 Anger/Aggressiveness;
 Emotional displays;

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 In attentiveness;
 Quietness; or
 Poor quality work.

Supervisors are responsible to monitor all employees at all times and report any changes in
the performance or any signs and symptoms of stress. Employees should be continually
reminded that stress would affect their safety and performance within the workplace.

7.0 REFERENCES

Practice/Procedure # Corporate HSE

995 653 8135 Fatigue Management

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