Fatigue Manamement Code of Practice

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OPERATING STANDARDS FOR WORK AND REST IN THEWESTERN AUSTRALIAN ROAD TRANSPORT INDUSTRY

FATIGUE MANAGEMENT

FOR

COMMERCIAL VEHICLE DRIVERS

Produced by:Transport

Regional Policy Section441 Murray Street

PO Box 7272 Cloisters SquarePerth Western Australia 6850

Tel: (08) 9320 9320Fax: (08) 9320 9321

http://www.transport.wa.gov.au

Approved by:Minister for Labour Relations

under Section 57 of theOccupational Safety and Health Act 1984.

October 1998

ISBN: 0 7307 2436 0

Copies of this document are also available as Braille, large print, audio tapeand Macintosh or IBM compatible disk on application to Transport.

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Acknowledgements

We thank the following individuals on the ProjectTeam for their input into the development of theCode of Practice on Fatigue Management forCommercial Vehicle Drivers. Thanks are also

extended to the many transport industry memberswho participated in workshops to discuss the Code.The support and input from WorkSafe WA in thedevelopment of the Code is also appreciated.

Project Team Members

Doug Brindal 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

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Contents

Acknowledgements ..................................................................................................... iv

1 Background to the Code ..................................................................................... 11.1 Why the Code is being introduced .........................................................................11.2 What this document contains ................................................................................11.3 The legislative framework for the Code .................................................................11.4 Relevant provisions in the Act................................................................................1

1.4.1 An overview of the general duties ............................................................................ 11.4.2 Hazard identification, risk assessment and risk control ........................................... 31.4.3 Access to act, regulations and other relevant documents ........................................ 31.4.4 Prosecutions, fines and compliance with the Code .................................................. 3

1.5 Other States and Territories ...................................................................................4

2. What is fatigue? .................................................................................................. 52.1 Defining fatigue ......................................................................................................52.2 How the body clock works .....................................................................................52.3 The need for sleep .................................................................................................52.4 Impact of working hours on fatigue ........................................................................52.5 How to identify fatigue ...........................................................................................6

3. Operating standards for work and rest ............................................................... 73.1 The need for operating standards..........................................................................73.2 Operating standards for work and rest in road transport .......................................73.3 Examples of Trip schedules ...................................................................................83.4 Zones of Operation ................................................................................................83.5 Definition of Terms .................................................................................................9

4. A Fatigue Management System ........................................................................104.1 An overview .........................................................................................................104.2 Basic principles for inclusion in the system .........................................................11

5. Developing a Fatigue Management System ......................................................125.1 Scheduling ...........................................................................................................12

5.1.1 Description ............................................................................................................. 125.1.2 Factors to be taken into account ............................................................................ 125.1.3 Control measures .................................................................................................. 125.1.4 Operational procedures to be included in the FMS ................................................ 13

5.2 Rostering of drivers ...................................................................................135.2.1 Description ............................................................................................................. 135.2.2 Factors to be taken into account ............................................................................ 135.2.3 Control measures .................................................................................................. 145.2.4 Operational procedures to be included in the FMS ................................................ 14

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Contents

5.3 Readiness for duty ....................................................................................155.3.1 Description .................................................................................................155.3.2 Factors to be taken into account ................................................................155.3.3 Control measures .......................................................................................155.3.4 Operational procedures to be included in the FMS ....................................15

5.4 Health ........................................................................................................155.4.1 Description .................................................................................................155.4.2 Factors to be taken into account ................................................................165.4.3 Operating procedures to be included in the FMS .......................................16

5.5 Workplace conditions ................................................................................ 175.5.1 Description .................................................................................................175.5.2 Factors to be taken into account ................................................................175.5.3 Operational procedures to be included in the FMS ....................................17

5.6 Training and education ..............................................................................175.6.1 Description .................................................................................................175.6.2 Factors to be taken into account ................................................................175.6.3 Operational procedures to be included in the FMS ....................................18

5.7 Responsibilities ......................................................................................... 185.7.1 Description .................................................................................................185.7.2 Factors to be taken into account ................................................................185.7.3 Operational procedures to be included in the FMS ....................................18

5.8 Documentation and records ......................................................................185.8.1 Description .................................................................................................185.8.2 Factors to be taken into account ................................................................195.8.3 Operational procedures to be included in the FMS ....................................19

5.9 Management of incidents ..........................................................................195.9.1 Description .................................................................................................195.9.2 Factors to be taken into account ................................................................195.9.3 Operational procedures to be included in the FMS ....................................19

Appendix A - Systems and methods of compliance...................................................206.0 Description ...........................................................................................................206.1 Trip scheduling practices .....................................................................................206.2 Trip rostering practices ........................................................................................216.3 Driver readiness for duty policies .........................................................................216.4 Driver health practices .........................................................................................226.5 Workplace conditions...........................................................................................226.6 Training and education practices .........................................................................236.7 Responsibilities for organisational positions ........................................................236.8 Documentation and records ................................................................................246.9 Management of incidents ....................................................................................24

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a duty to take reasonable care of their own safetyand health in the workplace, as well as that of others.It is implicit that an employee report for work restedand fit for duty. The Act treats subcontractors asemployees.

1.3 The legislative framework forthe Code

The Code of Practice on Fatigue Management forCommercial Vehicle Drivers operates in accordancewith section 57 of the Occupational Safety and HealthAct. The Act sets objectives to promote and improveoccupational safety and health standards in WesternAustralia. The broad provisions of the Act aresupported by the Occupational Safety and HealthRegulations that detail minimum requirements forspecific hazards and work practices, and guidancematerial such as approved Codes of Practice. Thisframework is shown on page 2.

1.4 Relevant provisions in the Act

1.4.1 An overview of the generalduties within the Act

The Act contains general duties which describe theresponsibilities of people in relation to safety andhealth at work. Under section 19.(1) An employershall, so far as is practicable, provide and maintain aworking environment in which his employees arenot exposed to hazards and in particular, but withoutlimiting the generality of the foregoing, an employershall-

(a) provide and maintain workplaces, plant, andsystems of work such that, so far as is practicable,his employees are not exposed to hazards;

(b) provide such information, instruction, and trainingto, and supervision of, his employees as isnecessary to enable them to perform their workin such a manner that they are not exposed tohazards;

(c) consult and cooperate with safety and healthrepresentatives, if any, and other employees athis workplace, regarding occupational safety andhealth at the workplace;

1. Background to the Code

1.1 Why the Code is beingintroduced

Bus and truck crashes are dangerous and costly toall road users, and fatigue contributes to a significantnumber of these crashes. The Western Australiangovernment aims to reduce the impact of fatigue inthe road transport industry through the introductionof a Fatigue Management System (FMS) - bothemployers and employees have responsibilities underthis section. Expected benefits of the FatigueManagement System are fewer crashes, reducedmechanical costs and reduced insurance premiums.The System also provides a basis to discuss andnegotiate with customers and clients aboutreasonable delivery schedules for the transport ofgoods.

Under the Occupational Safety and Health Act,transport operators are already obliged to provide asafe system of work. This Code of Practice isdesigned to strengthen this existing obligation and toassist industry by providing standards for work andrest and a framework for developing a FatigueManagement System.

1.2 What this document contains

Effective fatigue management that meets the needsof both the transport industry and the communityrequires a comprehensive but flexible system. Thisdocument covers the following areas:

• operating standards for work and rest (seeSection 3);

• measures for the management of fatigue in aCode of Practice on Fatigue Management forCommercial Vehicle Drivers (see Section 5); and

• advice to assist organisations to meet theseoperating standards (see Section 5).

This Code applies to commercial vehicle drivers,supervisors and managers, subcontractors andanyone else in a contractual relationship with acompany including clients. Companies are expectedto have a Fatigue Management System ordocumentation that demonstrates how they handlethe workplace issue of fatigue. Employees also have

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(d) where it is not practicable to avoid the presenceof hazards at the workplace, provide hisemployees with, or otherwise provide for hisemployees to have, such adequate personalprotective clothing and equipment as is practicableto protect them against those hazards, withoutany cost to the employees; and

(e) make arrangements for ensuring, so far as ispracticable, that -

(i) the use, cleaning, maintenance, transportationand disposal of plant; and

(ii) the use, handling processing, storage,transportation and disposal of substances,

at the workplace is carried out in a manner suchthat his employees are not exposed to hazards.

Responsibility also extends to these other workercategories:

• employees are required to take reasonable careto ensure their own safety and health at work

OCCUPATIONAL SAFETY AND HEALTH ACT

MAJOR PROVISIONS

The General DutiesResolution of Issues

Safety and Health RepresentativesSafety and Health Committees

Enforcement of Act and Regulations

OCCUPATIONAL SAFETY AND HEALTH REGULATIONS

The Occupational Safety and Health Regulations set minimumrequirements for specific hazards and work practices,including reference to National Standards developed by theNational Occupational Health and Safety Commission andAustralian Standards developed by Standards Australia.

GUIDANCE MATERIAL

Codes of Practice approved for Western Australia inaccordance with Section 57 of the Act. Guidance Notesdeveloped by the WorkSafe Western Australia Commission.National Codes of Practice and National Standards developedby the National Occupational Health and Safety Commission.Australian Standards developed by Standards Australia.

SUPPORTED BY

and also to avoid adversely affecting the safetyor health of any other person through any act oromission at work. Employees contravene thisrequirement if they;- fail to comply so far as they are reasonably

able with instructions given by their employerfor their own safety and health;

- fail to use such protective clothing andequipment as is provided, or provided for bythe employer;

- misuse or damage any equipment providedin the interests of safety and health;

- fail to report immediately to their employer,any situation at the workplace that they havereason to believe could consitute a hazard toany person and they cannot themselvescorrect, or any injury or harm to health ofwhich they are aware that arises in the courseof or in connection with their work.

In addition employees are required to co-operatewith 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

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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].

employer of the obligation imposed on them underthe Act;

• self-employed persons must take reasonable careto ensure their own safety and health at workand, as far as practicable, ensure their work doesnot affect the safety and health of others;

• designers, manufacturers, importers and suppliersof plant must ensure that plant intended for workuse is safe to install, maintain and use atworkplaces. Safety and health information mustbe provided when plant and substances aresupplied for use at work; and

• designers or builders of a building or structurefor use as a workplace must ensure, so far as ispracticable, that persons constructing,maintaining, repairing, servicing or using thebuilding or structure are not exposed to hazards.

1.4.2. Hazard identification, riskassessment and risk control

The term ‘hazard’ is defined in the Act to meananything that may result in injury to the person orharm to the health of the person.

All those having control of the workplace or thosehaving control of access to the workplace shouldfollow the hazard identification, risk assessment andrisk reduction referred to in the Regulations. SeeRegulation 3.1 which states:

(a) identify each hazard to which a person at theworkplace is likely to be exposed;

(b) assess the risk of injury or harm to a personresulting from each hazard,; and

(c) consider the means by which the risk may bereduced.

1.4.3. Access to the Act, regulationsand other relevant documents

The Act also requires employers to provideinformation to their employees and to improve their


understanding of safe work practices. Regulation3.2 states:

A person who, at a workplace, is an employeror the main contractor must ensure that, assoon as practicable following a request froma person who works at the workplace, thereis available for that person’s perusal an up todate copy of —

(a) the Act;

(b) these regulations;

(c) all Australian Standards, Australian/NewZealand Standards and NOHSCdocuments or parts of those Standardsor documents referred to in theseregulations that apply to that workplace;

(d) all codes of practice approved undersection 57 of the Act that apply to thatworkplace; and

(e) guidelines or forms of guidance referredto in section 14 of the Act —

(i) the titles of which have beenpublished in the Government Gazetteand which are set out in Schedule 3.1;and

(ii) which apply to that workplace.

1.4.4 Prosecutions, fines andcompliance with the Code

Persons who do not comply with their duties as setout in the Act may be prosecuted and face fines ofup to $200,000.

A person will not be liable for any civil or criminalproceeding by reason only that he has not compliedwith a provision of the Code. However by section57(8) of the Act, where it is alleged in a proceedingunder the Act that a person has contravened theprovision of the Act or the Regulations in relation to

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which the Code was in effect at the time of thealleged contravention:(a) the Code is admissible in evidence in that

proceeding; and

(b) demonstration that the person complied with theprovision of the Act or Regulations whether ornot by observing that provision of the Code is astatutory defence.

1.5 Other States and Territories

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

fatigue management in this Code is morecomprehensive taking into account contributoryfactors like driver fitness for duty and time of day ofdriving. The Code is consistent with the AlternativeCompliance Fatigue Management Program beingdeveloped by Queensland Transport. The operatingstandards described in section 3 are also generallyconsistent with the standards contained in theTransitional Fatigue Management Scheme developedby the National Road Transport Commission.

The WA Code of Practice does not override thedriving hours requirements in other States andTerritories. When travelling in other States WAoperators need to comply with the prescribed hours


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

2.1 Defining fatigue

Fatigue is a common problem in all forms of motortransport. It can be defined as loss of alertnesswhich eventually ends in sleep. This loss ofalertness is accompanied by poor judgment, slowerreactions to events, and decreased skill, such as invehicle control. It affects the efficiency, productivityof a driver’s performance in carrying out the drivingtask. Recent research has found that an estimated25% of fatal truck crashes are due to fatigue,and in regional Western Australia an estimated30% of fatal crashes are due to fatigue (Hartley,1997).

Fatigue can result from long or arduous work, littleor poor sleep and the time of day when the work isperformed and sleep obtained. It can be influencedby health and emotional issues, or by several of thesefactors in combination.

Importantly, fatigue impairs a driver’s judgment ofhis or her own state of fatigue. This means thateffective management of fatigue should not be theresponsibility of the driver alone.

2.2 How the body clock works

Human beings are day orientated, designed to workin the daytime and sleep at night. Our internal bodyrhythms cause regular variations in individual bodyand mental functions during each 24-hour period.For instance, our body temperature, heart rate, bloodpressure, breathing rate and adrenaline productionnormally rise during the day and fall at night. Theserhythms influence job performance and quality ofsleep. Most of the body’s basic functions showmaximum activity by day, and minimum activity bynight. The body rhythms affect the behaviour,alertness, reaction times and mental capacity ofpeople 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 urgeto sleep is greatest during the night and early morningwhen most of us would normally be sleeping.However, people differ in the amount of sleep theyneed and their tolerance levels if they don’t getenough sleep. This should be addressed in a FatigueManagement System. Six hours sleep a night is theusual minimum, otherwise the crash risk increases.

Poor sleep, such as sleeping in a moving vehicle, ora small amount of sleep over several days leads tosevere sleep debt and the irresistible urge to sleep.This increases the probability of falling asleep at thewheel and crashing. Stimulant drugs may reduce thelikelihood of falling asleep when drowsy, but theydon’t reduce the need for sleep. Sleep which isdelayed by drugs will need to be made up later.

The most beneficial sleep is a good night’s sleep,taken in a single continuous period. The restorativeeffects are less if the sleep is split between day andnight time. Some people experience excessivesleepiness during the day, despite apparentlyadequate length of sleep. This suggests the presenceof a sleep related disorder that requires medicalattention.

2.4 Impact of working hours onfatigue

Common transport industry work practices includeworking long hours, prolonged night work, workingirregular hours, little or poor sleep and early startingtimes. Many truck drivers work more than 12 hoursper day, of which at least 60% is usually spent driving.A working week of over 70 hours is commonpractice for many owner drivers. These long hoursof work may result in fatigue and increase crashrisk.

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In addition, these work practices may disrupt eatingand sleeping routines and affect a driver’s bodyrhythms or body clock, leading to cumulative orbanked fatigue. Once this level of fatigue isreached, the only solution is sufficient good qualitysleep.

2.5 How to identify fatigue

Drivers working long hours or working night shiftshave an average of one to four hours less sleepthan permanent day workers. They tend to takemore naps during leisure hours and sleep deficit buildsup over several nights of work with poor or littlesleep. Therefore, people working at night aregenerally more tired than people working during theday.

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

What is fatigue?

• increased errors and loss of concentration atwork.

When driving your body will tell you when you aresleepy. The following warning signs should not beignored. Studies have shown that people have alimited ability to predict the onset of sleep and bycontinuing to drive when sleepy place themselvesand 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.

It is too late to manage fatigue if the driver fallsasleep at the wheel. A Fatigue Management System

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Operating standard Time spent in the activity

Maximum continuous Active Work Time (Driving and Non Driving work time) 5 hours

Minimum Short Break Time within every 51/2 hours should total at least 30 minutes

Maximum average Working Time per 24 hours over 12 days 14 hours

Maximum consecutive periods of Working Time exceeding

14 hours in 24 hours zero

Total Non Working Time in any 24 hours 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

3. Operating standards for work and restthat includes realistic planning for the trip shouldprevent this.

3.1 The need for operatingstandards

Operating standards are included in the Code to guideindustry in planning trip schedules and driver rostersthat best manage fatigue. The standards emphasisthe importance of sleep and the timing or work andrest. The standards offer flexibility in hours of workto reflect the geography of WA and the distancesbetween towns.

As well as providing guidance to operators theoperating standards also provide guidance to theauthorities and the courts. If WorkSafe WA,Transport or another authority is investigating anincident involving driver fatigue or checking whethera safe system of work is in place, it will be guidedby how well the existing system for fatiguemanagment in the organisation meets the recognisedoperating standard in the road transport industry, asset out in this Code of Practice.

3.2 Operating standards for workand rest in road transport

Transport operations must as far as practicable beconducted within the operating standards describedbelow. The 24 hour cycle is a rolling cycle with eachhour being the start of another 24 hour period.

The Working Time of 14 hours in 24 hours may beexceeded only when it is not practicable to operateaccording to the operating standards. This may bedue to such circumstances as:

• delays resulting from accidents, traffic orweather;

• to allow for provision of improved rest facilitiesor environments; or

• to allow for improved night time sleep.

If the maximum daily working hours of 14 in 24 areexceeded the working hours in the next 24 must beat or below 14.

The Working Time of 12 days in 14 may be exceededwhen it is not practicable to operate according tothe operating standards. This may be due to suchcircumstances as:

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3.3 Examples of trip schedules

Example 1: single driver - Perth to Port Hedland- prime mover and two trailerscarrying general freight

Day 1 Driver leaves depot at 6pm with the trailershaving been loaded by yard staff - arrives atGeraldton at midnight - spends an hour loadingand unloading and then drives till 1.30am andstops for sleep.

Day 2 Wakes at 7.30am and drives for 5 hours toCarnarvon arriving at 12.30pm. After ∫ hourrest departs at 1.15pm stopping for an hour atNanutarra for a rest and meal and continues onto Karratha arriving at 10pm. One hour is spentat Karratha unloading and then drives tillmidnight and stops for sleep.

Day 3 Wakes at 6am and drives for 1 hour arriving atPort Hedland at 7am. Deliveries and unloadingare performed by yard staff.

On day one driver has 7˚ hours of driving andrelated work and 6 hours of sleep. On day 2 has14∫ hours of driving and related work and 6 hoursof sleep. This is acceptable as less than 14 hourshad been worked on day one. It is acceptable toexceed 14 hours of work as long as sufficient sleepis provided for. This schedule allows sufficient timefor short rest breaks, does not involve the driver inextended hours of loading and unloading andpermits night time sleep.

Example 2: bus tour - 20 days Perth to Darwin

The coach leaves Perth on day one and arrives inDarwin on day 20. Each day’s travel is interspersedwith sightseeing and refreshment breaks with sevenhours maximum daily driving time. Each night isspent in a motel ensuring good quality rest in linewith the body clock. Driver fatigue is being wellmanaged with adequate night time rest and frequentdaily breaks. There should be no build up of sleepdebt on this trip and little risk in working beyondthe 12 in 14 day standard.

Example 3: overnight courier run

The driver operates over a fixed route returningeither to home or base at the end of the run. Activework starts at 5pm with an hour spent loading thetruck. The route takes in 15 stops with the driverunloading or assisting with the unloading. Nospecific rest breaks are scheduled but regular drivingbreaks occur. Return to base is at 6am after activework of 13 hours. The same schedule is operatedfor five nights from Monday evening to Saturdaymorning.

The significant risk factors for this task are the nightwork and difficulty in achieving a normal period ofsleep during the day. Compensation occurs howeverwith the long break at the weekend and thecontinuous 11 hour break between trips. Driverswould need to ensure sufficient time was allowedfor sleep on the weekend.

3.4 Zones of operation

Transport operations can be thought of in terms ofgreen, amber and red. When operating schedulesfall within the standards they are within the ‘green’zone and should indicate low risk operations. Whereoperating times go beyond the standards to, forexample 15 hours of work within 24 hours, they arenow in the ‘amber’ zone. Operations within the‘amber’ zone are acceptable provided the higher riskis recognised and there are counter measures to bringoperations back into the ‘green’ zone. The next levelis the ‘red’ zone. No operations should be scheduledinto this zone. If, through break down or some otherunforeseen circumstance, a trip enters this zoneurgent corrective action such as compensatory timeoff is required.

At what point the ‘red’ zone starts will vary fromcompany to company according to the level of risk.In developing a company FMS it should bedetermined in conjunction with drivers and be basedon actual operations and operating standards asoutlined in the Code of Practice.

Operating standards for work and rest

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Working Time

Active Work Time

Driving Work Time Non Driving Work Time

Operating standards for work and rest

24 hours of work & non work

Non Working Time

Working Time means the total time spentin Active Work Time plusShort Break Time.

Non Working Time means time off at home,away from the vehicle or, ifon a trip with the vehicle,includes sleep in anappropriate sleeper berthand does not include drivingand related work.

Active Work Time means the total time spentin Driving Work Time plusNon Driving Work Time.

Short Break Time means a break from activework which can includetoilet stops, checking theload, rest and meals.

Driving Work Time means the time spentdriving a heavy vehicle eachday and does not includeloading, servicing andrepairing the vehicle.

Non Driving Work means time spent by thedriver carrying out all otherduties such as loading,servicing, repairing thevehicle and completingdocumentation.

Commercial Vehicle means either a:• motor vehicle other than

a bus having a grossvehicle mass of greaterthan 4.5 tonnes or;

• a motor vehicle carryinggoods for hire andreward;

• or in the case of a bus avehicle required to belicensed as an Omnibusunder the Transport Co-Ordination Act 1966.

Commercial Driver means a person who is incontrol of a commericalvehicle and includes companyemployees, subcontractorsand any other contractualrelationship with acompany.

Schedule means a plan of a trip orseries of trips to meet atransport task.

Roster means the planned patternof work and rest for a driverfor a week or more.

Time

3.5 Definition of Terms

Short Break Time

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• extended coach tours with little or no night timetravel; or

• daylight only over dimensional load movements.

4.1 An overview

A Fatigue Management System identifies and targetsspecific risk factors and control measures involvedin freight tasks. Managing driver fatigue requireseffective management practices and officeprocedures including:

• maintaining open lines of communication betweenmanagement and drivers;

• encouraging feedback from drivers;• ensuring that the Fatigue Management System

is included in driver induction programs and inother Human Resource procedures andpractices; and

4. A Fatigue Management System

• appropriate documentation and record keepingpractices.

Documentation of policies and procedures associatedwith the Fatigue Management System providespractical evidence that a system is in place and isactively working to manage driver fatigue. It alsoallows the effectiveness of the system to bemeasured. Documentation should be wellmanaged and include numbered and datedsystems in place for updating information. Anexample would be an update of a driver proceduremanual where a new page is to be inserted. Thereshould be a documented system that ensures alldrivers receive the new information.

Record keeping is also important. Records providethe detail that the program is working and standardsare being met. Records are an essential part of

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an overall risk management program as theyprovide a history of a particular driver ormanagement activity. This information may be ofvital importance in any legal action. Records shouldbe kept for a minimum of three years.

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 inany 24 hour period and preferably between 10pm and 8am.

Where night work exceeds two consecutive periods of work between 10pm and 8am compensation ofmore 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 thetrip.

When drivers return from leave, minimise night time schedules and rosters to give drivers time to adaptto 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 ordrug 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 driver’s health by a suitably qualified medical practitioner.

Ensure that the medical assessment includes consideration of sleep disorders and other fatigue relatedconditions.

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 sleepingaccommodation.

When drivers work a continuous rotating shift system with a shift roster of 5 days or more there should be24 hours of Non Working Time between shift changes.

A Fatigue Management System

4.2 Basic principles to include in the

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Fatigue Management System

In addition to the operating standards given inSection 3, further basic principles to beconsidered in developing a FatigueManagement System include, but are notlimited to, the following list:Sections 3 and 4 of the Code outlined theoperating standards and basic principles that needto be incorporated into a Fatigue ManagementSystem. This section details the operationalcomponents to be considered in the management offatigue and in the development of a FatigueManagement System. Operations should be designedto stay within the operating standards described insection 3. If operations do not permit this, controlmeasures should be adopted to help in managingthe situation. These control measures are identifiedand listed below. Appendix A provides an exampleof how this could be documented.

5.1 Scheduling

5.1.1 Description

A key factor in managing driver fatigue is how acompany schedules or plans individual trips tomeet a freight task. Where practicable andreasonable, scheduling practices should includeappropriate pre-trip or forward planning tominimise fatigue. A driver should not be requiredto drive unreasonable distances in insufficienttime and without sufficient notice and adequaterest. Scheduling practices should not put thedelivery of a load before a driver’s safety or health.

5.1.2 Factors to be taken into account

To meet the operating standards, scheduling shouldensure that:

• a driver is given at least 24 hours’ notice toprepare for Working Time of 14 hours or more;

• a driver is not required to exceed 168 hours ofWorking Time in 14 days;

5. Developing aFatigue Management System

• Working Time does not average more than 14hours per 24 hours over 12 days;

• total Non Working Time in any 24 hours is atleast 8 hours;

• a solo driver has the opportunity for at least 6hours of continuous sleep in a 24 hour period andpreferably between 10pm and 8am;

• continuous periods of Active Work Time do notexceed 5 hours;

• minimum Short Break Time total 30 minutes in51/2 hours;

• flexible schedules permit Short Break Time ordiscretionary sleep;

• maximum consecutive periods of Working Timeexceeding 14 hours in 24 hours is zero;

• where night work exceeds two consecutiveperiods of work between 10pm and 8amcompensaiton of more than one day off in 7should be built into the work cycle; and

• maximise opportunity for sleep to prepare for tripby minimising very early departures.

5.1.3 Control measures

Where it is not practicable to comply with theoperating standard of averaging not more than14 working hours per 24 hours over 12 days:

• replace driver with a fresh relief driver;

• reduce the period of Active Work Time in thenext 24 hour period to allow more NonWorking Time and recovery from sleep debt;

• set schedule so driver can rest when andwhere most appropriate;

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(7) policies require drivers to comply with agreedschedules;

(8) operational procedures should detail bothmanagement and driver responsibilities forcorrective action when a driver may have to orhas worked outside of an agreed schedule; and

(9) accurate records of each driver’s WorkingTime activities eg. pay sheets.

5.2 Rostering of drivers

5.2.1 Description

Rosters are the driver’s planned pattern ofwork and rest for a week or more. A driver’sroster and workload should be arranged tomaximise the opportunity for a driver torecover from the effects or onset of fatigue.


To meet the operating standards, rostering shouldensure that:

• a driver does not exceed 168 hours Working Timein 12 days;

• a driver has at least one day of Time Not Workingin 7 days, or two in 14 days;

• minimise irregular or unfamiliar work rosters;

• minimise schedules and rosters which depart fromday time operations when drivers return fromleave. Drivers returning from leave require timeto adapt to working long hours especially at night;

• total Non Working Time is at least 8 hours per24 hours;

• minimum Short Break Time total 30 minutes in5˚ hours;

• a solo driver has at least 6 hours of continuoussleep in 24 hours and preferably between 10pmand 8am;

• ensure 24 hours of Non Working Time between

• use shared, two-up driving;

• split trip into shorter continuous drivingperiods;

• schedule rest to precede or coincide withfatigue times, eg. night and dawn;

• change customer pick-up or delivery timeswhere possible;

• allow a day of non-work after trip; and

• remove or modify Non Driving Work.

5.1.4 Operational procedures to beincluded in the FMS

An operator should develop, implement and maintainoperating policies and procedures in consultation withdrivers to ensure:

(1) a driver has the flexibility to effectivelymanage Working Time in a way that allowsthe driver to take measures to combat theeffects and onset of fatigue;

(2) a driver does not work outside agreedschedules for periods that may endanger thesafe operation of the vehicle and expose thedriver and other road users to unacceptablelevels of risk;

(3) agreed schedules are documented and advisedto all management, staff and drivers;

(4) trip planning methods are used for regular andirregular trip schedules;

(5) a driver’s previous duties, time at work, tripschedules, rosters, the fatigue risk factors ofa driver’s last trip and planned next trip, andthe application of appropriate fatiguemanagement control measures are recorded;

(6) scheduling practices for relief or casual driversand sub-contractors are the same as forcompany drivers;

Developing a Fatigue Management System

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shift changes when drivers work a continuousrotating shift system with a shift roster of 5 daysor more; and

• Non Driving Work Time spent servicing andmaintaining the vehicle is taken into account.

5.2.3. Control measures

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

• driver’s roster to be as regular as practicable;

• replace driver with a fresh relief driver, wherepracticable;

• ensure each schedule has a built-in safetymargin to allow for Short Breaks anddiscretionary sleep;

• customer pick-up or delivery times are alteredwhere 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 next24 hour period to allow more Non WorkingTime and recovery from sleep debt;

• split trip into shorter continuous drivingperiods; and

• consider using shared, two-up driving.


An operator should develop, implement and maintainoperating policies and procedures in consultation with

drivers to consider:

(1) the fatigue risk factors of a driver’s previousduties, time working, trip schedules includingregular and irregular trip schedules androsters;

(2) the assignment of drivers to rosters whichincorporate appropriate fatigue managementcontrol measures to allow them to recoverfrom the fatigue effects of previous rosters;

(3) a driver’s readiness (mental and physical) forduty;

(4) the fatigue risk factors of employing a driveron rosters with long working hours on returnfrom leave/holidays;

(5) drivers who take Non Working Time duringa trip away from home are provided withadequate sleeping accommodation or, ifsleeping in the vehicle, a truck sleeper berthwhich meets ADR42 or a bus/coach fittedwith sleeping accommodation as prescribedby legislation;

(6) operational procedures that detail bothmanagement and driver responsibilities forconducting a risk assessment and takingcorrective action when a driver is required toor has worked outside of agreed schedules;

(7) the competence and suitability of a driver,including the driver’s state of health, toundertake a roster;

(8) the altering of rosters for fatigue managementpurposes;

(9) conditions for using relief or casual driversand sub-contractors on rosters instead ofcompany drivers;

(10) rosters are regularly monitored, reviewed,


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• train drivers in risk factors for fitness for dutyand the control measures.


An operator should develop, implement and maintainoperating policies and procedures in consultation withdrivers to ensure:(1) drivers are in a fit state to safely perform

driving and non-driving duties;

(2) a written alcohol and drug policy;

(3) drivers consider the impact of their NonWorking Time activities on their ability tosafely perform their driving and non-drivingduties;

(4) drivers have the opportunity and supportmechanism to admit to being unfit for dutydue to any lifestyle, health, or medical issue;

(5) where practicable, monitoring and appraisalof drivers prior to commencing work orstarting trips. This may involve, for example,breath testing for alcohol and random drugtesting and usage of fitness for duty devices;

(6) drivers and management are trained in riskfactors that may contribute to fatigue, self-awareness of fatigue and recovery from theeffects of fatigue; and

(7) education and rehabilitation support areencouraged for drivers who are impaired byalcohol or other drugs. Alcohol or drug abuseindicates there could be a problem with fatiguemanagement. Implement fatiguemanagement practices that will reduce andalleviate pressures on drivers to use drugs andstimulants to manage their fatigue.

5.4 Health

5.4.1 Description

Poor health and fitness of a driver is a

authorised and documented; and

(11) operating policies and procedures aredocumented, maintained and reviewedannually.

5.3 Readiness for duty

5.3.1 Description

To meet the standards, readiness for dutymeans:

• a driver must be in a fit state for work whenpresenting for duty.


Drivers should be aware of the impact of activitiessuch as a second job, other driving, recreationalactivities, sport, insufficient sleep, consumption ofalcohol and drugs, prescribed or otherwise, andstressful situations on their well being and capacityto work effectively. These activities may affect theirstate of fatigue, especially cumulative fatigue, andcapacity 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 atdepot to allow sleep at home;

• solo driver has opportunity for at least 6hours of continuous sleep in each 24 hoursand preferably between 10pm and 8am;

• driver to have access to medical or otherappropriate assistance;

• develop policies of fitness for duty inconsultation with employees and unions; and


16

to eat on trip and avoid excessive consumptionof high calorie food, especially at one sitting,which may cause sleepiness.



(1) drivers are assisted with the management oftheir health;

(2) a health screening program which includesmedical history, sleep disorders, diet, alcoholand other drug use and other factors impactingon driver fatigue;

(3) medical examinations, every five years untilage 40, two yearly till 60 and annuallythereafter, in accordance with the NationalRoad Transport Commission MedicalExamination of Commercial Drivers or theRoad Transport Forum (RTF) Driver HealthProgram;

(4) the results of all drivers’ medical examinations,including date, medical fitness andemployment restrictions and assistanceprovided must be maintained as confidentialrecords;

(5) a driver is required to perform duties inaccordance with his or her medical fitnessassessment, for example a driver mayberostered on to yard duties;

(6) the provision of appropriate assistance andcounselling to aid recovery and improve themanagement of a driver’s health and fitnessfor work;

(7) a driver is replaced with a relief driver whenassessed as unfit to drive;

contributing factor to fatigue and its effectivemanagement is critical to the safe operation ofa vehicle. A health management system shouldbe developed and implemented to identify andassist those drivers who are at risk. Thesystem should include medical history, sleepdisorders, diet, alcohol, substance abuse ordependency and lifestyle. The system shouldalso promote better health management.


To meet the standards, health management systemsshould ensure:

• medical examinations, every five years until age40, two yearly till 60 and annually thereafter, inaccordance with the National Road TransportCommission Medical Examination of CommercialDrivers or the Road Transport Forum (RTF)Driver Health Program;

• assessment for sleep disorders, other fatiguerelated conditions and health problems egdiabetes;

• provision of appropriate employee assistanceprograms where practicable;

• the provision of information and assistance topromote management of driver health;

• training for drivers on risk factors for poor healthand the control measures;

• drivers are informed of benefits of good dietaryintake and necessity for exercise to combatobesity which can result in fatigue. Obesityresults from excessive food intake and thesedentary habits of long distance driving and isan important risk factor for the development ofobstructive sleep apnoea, a common sleepdisorder causing day time sleepiness;

• encourage a healthy lifestyle program in theworkplace; and

• encourage drivers to take healthy foods in vehicle


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(8) a driver attends a competent medical authority;and

(9) If requiring treatment, the driver is to be giventreatment and where appropriate, NonDriving Work. For example, sleep disorderssuch as obstructive sleep apnoea can bepromptly and successfully treated. Financialassistance may be needed to help implementsome treatments.

5.5 Workplace conditions

5.5.1 Description

Unsafe and unsuitable workplace conditionscontribute to fatigue. The ergonomic designstandards of a vehicle cabin are important if adriver is to operate a vehicle safely on a road.Unsuitable depot facilities may prevent driversfrom reducing the effects of fatigue. Operatorsshould ensure workplaces comply with theOccupational Safety and Health Act andrelevant Australian Design Rule specifications.


To meet the standards, workplace conditions shouldensure as far as practicable:

• they meet appropriate Australian standards forseating and sleeping accommodation;

• vehicles that are used for sleep during periods ofNon Working Time should be fitted with, as aminimum 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;

• a vehicle cabin meets the requirement of theOccupational Safety and Health Act and includes,as a minimum, ventilation in accordance withADR 42.20 and seating suspension that isadjustable to driver’s weight and height;

• depots provide safe and suitable fatiguemanagement facilities that meet the requirementof the Occupational Safety and Health Act; and

• truck cabins are air conditioned wherepracticable, are comfortable and checked beforetrip.


An operator should develop, implement and maintainoperating policies and procedures in consultation withdrivers to ensure the workplace environment assistsin the prevention of fatigue as far as practicable.

5.6 Training and education

5.6.1 Description

Training and education must ensure allemployees, contractors and managersunderstand the meaning of fatigue and have theknowledge and skills to practise effectivefatigue management and comply with theFatigue Management System. Training shouldbe structured and programmed to meet thetraining needs of the participants. All trainingand education provided should be documentedand participation recorded.


To meet the standards, training and education mustinclude:

• duties imposed by the Occupational Safety andHealth Act;

• the penalties for failure to comply with theOccupational Safety and Health Act;

• induction training before commencing work;


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• where appropriate delegating staff to implementthe Fatigue Management System; and

• maintaining records of trip schedules, rosters,time working, and other information to show thatthe company is conforming with its FatigueManagement System.


Operational procedures developed in consultationwith drivers:

(1) the operator should implement, maintain,document, and make known currentresponsibilities and authorities of all positionsinvolved in the management, operation,administration and verification of theoperator’s Fatigue Management System;

(2) all positions, including relief staff, involved andparticipating in the Fatigue ManagementSystem are identified in the operator’sorganisational structure and their FatigueManagement System responsibilities areprescribed in their position/job descriptions;

(3) the authorities, responsibilities and duties ofall positions, including sub-contractors andrelief staff, involved in the management,operation, administration, participation andverification of the Fatigue ManagementSystem are current, clearly defined andreviewed regularly; and

(4) all positions including sub-contractors and reliefstaff are aware of their responsibilities underthe Occupational Safety and Health Act.

5.8 Documentation and records

5.8.1 Description

Employers should keep records of all regular

• the causes of driver fatigue and symptoms;

• management of driver fatigue and strategies formaking lifestyle changes; and

• documentation of training and education programsand recording of employee attendance.


An operator should develop, implement and maintainoperating policies and procedures in consultation withdrivers to ensure the availability of, and participationin, training for all staff involved in the FatigueManagement System. New employee inductionprocedures should include training and education onthe management of fatigue and the operator’sFatigue Management System. Training shouldensure participants achieve core competencies.

5.7 Responsibilities

5.7.1 Description

The success of a Fatigue Management Systemis dependent on the operator, clients anddrivers knowing and practising theirresponsibilities and authorities to ensurepolicies, procedures and contingency actionsare performed as required by the FatigueManagement System. Responsibilitiesincluded in the Fatigue Management Systemshould be defined and encompassed in positionand job descriptions which should be keptcurrent.


To meet the standards, responsibilities should include:

• developing the Fatigue Management System inconsultation with drivers and suppliers;

• duties of the operator and drivers under theOccupational Safety and Health Act;


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and irregular trips, driver’s schedules androsters. These could be based upon tripsheets, pay records and delivery dockets.They must show sufficient information for anauditor to determine that the company and itsdrivers have conformed to the FatigueManagement System.


To meet the standards, documentation and recordsshould include:

• a Fatigue Management System which documentshow the company and its drivers address theagreed operating standards and if the standardsare not met, how control measures are put inplace;

• documents that record all actual regular andirregular trip time schedules, driver’s schedulesand rosters;

• the control measure(s) which have been adoptedin the event that an agreed standard is not met;

• all trips performed, including details of any tripalterations; and

• personnel records, kept on a confidential basis,that include copies of current medical certificatesand details of any work restrictions imposed andapplicable rehabilitation programs.



(1) all managers, supervisors and driversparticipating in the Fatigue Management

System have been trained in completing andmaintaining the forms and other documentsthat support the Fatigue Management System;and

(2) records should be kept for a minimum of threeyears.

5.9 Management of incidents

5.9.1 Description

A fatigue management program should requireall unsafe incidents to be recorded. Thisinformation should be used to target unsafepractices and prevent injuries and damage.Comprehensive and thorough reporting of allunsafe incidents at work is required in a FatigueManagement System.


To meet the standards, management of incidentsshould ensure:

• all unsafe incidents that may cause a hazard orpotential injury or harm are reported;

• sufficient information is collected for action tobe taken to prevent a future occurrence of thecause of the unsafe incident;

• procedures to prevent any further harm or injuriesdue to this cause;

• policies that promote and encourage allemployees, sub-contractors and relief staff toreport all unsafe incidents including those wherethere has been no injury or damage;

• procedures are in place to monitor, record andinvestigate all incidents and to take correctiveaction; and

• a review of the Fatigue Management Systemafter each unsafe incident.


An operator should develop, implement and maintain


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OPERATING STANDARD COMPLY CONTROL MEASURE

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 ✗ Reduce the period of active work in the next 24per 24 hours over 12 days. hour period to allow more Non Working Time and

recovery from sleep debt.

Maximum consecutive periods of Working Time ✔

exceeding 14 hours in 24 hours is 0.

Continuous periods of Active Work do not exceed 5 hours. ✗ Split trip into shorter continuous driving periods.

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 andpreferably between the hours of 10pm and 8am.

Where night work exceeds two consecutive periodsof work between 10pm and 8am compensation ofmore than one day off in seven should be built intothe work cycle. ✔

Maximise opportunity for sleep to prepare for trip byminimising very early departures. ✔

Appendix ASystems and methods of compliance

6 Description

A Fatigue Management System is more thandocumentation. A System should be understoodby all concerned and should be an integral partof any road transport task. Suppliers of roadtransport services should have systems andprocedures in place that can verify that theymanage driver fatigue.

6.1 Trip scheduling practices(refer Section 5.1)

The following systems / methods are suggested as ameans to verify that driver fatigue is being managed.

The following check sheet approaches will besufficient to demonstrate you are complying withthe Fatigue Management System of your company.Examples of occasions where the operating standardhas not been complied with are provided withappropriate corrective control measure fromSection 5.

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6.2 Trip rostering practices(refer Section 5.2)


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

Driver has at least one day of Non Working Time in ✗ Replace driver by fresh relief driver, where possible.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 workinglong 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 ✗ Allow one day of non-work after trip.24 hours and preferably between 10pm and 8am.

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

6.3 Driver readiness for duty policies(refer Section 5.3)


The standards for work described under Scheduling ✔

and Rostering.

A driver is required to remain in a fit state for duty ✗ Replace driver with relief driver.including not being impaired by alcohol or drug use.

A written policy on fitness for duty developed in ✔

consultation with employees and unions.

Systems and methods of compliance

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6.4 Driver health practices including any relevant publications or informationbrochures (refer Section 5.4)


Drivers’ health is assessed regularly by a suitably ✔

qualified medical practitioner.

Medical assessment includes consideration of sleep ✗ A driver’s health is assessed on a regular basis by adisorders and other fatigue conditions. suitably qualified medical practitioner.

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 Workplace conditions(refer Section 5.5)


A working environment meeting appropriate Australian ✗ Vehicles that are used for sleep during periodsstandards for seating and sleeping accommodation. of Non Working Time should be fitted with as a

minimum standard if a truck—a sleeper berthwhich meets ADR42(Sleeper berths).

Vehicles that are used for sleep during periods of Non ✔

Working Time should be fitted with as a minimumstandard:• in a truck—a sleeper berth which meets ADR42(Sleeper berths); and• in a tour bus/coach—adequate sleepingaccommodation as prescribed by legislation.

A vehicle cabin should meet the requirement of the ✔

Occupational Safety and Health Act and include as aminimum ventilation in accordance with ADR 42.20and seating suspension that is adjustable to driver’sweight and height.

The operator should ensure depots provide safe and ✔

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

Truck cabins should be air conditioned where ✔

practicable, comfortable and checked before trip.


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6.6 Training and education practices(refer Section 5.6)


Duties imposed by the Occupational Health and Safety ✔

Act.

The penalities for failure to comply with the ✗ FMS operation, administration verification andOccupational Safety and Health Act. participation, refresher training and education needs

are identified, documented and provided to employees.

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 assessmentsand 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. ✔

Operator’s management staff, drivers and other ✔

employees involved in the operation of the FMS aretrained in the operation, administration and verificationof the FMS.

FMS operation, administration, verification and ✔

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

Training and education programs are documented and ✔

employee attendance is recorded.

6.7 Responsibilites for organisational positions and staff, including relief staff,involved in the management, operation, administration, participation andverficiation of the Fatigue Management System (refer Section 5.7)


The operator should develop the FMS in consultation ✗ FMS is developed in consultation with driverswith drivers and clients. 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 thecompany is conforming with its FMS.


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6.8 Documentation and records(refer Section 5.8)


A FMS System documents how the ✔

company and its drivers address the OperatingStandards and if the standards are not met, howcontrol measures are put in place.

Documents that record all actual regular and irregular ✔

trip time, schedules, driver’s schedules and rosters.

In the event that an agreed standard is not met the ✔

control measure(s) which have been adopted shouldbe recorded.

Records should include all trips performed, including ✗ These could be based upon trip sheets, pay recordsdetails of any trip alterations. and delivery dockets. They must show sufficient

information to determine that the company and thedriver have conformed to the FMS.

Personnel records that include copies of current ✔

medical certificates and details of any work restrictionsimposed and applicable rehabilitation programs andkept on a confidential basis.

6.9 Management of incidents(refer Section 5.9)


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 ✗ Procedures are in place to monitor, record andinjuries due to this cause. investigate all incidents and to take corrective action

as soon as is practicable subject to the level of risk.

Procedures are in place to monitor, record and ✔

investigate all incidents and to take corrective actionas 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 unsafeincidents including those where there has been noinjury or damage.

A review of the FMS after each unsafe incident. ✔
