Procedure

BKG Health and Safety Management System (HS MS)

Fatigue Management

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Position Name Signature Position Name Date Signature
Draft BKG HS MS HSE Ersel BKG Warren 11/10/2018
Fatigue Consultant Kizilay Managing Grady
Management Director
BKG Safety - Procedure
HS MS - Fatigue Management

Contents
1. Purpose.............................................................................................................................3

2. Scope ................................................................................................................................3

3. Roles and responsibilities ..............................................................................................3

4. Procedure .........................................................................................................................4
4.1 What is fatigue? ......................................................................................................4
4.2 What are the risks associated with fatigue? ...........................................................5
4.3 Management of fatigue ...........................................................................................6
4.4 Identification of factors that may cause fatigue ......................................................6
4.5 Assessing the risk ...................................................................................................7
4.6 Controlling the risk ..................................................................................................7
4.7 Review requirements ..............................................................................................9
4.8 Emergencies ...........................................................................................................9
4.9 Driving and travel ..................................................................................................10

5. Training ...........................................................................................................................11

6. Monitoring and audit .....................................................................................................11

7. Record keeping ..............................................................................................................12

8. References .....................................................................................................................12
8.1 Legislation and other requirements ......................................................................12
8.2 Supporting documents, forms and templates ........ Error! Bookmark not defined.

9. Definitions ......................................................................................................................12

Appendix A – Fatigue risk controls ......................................................................................14

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1. Purpose
BKG Engineering is committed to the health and safety of all people at the workplace. The
purpose of this procedure is to establish a systematic process to identify and manage
health and safety risks associated with fatigue at BKG Engineering workplaces.
This procedure adopts and is consistent with the requirements of:
 Health and Safety at Work Act 2015 (HSWA 2015)
 Quick Guide for Managing the Risk of Fatigue at Work endorsed by WorkSafe NZ &
HSWA 2015
 Employment Relations Act 2000

2. Scope
This procedure applies to all BKG Engineering workers, subcontractors and work
activities.

3. Roles and responsibilities

Role Responsibilities
Managers  Utilise a risk assessment process to identify and manage any
risks associated with fatigue within their area of responsibility.
 Consult with workers during the identification and management of
risks associated with fatigue.
 Establish mechanisms to monitor and review controls
implemented to manage fatigue within their area of responsibility.
 Develop a plan for their area of responsibility to manage fatigue
during an emergency.
 Monitor fatigue levels of workers within their area of
responsibility.
 Ensure workers are not placing themselves at risk of injury as
result of their levels of fatigue.
Supervisors  Support managers to identify fatigue risk factors within their area
of responsibility and implement appropriate controls to manage
these risks.
 Monitor fatigue levels of workers within their area of
responsibility.
 Ensure workers are not placing themselves at risk of injury as
result of their levels of fatigue.

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HSE Practitioners  Support managers with the risk assessment process to identify
and manage fatigue related risks.
 Support managers develop a plan to manage fatigue related risks
during an emergency.
 Provide tools for managing the identification of fatigue risk
factors.
 Provide tools to support individuals identify their current fatigue
levels.
 Undertake activities to support workers identify and manage non-
work related fatigue risk factors.
Workers  Support their manager to identify fatigue risk factors and
appropriate controls to manage these risks.
 Take responsibility for the management of their own fatigue
levels, ensuring they turn up fit for work in a state that enables
them to conduct their work in a safe manner.
 Notify their line supervisor or manager if they believe their ability
to safety undertake their duties is impaired due to fatigue.

4. Procedure
4.1 What is fatigue?
Fatigue is a state of mental and/or physical exhaustion which reduces a person’s ability to
perform work safely and effectively. It can occur because of prolonged mental or physical
activity, sleep loss and/or disruption of the internal body clock. Fatigue can be caused by
factors which may be work related, non-work related or a combination of both and can
accumulate over time.
The following table provides a summary of common causes of fatigue that may need to be
considered during the management of risks associated with fatigue.
General causes Work related causes Non-work related causes
Inadequate amounts Poor roster design Family responsibilities, including
of restorative sleep sleep disruptions from young
(less than 7-8 hours) babies or ill family members
Long periods of Extended hours of work and call- Social, community and sporting
being awake (more out requirements. Second Jobs obligations
than 17 hours)
Sustained mental or Aspect of tasks e.g. greater Inappropriate use of alcohol,
physical effort workload within a standard shift medication or illicit drugs
resulting in sustained mental and
physical effort, and large amounts
of driving
Disruption to internal Inadequate rest breaks or poor Stress from financial difficulties or
biological clock roster design (varies with task) personal relationships
Health and emotional Work environment e.g. noise and Physiological e.g. age, medical or
issues temperature extremes, conflict with mental health conditions, sleeping
supervisor, managers or colleagues disorders

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4.2 What are the risks associated with fatigue?

Fatigue can adversely affect safety at the workplace. Fatigue reduces alertness, which
may lead to errors and an increase in incidents and injuries. As a worker experiences
rising fatigue levels, there are corresponding physiological, behavioural and emotional
changes that may impact on the ability of a worker to safely undertake work. The following
signs or symptoms may indicate a worker is affected by fatigue:
 excessive yawning or falling asleep at work
 short-term memory problems and an inability to concentrate
 noticeably reduced capacity to engage in effective interpersonal communication
 impaired decision-making and judgment
 reduced hand-eye coordination or slow reflexes
 other changes in behaviour, for example repeatedly arriving late for work
 increased rates of unplanned absence.
A fatigued worker may also experience symptoms not obvious to others including:
 feeling drowsy
 headaches
 dizziness
 difficulty concentrating
 blurred vision or impaired visual perception
 a need for extended sleep during days off work.

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4.3 Management of fatigue

Managers must utilise a risk assessment process in accordance with the Hazard
Identification and Risk Management Procedure to identify and manage the risks
associated with fatigue. This involves the following steps:
 STEP 1 – Hazard identification
Identify the factors which may cause fatigue in the workplace.
 STEP 2 – Risk assessment: inherent risk
Assess the risks of injury from fatigue.
 STEP 3 – Control risks
Control the risks by implementing the most effective risk control measures reasonably
practicable in the circumstances.
 STEP 4 – Risk assessment with control measures: residual risk
Re-assess whether the risks of injury from fatigue are adequately controlled.
 STEP 5 – Monitor and review control measures
Review risk control measures to ensure they are working as planned.
When undertaking the risk assessment, it is important for managers to ensure workers are
consulted at each of step of the process. This encourages everyone to work together to
identify fatigue risk factors and implement effective control measures. Consultation also
helps to raise awareness about the risks associated with fatigue.

4.4 Identification of factors that may cause fatigue

The first step in the risk management process is to identify all reasonably foreseeable
factors which could contribute to and increase the risk of fatigue. Fatigue is often caused
by a number of inter-related factors which can be cumulative. Common factors that may
contribute to fatigue are:
 Work schedules which limit the time workers can physically and mentally recover from
work. This may include workers who undertake shift work, night work, work extended
hours or are not able to take regular breaks.
 Job demands, particularly work that requires extended periods of work that is
physically or mentally demanding.
 Sleep, including the length of sleep time, the quality of sleep and the time since sleep.
 Environmental conditions, such as exposure to heat, cold, vibration or noise, can
make workers tire quicker and may impair performance.
 Non-work related factors, such as a worker’s lifestyle, family responsibilities or health
may all increase the risk of fatigue.
Methods that managers may utilise to identify whether there are any of the above risk
factors affecting their workers include:
 consulting with workers
 examining work practices and systems of work
 examining human resource records and data such as timesheets, TOIL balances and
overtime payments
 incident data and the findings of incident investigations
 seeking advice and information from the WHS Team or other relevant experts.

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4.5 Assessing the risk

Once a manager has identified factors which may cause fatigue, they should undertake an
assessment of the risk to consider:
 where, which and how many workers are likely to be at risk of becoming fatigued
 how often fatigue is likely to occur
 the degree of harm which may result from fatigue
 whether existing control measures are effective
 what action should be taken to control the risk of fatigue
 how urgently action to control the risk needs to be taken.
When assessing risks, contributors to fatigue should not be considered in isolation. For
example, job demands, hours of work and environmental conditions may all increase the
risk of fatigue in the workplace. The risks of injury from fatigue may increase if workers
work long daily hours in a physically or mentally demanding job.

4.6 Controlling the risk

The best way to control the health and safety risks arising from fatigue is to eliminate the
factors identified as causing fatigue at the source. If elimination is not reasonably
practicable, the risks must be minimised. The determination of the most effective controls
to manage the risks associated with fatigue should always be identified in consultation
with workers where possible.
This section outlines common control measures that may be considered based on the
factors identified as contributing to or increasing the risk of fatigue. See Appendix A for a
summary of common control measures based on risk factors that may contribute to
fatigue.

4.6.1 Work scheduling

Control measures for fatigue risks which can be built into the work scheduling may
include:
 designing working hours and rosters to allow for good sleep opportunity and enough
recovery time between work days or shifts for travelling, eating, washing and sleeping.
Where possible, a minimum of a 9 hour break should be provided between shifts
 ensuring workers have and take adequate and regular breaks to rest, eat and
rehydrate
 establishing plans to manage workload change caused by planned and unplanned
absences
 managing overtime
 implementing processes to manage accrued leave balances and requests for leave

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4.6.2 Shift work and rosters

Consideration should be given to implementing additional specific control measures when
planning work schedules and rosters for specific work arrangements, including shift and
night work, seasonal, emergencies and on-call arrangements. These may include:
 structuring and designing work plans so work demands are highest towards the middle
of the shift and decrease towards the end
 avoiding morning shifts starting before 6am where possible
 setting rosters ahead of time and avoiding last-minute changes, to allow workers to
plan leisure time
 developing plans to manage the risks associated with fatigue during an emergency
 providing information to workers including tips for them to prevent and manage the risk
of fatigue.
Additional guidance on shift design is available from the Guide for Managing the Risk of
Fatigue at Work (WorkSafe NZ).

4.6.3 Job demands

Control measures to prevent or minimise the risk of fatigue associated with job demands
can include:
 ensuring fit-for-purpose plant, machinery and equipment is used at the workplace
 redesigning the job to limit periods of excessive mental or physical demands
 considering job rotation to limit a build-up of mental and physical fatigue
 developing contingency plans for potential situations where workers may have to
unexpectedly work longer hours, more shifts or a long sequence of shifts
 planning for expected changes in work flow including anticipated peaks and troughs
throughout the year.

4.6.4 Environmental conditions

Control measures to prevent or minimise the risk of fatigue associated with environment
conditions can include:
 avoid working during periods of extreme temperature or minimise exposure time
through job rotation
 provide a cool area where workers can take a rest break and rehydrate in hot work
environments
 provide adequate facilities for rest and meal breaks
 consider the provision of Personal Project Equipment (PPE) such as cool vests during
hot summer months
 provide and maintain a workplace which is well lit, safe and secure.

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4.6.5 Non-work related factors

Workers have a duty to take reasonable care for their health and safety and this includes
enough sleep so they can arrive fit for work. The HSE Team undertake a range of
activities to support workers manage non-work related factors that may impact on fatigue.
These activities include:
 consulting workers about factors impacting on their personal fatigue levels
 providing education and awareness to workers on the risks associated with fatigue,
how it relates to their health and safety duties and strategies to manage their personal
fatigue risks
 establishing health and wellbeing programs to address risk factors associated with
fatigue.

4.7 Review requirements

Once control measures are implemented, managers should establish mechanisms to
monitor and review the controls, to ensure they continue to be effective in managing
fatigue. Consideration may be given to implementing trial periods for any new work
schedules and encouraging workers to provide feedback on their effectiveness.
Managers need to consider the risks associated with fatigue when determining the
frequency of reviews, with high-risk hazards needing more frequent assessments. Control
measures should also be reviewed when:
 there is any indication risks are not being controlled
 new tasks, equipment, procedures, rosters or schedules are introduced
 changes are proposed to the work environment, working hours, schedules and rosters
 there is an incident due to fatigue at the workplace
 new information regarding fatigue becomes available
 if a health and safety representative requests a review
 every two years.

4.8 Emergencies
4.8.1 Planning for an emergency
The nature of BKG Engineering’s business may expose workers to the effects of
emergency situations and as such, managers need to plan for the fatigue risks associated
with managing these events. This plan should be developed in consultation with workers
in their team, along with any other teams that may be involved in managing the event.

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The following should be considered when developing this plan:

 establishing an emergency team which considers the following:
- numbers of workers
- skill sets required
- duration workers are required per day
- regular rotation of worker to ensure adequate rest and recovery.
 whether people need to be sent home when an emergency is announced to allow
sufficient rest time prior to participating in the emergency roster
 whether backfilling arrangements are required for workers that form part of the
emergency team
 any transportation requirements, particularly supporting workers to return home
following periods of extended work or work that is physically or mentally demanding
 whether facilities should be provided to allow workers to rest or sleep.

4.8.2 Management of fatigue during an emergency

At the beginning of an emergency the manager should review their emergency plan with
the team to ensure that it will effectively manage the fatigue risk factors associated with
the emergency. Consideration will also need to be given to the workers who will undertake
the roles identified in the emergency roster and whether any workers need to be sent
home to participate in the roster at a later time.
In addition, during the emergency the manager should:
 monitor how effective the emergency plan and roster is at managing fatigue levels
 ensure workers participating in the emergency have sufficient food and water to
sustain them during the emergency
 instruct workers to take rest breaks during periods where critical work is not required
 ensure workers are not placing themselves at increased risk of injury due to fatigue
levels
 encourage workers to speak up about their fatigue levels if they believe there is a risk
to the safety of themselves or others
 arrange for alternative methods of transport home for workers at increased risk of
injury due to fatigue levels.

4.9 Driving and travel

Fatigue slows a driver’s reaction time and affects their scanning ability and information
processing skills. Driving between the hours of midnight to dawn is especially dangerous,
and night shift workers should consider these increased dangers when driving during
these times.

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Workers driving vehicles to and from work or for long periods of their working day should:
 plan any driving or travel well in advance
 avoid driving after being awake for a continuous period of 17 hours
 avoid driving if they have not accumulated more than five hours sleep in the previous
24 hours or 12 hours sleep in the previous 48 hours
 avoid driving for more than 6-7 hours in any one day
 ensure adequate sleep the night before a long journey
 share driving where possible
 take a rest break from driving of at least 10 minutes every two hours or more
frequently if feeling tired
 if concerned about the fatigue risks, consider arranging an alternative method of
transport and/or accommodation.
Where work duration reaches 15 hours (including travel time), a worker is to be provided
with transport for the return journey to their home, or provided with a suitable place for
sleep or rest prior to driving home. Note that manager approval is required prior to any
workers undertaking this duration of work.
In addition, WorkSafe NZ provides the following tips to manage fatigue when driving:
 avoid driving when you are tired
 avoid using the heater as it can make you feel drowsy. In cool conditions direct
warmth to your feet, and open the window a little to allow fresh air on your face
 keep your mind active by listening to the radio while driving
 share the drive with other people.
It is important to note that these methods only have an effect for approximately 15
minutes. Therefore, whenever a worker is driving a vehicle and begins to feel fatigued or
consider that they are at risk of falling asleep, turning up the radio or relying on cold air
should only be used as a method to stay awake until they find a safe place to pull over
and rest.

5. Training
All BKG Engineering workers are required to participate in awareness training on the risks
associated with fatigue and the strategies they may implement to address these risks.

6. Monitoring and audit

The application of this procedure shall be audited in accordance with the BKG Integrated
Health and Safety Management System, however no personal information will be provided
to auditors without appropriate authority.
Trend analysis may be reported to management in accordance with the BKG Engineering
Integrated Health and Safety Management System.

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7. Record keeping
All records are to be retained, archived and disposed of in accordance with the
Privacy Act 1993 No 28 (as at 17 January 2019 ... - NZ Legislation)
Additional guidance regarding mandatory record keeping requirements is provided in the
WHS Record Keeping Matrix.
All risk assessments completed to identify and manage fatigue must be stored in company
archives and be accessible to all workers covered by the risk assessment.

8. References
8.1 Legislation and other requirements
Description Status Location
Privacy Act 1993 No 28 (as at 17 January Active [Link]
2019 – NZ /act/public/1993/0028/latest/
[Link]
Quick Guide for Managing the Risk of Active [Link]
Fatigue at Work ) ads/WKS-5-work-related-
health-fatigue-quick-
[Link]
Health Safety at Work Act 2015 (HSWA Active [Link]
2015) /act/public/2015/0070/55.0/D
[Link]
Health and Safety at Work (General Risk Active [Link]
and Workplace Management)Regulations /regulation/public/2016/0013/l
2016 atest/[Link]

9. Definitions
Term Definitions
Emergency A situation or occurrence that happens as a consequence of an incident
and demands immediate action.
Fatigue A state of mental and/or physical exhaustion which reduces a person’s
ability to perform work safely and effectively.
Fit for work A person is in a state (physical, mental and emotional) that enables them
to perform assigned tasks safely, competently and in a manner that does
not threaten or compromise the safety or health of themselves or others.
Fit4Work A program that establishes and implements initiatives to address potential
Program risk factors that may cause the impairment of a worker. This includes
initiatives such as alcohol and drug monitoring, along with stress and
fatigue management strategies.
Hazard A situation that has the potential to harm a person and/or the environment
and/or damage property.
Incident An event or circumstance that could have or did lead to unintended and/or
unnecessary harm to a person and/or loss or damage or adverse

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Term Definitions
consequences. This definition of an incident includes near misses.
Supervisor A Supervisor is a person with day-to-day supervisory responsibilities for
workers within a functional area of the business. A Supervisor includes,
but is not limited to, Team Leaders, Coordinators or nominees authorised
by BKG Management. A Supervisor is also considered a worker, but has
additional responsibilities for the implementation of the BKG HS
Management System as identified in the HS Management System and/or
position description.
Manager A person with the responsibilities for managing a functional area of the
business including the workers within the relevant functional area. This
includes, but is not limited to, Level 3 Managers, General Managers and
Project Managers. A manager is also considered a worker, however
managers may have additional responsibilities for implementation of the
WHS Management System as well as any additional responsibilities as an
officer of the business.
Risk Risk is the likelihood and consequence of injury or harm occurring when
exposed to a hazard.
Risk control Means taking action to eliminate health and safety risks so far as is
reasonably practicable, and if that is not possible, minimising the risks so
far as is reasonably practicable. Eliminating a hazard will also eliminate
any risks associated with that hazard.
Worker Worker means a person who carries out work in any capacity for BKG
Engineering, including work as:
 a worker
 a contractor or subcontractor
 a worker of a contractor or subcontractor
 a worker of a labour hire company who has been assigned to work at
BKG Engineering
 an outworker
 an apprentice or trainee
 a student gaining work experience
 a volunteer
 a worker of a prescribed class.
Workplace A place where work is carried out by BKG Engineering and includes any
place where a worker goes, or is likely to be, while at work. This includes
a vehicle, vessel or other mobile structure.

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Appendix A – Fatigue risk controls

The following table is an extract from the Guide for Managing the Risk of Fatigue at Work. It provides additional guidance and support on
the identification of risk controls that may be utilised when managing risks associated with fatigue.
Step 1: Hazard identification Step 2: Risk Assessment Step 3 Risk Control
Identify potential hazards and risks at the To assist risk assessment, a general level of risk for each hazard is indicated Where a hazard is assessed as medium/higher risk,
workplace. Examples of some factors that along arrow guides. In assessing risk, consider interaction between hazard factors consider implementing control measures, such as those
contribute to fatigue are listed below. that could influence the level of risk. Also take into account specific outlined in section 2 of this code.
Consider these factors in the context of workplace/industry circumstances that may influence it.
your specific workplace or industry.

Factors that contribute to fatigue General risk indicator for factors that contribute to fatigue Control measures
Work scheduling and planning The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
hours
measures may include:
 Average weekly hours (other than project 44-48 hours 52 hours 56 hours (working  Scheduling safety critical work outside low body clock
work) (working week) (working week) week) periods (i.e. between 2am and 6am)
 Total hours over a three month period 676 working  Structure shifts and work plans so that demands are
(other than project work) hours highest towards the middle of the shift and decrease
towards the end
 Maximum permitted daily work hours 10 working hours 12 working  Designing working hours to provide for adequate sleep
hours opportunity (considering time for eating, washing, personal
commitments etc.)
 Maximum permitted daily work hours and 12 working 15 working hours  Personnel must not be working alone when working
work-related travel, including commute hours maximum permissible hours
 Maximum permitted continuous work 10 continuous 13 continuous 14 continuous days  Managers approval will be required for work >14
days days days consecutive days
 Scheduling of work Regular, Irregular and unpredictable hours, short  Monitor actual time worked against the allocated roster and
predictable hours notice of schedule, extended overtime, identify if excessive hours are being worked
on call across shift cycle

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Factors that contribute to fatigue General risk indicator for factors that contribute to fatigue Control measures
Shift work Additional control measures should be implemented for
Lower Risk Higher risk special work arrangements and include:

 Length of shift (other than project work) 10 hours 14 hours  Considering sleep opportunity and recovery in instances
where workers are required to work on call after a normal
shift or on days off
 Time of Shift Day Shift Afternoon shift Night shift  Avoiding quick shift changeovers such as finishing at 11am
and starting again at 7am
 Speed and direction of shift Forward rotation Backward Slower rotation (i.e.  Using forward rotation roster systems (day-evening-night)
(morning/afternoon/night) rotation (night / weekly / 3-4 weekly
evening / rotation)
morning)
 Split shifts and variable shifts 14 hour period  Allocating shift and night workers consecutive days off to
allow for at least two full nights rest including some
weekends
Night work The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
measures may include:
 Shift end (for those working eight hours After 10pm and  Planning into work schedules enough workers and other
or more between 10pm and 6am) before 6am resources to do the job without placing excessive demands
on workers
 Sequential night shifts 8 hours 10 hours 12 hours  Keeping sequential night shifts to a minimum
6 or more 8 hour shifts  Avoiding overtime allocations after afternoon or night shifts
5 or more 10 hour shifts
4 or more 12 hour shifts

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Factors that contribute to fatigue General risk indicator for factors that contribute to fatigue Control measures
Breaks The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
measures may include:
Frequency of breaks during work Adequate and Infrequent or no breaks  Ensuring workers have and take adequate and regular
regular breaks breaks so that they can rest, eat and rehydrate
 Recovery time/sleep opportunity Adequate time for sleep, travel, Inadequate time for sleep, travel, meals  Including rest periods in the work schedule and allowing
between work periods meals, etc. etc. time for controlled sleeping and napping if necessary
 Designing working hours and rosters to allow for good
quality sleep and enough recovery time between work days
or shifts for travelling, eating, washing and sleeping
Job demands The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
measures may include:
 Repetition (physical and/or mental) Varying task Highly repetitive work and or high  Install fit for purpose plant machinery and equipment for
demands concentration work, with high demands use at the workplace
over an extended period of time
 Physical Minimal Highly physically demanding work that  Redesign jobs to limit periods of excessive mental or
physically results in muscle fatigue physical demands
demanding
 Mental work  Introduce job rotation to limit build-up of mental and
physical fatigue
Environmental conditions The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
measures may include:
 Exposure to hazardous substances and Hazardous substances, low risk For hazardous substances, high risk  Avoid working during periods of extreme temperature
atmospheric contaminants calculated using relevant exposure calculated using relevant exposure  Install heating devices in cold work environments or
standard standard provide access to cooled areas
 Install fit for purpose machinery (low noise)
 Exposure to noise - exposure for short duration - exposure for long duration  Install cooling devices in hot work environments like truck
- low noise levels - high noise levels cabins and ensure shelters for shade are available in hot
work environments
 Exposure to extreme temperatures Short period of exposure Long period of exposure
 Install adjustable, low vibration seats in appropriate
 Exposure to vibration Short period of exposure Long period of exposure machinery and vehicles and provide low vibration hand

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 BKG Safety - Procedure
HSMS - Fatigue Management

Factors that contribute to fatigue General risk indicator for factors that contribute to fatigue Control measures
held equipment
 Taking reasonable steps to ensure the workplace and
surroundings are well lit, safe and secure
Individual and lifestyle The most appropriate control measures should be
Lower Risk Higher risk implemented for the identified risk factor. Control
measures may include:
 Sleep (amount and quality) Night sleep Day sleep  Consulting with workers and designing shift rosters that
8 hours sleep in 24 hours 6 hours sleep in 24 hours enable workers to meet work and personal commitments

 Health and wellbeing Poor diet Recent  Developing a fitness for work policy and consider
illness/injury implementing health and fitness programs
 Social life Influence of alcohol 
drugs or amount of
sleep
 Family responsibilities Adequate time to fulfil family Inadequate time to fulfil family 
responsibilities responsibilities
 Other work commitments (for example No other work Additional work commitments
having a second job) commitments (second job)

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