Case study 2

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School

Dav Sr. Public School *

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Course

5886

Subject

Management

Date

Nov 24, 2024

Type

docx

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Uploaded by ProfessorKookaburaPerson919

Case study 2: Fatigue management The current Fatigue Management procedure states:  Where flights interstate are required for business purposes these must not be before 7am or after 6pm.  Employees may not drive for longer than 5 hours in a single day.  Employees may not work for more than 10 hours per day including travel time.  Employment Contracts defines ‘ordinary hours’ as being 38 hours per week between 7am and 6pm and no employee is permitted to work outside of these hours without prior consent from the Operations Manager.  Employees must take a 30 minute unpaid break away from their work stations. The consultant’s view of these restrictions include:  Flights from 7am from Melbourne mean that consultants cannot get to 9am meetings or even into the CBD of cities until after 9am and coupled with different time zones in Australia this will severely affect business relationships.  No flights after 6pm hinder work at the opposite end of the day, meaning that consultants must wrap up their work day by 3pm to make it back to airports Driving from Melbourne to country Victoria and back is longer than 5 hours and 5 hours is ridiculous for the same reasons listed above.  They have laughed at the 10 hour day suggesting that this is simply impossible. They have also said that prior to this procedure they managed their time effectively – if they were late home one night, they started late the next day or finished early the day before or after travel.  Having to get consent from the Operations Manager to work outside of the hours in the procedure is ridiculous and unrealistic. This suggests that the Operations Manager basically has control over their dairies and commissions.  The 30 minute lunch break is reasonable. Question In your group, research, discuss and agree on alternative arrangements for each of the stipulations in the procedure that the consultants have issues with. Ensure the alternative arrangements meet legislative requirements. Use the Risk Management Chart (shown below and provided separately as a template) in the Safe Work Model Code of Practice – Work Health and Safety Consultation, Cooperation and Coordination as a guide to assess the alternative arrangements. You must suggest a specific control measure for each hazard and provide the results in a similar table

Draft an email communication to the staff informing them of the alternative recommendations for the fatigue management procedure and the risk assessment that has been conducted. You must also inform them that they will be required to vote on the changes at the next staff meeting. Include a brief outline of the safety issue, who was involved in making the alternative recommendations and your contact details if they have questions. To: Employees Subject: Alternative suggestions for the risk assessment and fatigue management protocol. To All of You, The purpose of this email is to provide you with alternate tiredness recommendations. management process as well as the completed risk assessment. These are: Everyone at work has a responsibility to ensure their own and others' health and safety. There is no risk to one's health or safety at work from weariness. Fatigue isn't just brought on by Work-related activities: whatever a person does while awake has an impact on this. advising employees Employee consultation at every stage of the risk management procedure motivates everyone to collaborate to determine the risk factors for tiredness and put in place efficient preventative strategies. Additionally, consultation aids in increasing knowledge of the As far as is practically possible, workers and their health and safety representatives (if any) must be consulted when: • creating and arranging work schedules and rosters deciding how to control the dangers associated with weariness • putting forth modifications to work schedules, working hours, and processes • deciding whatever information and training on tiredness to provide. • after an event or "near miss" in which exhaustion had a role. More than twelve hours a day are worked by two consultants, which has to be handled. As you are expected to cast a vote on the modifications for greater flexibility at the following staff meeting working hours. You may reach me at 0451 000 111 at any time if you have any queries. Thanking you Mohammad Abdul Kareem

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