Expo 2030 Riyadh KAFD Building 1.10, Floor 17 KAFD City Riyadh 12512 Saudi Arabia MAIL TYPE Workflow Transmittal MAIL NUMBER BECHTEL-WTRAN-017725 REFERENCE NUMBER BECHTEL-WTRAN-017725 Final (WF-016769) ABD-0062-HSW-PLN-00019 Fatigue and Mental Health Management Plan From Mr Mahmoud Bayoumy - Bechtel Global To (5) Cc (3) Sent Thursday, 13 August 2026 7:14:18 PM AST (GMT +03:00) Status N/A Mahmoud Bayoumy Final (WF-016769) ABD-0062-HSW-PLN-00019 Fatigue an... 13/08/2026 BECHTEL GLOBAL WORKFLOW TRANSMITTAL BECHTEL-WTRAN-017725 Mr Mohamed Favas - Abyatona Development Company (+4 more...) Ms Noura AlSaweed - Expo Riyadh Company (+2 more...) DOCUMENT ATTACHMENTS (2) ( 0 selected) File Document No Revision Revision Date Title Status ABD-0062-HSW-CRS-00036 02 06/08/2026 Fatigue and Mental Health Management Plan A - Approved ABD-0062-HSW-PLN-00019 02 06/08/2026 Fatigue and Mental Health Management Plan A - Approved MESSAGE Workflow Review History The attached documents have completed the "ABD-0062-HSW-PLN-00019 Fatigue and Mental Health Management Plan" workflow with the following results : This transmittal was automatically generated. Doc No Step Participant Review Outcome Comments ABD-0062-HSW-CRS- 00036 PMC DCC Review M Bayoumy A - Work May Proceed ABD-0062-HSW-PLN- 00019 PMC DCC Review M Bayoumy A - Work May Proceed Design & Build of ERC Headquarter Complex (I.CP.20) Fatigue and Mental Health Management Plan Docume n t No: ABD-0062-HSW-PLN-0001 9 Document Revision: 02 Document Revision Date:06/08/2026 Revision History Revision Code Description of Changes Purpose of issue Submission Date 01 Prepared By Approved By Reviewed by Name Signatures For Approval Ahmad Obeidat Project Manager Job Title HSE Manager Eleumar Carmona Project Manager Ahmad Obeidat 21 /0 7 /20 26 For Approval 06/08/2026 02 Page 1 | 2 Revision No. 0 2 Document No .:ABD-0062-HSW-PLN-00019 Document Name: F atigue and Mental Health Management Plan EXPO 2030 RIYADH COMPANY Fatigue and Mental Health Management Plan Page 2 of 27 Table of Contents 1 PURPOSE ................................ ................................ ................................ ................................ ....... 5 2 SCOPE ................................ ................................ ................................ ................................ ........... 5 3 OBJECTIVES ................................ ................................ ................................ ................................ ... 5 4 REFERENCES ................................ ................................ ................................ ................................ .. 5 5 DEFINITIONS ................................ ................................ ................................ ................................ 6 6 ROLES AND RESPONSIBILITIES ................................ ................................ ................................ ........ 6 6.1 Project Director ................................ ................................ ................................ ................................ ........ 6 6.2 Project Manager ................................ ................................ ................................ ................................ ...... 6 6.3 Construction Manager ................................ ................................ ................................ ............................. 6 6.4 HSE Manager ................................ ................................ ................................ ................................ ........... 7 6.5 Safety Officers ................................ ................................ ................................ ................................ .......... 7 6.6 HR Manager ................................ ................................ ................................ ................................ ............. 7 6.7 Medical Staff ................................ ................................ ................................ ................................ ............ 7 6.8 Supervisors ................................ ................................ ................................ ................................ ............... 7 6.9 Employees ................................ ................................ ................................ ................................ ................ 7 6.10 Subcontractors ................................ ................................ ................................ ................................ ....... 7 7 FATIGUE MANAGEMENT ................................ ................................ ................................ ................ 7 7.1 Definition of Fatigue ................................ ................................ ................................ ................................ 7 7.2 Causes of Fatigue in Construction ................................ ................................ ................................ ........... 8 7.3 Work Related Cause of Fatigue ................................ ................................ ................................ ............... 8 7.4 Non - Work - Related Cause of Fatigue ................................ ................................ ................................ ....... 9 7.5 Acute Fatig ue ................................ ................................ ................................ ................................ ......... 11 7.6 Physical and Mental Fatigue ................................ ................................ ................................ .................. 11 7.7 Driver and Plant Operator related Fatigue ................................ ................................ ............................ 11 7.7 Signs and Symptoms of Fatigue ................................ ................................ ................................ ............. 13 Physical Signs ................................ ................................ ................................ ................................ ............... 13 Mental and Cognitive Signs ................................ ................................ ................................ ......................... 13 Behavioral Signs ................................ ................................ ................................ ................................ ........... 14 Safety - Related Indicators ................................ ................................ ................................ ............................. 14 Supervisor Responsibilities ................................ ................................ ................................ .......................... 14 Employee Responsibilities ................................ ................................ ................................ ........................... 15 8 FATIGUE RISK MANAGEMENT ................................ ................................ ................................ ...... 15 Identif ication: ................................ ................................ ................................ ................................ ............... 15 Assessment: ................................ ................................ ................................ ................................ ................. 15 Control: ................................ ................................ ................................ ................................ ........................ 15 Monitoring: ................................ ................................ ................................ ................................ .................. 15 Review: ................................ ................................ ................................ ................................ ........................ 15 Fatigue and Mental Health Management Plan Page 3 of 27 9 WORKING HOURS AND REST PERIODS ................................ ................................ .......................... 15 10 FATIGUE TRIGGER POINTS ................................ ................................ ................................ .......... 17 11 FATIGUE CONTROL MEASURES ................................ ................................ ................................ ... 17 12 RAMADAN FATIGUE MANAGEMENT ................................ ................................ ........................... 18 Ramadan Fatigue and Health Consideration ................................ ................................ ............................... 18 Precautionary Measures for Workers During Ramadan ................................ ................................ .............. 18 Driving and Vehicle Safety Du ring Ramadan ................................ ................................ ............................... 19 Hierarchy of Controls for Fatigue Risk Management ................................ ................................ .................. 19 Supervisory Responsibilities During Ramadan ................................ ................................ ................... 19 Schedule and Duty Roaster ................................ ................................ ................................ .......................... 20 Normal Working Days: ................................ ................................ ................................ ................................ 20 Summer Working Hours: ................................ ................................ ................................ ............................. 20 Ramadan Working Hours: ................................ ................................ ................................ ............................ 20 13 MENTAL HEALTH AND WELLBEING ................................ ................................ ............................. 20 13 .1 Mental Health Policy ................................ ................................ ................................ ............................ 20 13.2 Promoting Psychological Wellbeing ................................ ................................ ................................ .... 20 13.3 Reducing Stigma ................................ ................................ ................................ ................................ .. 21 13.4 Employee Support and Engagement ................................ ................................ ................................ ... 21 13.5 Awareness Campaigns ................................ ................................ ................................ ......................... 21 13.6 Worker Wellbeing Program ................................ ................................ ................................ ................. 21 14 STRESS RISK ASSESSMENT ................................ ................................ ................................ .......... 21 15 MENTAL HEALTH CONTROL MEASURES ................................ ................................ ....................... 22 16 TRAINING AND AWARENESS ................................ ................................ ................................ ...... 22 Supervisor Trainings and Fatigue Monitoring ................................ ................................ .................. 22 17 INCIDENT REPORTING ................................ ................................ ................................ ................ 23 Reporting Timeline Summary ................................ ................................ ................................ .......... 23 18 EMERGENCY ARRANGEMENTS ................................ ................................ ................................ ... 23 Emergency Response for Fatig ue Related Incidents ................................ ................................ ................... 23 19 MONITORING AND INSPECTION ................................ ................................ ................................ 24 20 KEY PERFORMANCE INDICATORS ................................ ................................ ................................ 24 21 RECORD KEEPING ................................ ................................ ................................ ...................... 25 22 APPENDICES ................................ ................................ ................................ .............................. 25 Appendix A – Fatigue Self - Assessment Checklist ................................ ................................ ........................ 25 Appendix B – Supervisor Fatigue Observation Checklist ................................ ................................ ............. 26 Appendix C – Mental Health Concern Reporting Form ................................ ................................ ............... 26 Appendix D – Employee Wellbeing Survey ................................ ................................ ................................ .. 26 Appendix E – Toolbox Talk Attendance Record ................................ ................................ ........................... 26 Appendix F – Working Hours and Overtime Register ................................ ................................ .................. 27 Fatigue and Mental Health Management Plan Page 4 of 27 Appendix G – Fatigue Risk Assessment ................................ ................................ ................................ ....... 27 Fatigue and Mental Health Management Plan Page 5 of 27 1 PURPOSE Th e purpose of this procedure is to establish the minimum requ irements for the prevention, control, and management of Fatigue and Mental Health risk across the abyatona project activities. It aims to minimize fatigue - related risks to personnel engaged in construction, plant operations, driving, supervision, day shift , night shift, Ramadan working arrangements and support functions within active work zones. This procedure defines practical precautions and control strategies aligned with the nature of site operations, including extended working hours, plant and equipmen t use, night works, and environmental conditions. It adopts a structured risk management approach based on workforce consultation, supervision, and continuous monitoring to ensure fatigue hazards are identified, assessed, and effectively controlled. Fatigu e and poor mental health are recognized hazards in the construction industry that can impair judgement, reaction time and physical coordination, increasing the likelihood of incidents, injuries and long - term ill health. 2 SCOPE This Plan applies to ABYATO NA, all subcontractors, labor suppliers, vendors, visitors, and any other personnel engaged in project activities. It covers all project locations, including site offices, temporary facilities, welfare areas, storage yards, access routes, and active work a reas. The requirements of this Plan are applicable throughout the entire project lifecycle, including design, mobilization, construction, testing and commissioning, demobilization, and handover. It applies to all employees, managers, supervisors, engineers , operators, drivers, and workers performing safety - critical, physically demanding, or routine work activities. The Plan also remains applicable to all working arrangements, including day shifts, night shifts, overtime, and Ramadan working hours, ensuring consistent implementation of health, safety, and wellbeing requirements across all phases of the project. 3 OBJECTIVES The objectives of this Plan are to: • Prevent fatigue related incidents, injuries and near misses on the project. • Establish clear limits on working hours, shift patterns and rest periods. • Identify fatigue trigger points and ensure timely intervention before harm occurs. • Promote positive mental health and psychological wellbeing across the workforce. • Reduce stigma associated with reporting fat igue or mental health concerns. • Provide a confidential and supportive route for workers to raise concerns. • Ensure compliance with the ERCSM, Saudi Labour Law • Build management and worker competence through targeted training and awareness. 4 REFERENCES This Plan has been developed with reference to: • Expo Riyadh Construction Safety Manual (ERCSM). • Saudi Labour Law (Royal Decree No. M/51) and its Implementing Regulations. • ABYATONA Health and safety plan Fatigue and Mental Health Management Plan Page 6 of 27 5 DEFINITIONS Term Definition Fatigue A state of ph ysical and/or mental exhaustion that reduces a person's ability to perform work safely and effectively, caused by prolonged physical or mental exertion, insufficient rest, or sleep loss. Mental Health A state of psychological wellbeing in which an individ ual is able to cope with the normal stresses of life and work, function productively, and contribute to their community. Wellbeing The overall physical, mental and social condition of an individual, encompassing health, happiness and quality of life. Str ess The adverse reaction a person has to excessive pressures or demands placed upon them at work or in their personal life. Shift Work Any work schedule that falls outside standard daytime working hours, including night shifts, rotating shifts and extende d shifts. Fatigue Risk The likelihood that fatigue will impair a worker's performance to a degree that increases the risk of error, incident or injury. Trigger Point A pre - defined condition or threshold which, when reached, requires activation of specifi c fatigue or mental health management controls. Rest Break A period of time free from work duties, allowing a worker to recover physically and mentally. Working Hours The total time a worker is engaged in work activities, including overtime, travel time where applicable, and standby duties. Circadian Rhythm The natural, internal 24 - hour biological cycle that regulates sleep - wake patterns and alertness levels. 6 ROLES AND RESPONSIBILITIES Effective fatigue and mental health management requires clear owne rship at every level of the project organization . Responsibilities are outlined below. 6.1 Project Director • Provide visible leadership and ensure adequate resources are allocated to implement this Plan. • Ensure fatigue and mental health risks are considered in overall project planning and scheduling. • Review Plan performance through project HSE forums. 6.2 Project Manager • Ensure the Plan is implemented across all project activities and subcontractors. • Approve working hour schedules, shift patterns and overtim e arrangements. • Ensure adequate staffing levels to avoid excessive workload and fatigue. 6.3 Construction Manager • Plan and sequence construction activities to minimize excessive or consecutive shift working. • Ensure supervisors are briefed on fatigue trigge r points and control measures. • Escalate resourcing or program issues that may create fatigue risk. Fatigue and Mental Health Management Plan Page 7 of 27 6 .4 HSE Manager • Own and maintain this Plan, ensuring it remains current and effective. • Coordinate fatigue and stress risk assessments across the project. • Re port on fatigue and mental health KPIs to project leadership. • Liaise with medical/occupational health personnel on referrals and controls. 6.5 Safety Officers • Conduct site inspections and fatigue observation checks. • Deliver toolbox talks and awareness sess ions on fatigue and mental health. • Support investigation of fatigue - related incidents and near misses. 6.6 HR Manager • Monitor working hours, overtime and rest day compliance in line with Saudi Labour Law. • Maintain attendance, leave and working hours record s. • Coordinate Employee Assistance Program (EAP) arrangements, where available. • Support return - to - work processes for employees affected by fatigue or mental health concerns. 6.7 Medical Staff • Conduct fitness - for - work assessments where fatigue or mental hea lth concerns are raised. • Provide first - line advice and referral for workers reporting fatigue or stress symptoms. • Maintain confidential medical records in accordance with company policy. 6.8 Supervisors • Monitor workers under their supervision for visible s igns of fatigue or distress. • Enforce rest breaks, shift limits and rotation arrangements. • Report fatigue concerns, near misses and trigger point activations without delay. • Foster an open, non - judgmental environment where workers feel able to speak up. 6.9 Employees • Arrive fit for work, having taken reasonable steps to obtain adequate rest. • Report to their supervisor if they feel too fatigued or unwell to work safely. • Disclose the use of medication or health conditions that may affect alertness, where releva nt. • Participate in fatigue and mental health training and awareness activities. 6.10 Subcontractors • Comply fully with this Plan and the working hour limits it establishes. • Provide working hour and overtime records for their workforce upon request. • Ensure t heir supervisors are trained to recognize and respond to fatigue and mental health concerns. 7 FATIGUE MANAGEMENT 7.1 Definition of Fatigue Fatigue is a state of physical and/or mental exhaustion that reduces a worker's ability to perform tasks safely, accurately and efficiently. It develops progressively and, if unmanaged, significantly increases the likelihood of errors, near misses and incidents. Fatigue and Mental Health Management Plan Page 8 of 27 7.2 Causes of Fatigue in Construction Construction work is inherently demanding, combining physical exerti on, environmental exposure and, at times, irregular working hours. Common causes on this project include extended and consecutive shifts, inadequate rest between shifts, heat stress, manual handling, driving duties and high workloads. 7.3 Work Related Caus e of Fatigue Work - related fatigue is caused by factors within the work environment, the nature of the work being performed, and the way work is organized . On construction projects, fatigue can develop when workers are exposed to prolonged physical or menta l demands without sufficient opportunity for recovery. If these factors are not effectively managed, fatigue can impair performance, increase the likelihood of human error, and significantly elevate the risk of incidents, injuries, equipment damage, and re duced productivity. The following work - related factors are recognized as common causes of fatigue on the project: Long Working Hours Extended working hours, overtime, and consecutive shifts reduce the time available for adequate rest and recovery. Prolonge d periods of work increase physical and mental exhaustion, particularly when undertaken over several consecutive days. Shift Work and Night Wor k Night shifts and rotating shift patterns can disrupt the body's natural circadian rhythm, reducing sleep qualit y and increasing drowsiness during working hours. Workers on night shifts may experience slower reaction times, reduced alertness, and impaired decision - making. Insufficient Rest Breaks Failure to provide suitable rest breaks during working hours or inadeq uate recovery periods between shifts can result in cumulative fatigue. Regular breaks are essential to restore concentration, reduce physical strain, and maintain safe performance. Physically Demanding Work Construction activities frequently involve manual handling, lifting, carrying materials, repetitive movements, climbing, prolonged standing, awkward postures, and operation of vibrating equipment. These activities contribute to physical fatigue, particularly during extended work periods. Mentally Demandi ng Tasks Activities requiring sustained concentration, complex decision - making, continuous monitoring, or high levels of responsibility can lead to mental fatigue. Examples include crane operations, lifting supervision, driving, work at height, permit cont rol, traffic management, and safety - critical inspections. Heat Stress and Environmental Conditions Working in high temperatures, direct sunlight, high humidity, dusty environments, excessive noise, poor ventilation, and adverse weather conditions increases the body's physical workload and accelerates fatigue. Dehydration associated with hot weather further reduces physical and cognitive performance. Repetitive or Monotonous Work Tasks involving repetitive movements or prolonged monitoring without variation may reduce alertness and increase the risk of lapses in attention, particularly during long shifts or night work. High Workload and Time Pressure Fatigue and Mental Health Management Plan Page 9 of 27 Unrealistic schedules, production pressures, insufficient staffing, emergency work, and compressed program can increase stress and physical demands, leading to fatigue and reduced attention to safe work practices. Driving and Plant Operation Extended periods of driving, operating heavy machinery, or continuous equipment monitoring require sustained concentration a nd can result in reduced alertness, slower reaction times, and increased risk of collisions or operational errors. Poor Workplace Conditions Inadequate lighting, excessive noise, vibration, uncomfortable workstations, restricted workspaces, poor housekeepi ng, and insufficient welfare facilities can contribute to worker discomfort, increase physical effort, and accelerate fatigue. Management of Work - Related Fatigue To minimize fatigue arising from work - related factors, ABYATONA shall implement the following controls: • Plan work schedules to minimize excessive working hours and consecutive shifts. • Ensure compliance with legal working hour limits and project - specific fatigue management requirements. • Provide adequate meal breaks, hydration breaks, and recovery pe riods during and between shifts. • Rotate workers performing physically demanding or repetitive tasks where practicable. • Schedule high - risk and safety - critical work during periods when workers are most alert. • Implement heat stress management measures, includ ing work - rest regimes, shaded rest areas, hydration, and electrolyte replacement where required. • Ensure adequate lighting for night work and enclosed work areas. • Monitor overtime and cumulative hours worked by employees and subcontractors. • Encourage worker s to report fatigue without fear of disciplinary action. • Conduct regular fatigue awareness training and toolbox talks. • Supervisors shall continuously monitor personnel for signs of fatigue and immediately intervene where fatigue may compromise health and s afety. • Workers identified as fatigued shall be provided with appropriate rest, reassigned to lower - risk duties, or removed from work until they are fit to safely resume their duties. 7. 4 Non - Work - Related Cause of Fatigue Non - work - related fatigue arises fro m factors outside the workplace that reduce a person's ability to obtain sufficient restorative sleep or recover adequately between work shifts. Although these factors are not directly controlled by the employer, they can significantly affect a worker's fi tness for duty and ability to perform work safely. Employees have a responsibility to manage personal factors that may contribute to fatigue and to report when they are not fit for work. Common non - work - related causes of fatigue include the following: Inad equate Sleep Obtaining insufficient or poor - quality sleep is one of the leading causes of fatigue. Most adults require approximately 7 to 9 hours of quality sleep each day. Sleep deprivation reduces alertness, concentration, reaction time, memory, and deci sion - making ability. Sleep Disorders Fatigue and Mental Health Management Plan Page 10 of 27 Medical conditions such as insomnia, obstructive sleep apnoea, restless leg syndrome, and other sleep disorders can prevent restorative sleep, resulting in persistent daytime fatigue and reduced work performance. Family and Personal Responsibilities Caring for children, elderly family members, domestic responsibilities, family emergencies, or personal commitments may reduce the time available for adequate rest and recovery between work shifts. Lifestyle Choices Poor life style habits such as irregular sleeping patterns, excessive screen time before sleep, lack of physical activity, unhealthy diet, smoking, excessive caffeine intake, or alcohol consumption can negatively affect sleep quality and increase fatigue. Physical o r Mental Health Conditions Temporary illness, chronic medical conditions, emotional stress, anxiety, depression, and other health - related issues may contribute to physical or mental fatigue. Workers experiencing such conditions should seek appropriate medi cal advice and inform management if their condition affects their fitness for work. Medication Certain prescription and over - the - counter medications may cause drowsiness, dizziness, reduced alertness, or slower reaction times. Employees taking medication t hat may impair their ability to work safely shall notify their supervisor or occupational health representative before undertaking safety - critical duties. Long Commuting Time Extended daily travel between accommodation and the workplace reduces available r est time and may contribute to fatigue, particularly when combined with long working hours or night shifts. Financial or Personal Stress Financial concerns, relationship issues, significant life events, or other personal problems may disrupt sleep patterns , reduce concentration, and increase mental fatigue. Secondary Employment Employees undertaking additional employment or income - generating activities outside their primary work may not obtain sufficient rest between shifts, increasing the likelihood of cum ulative fatigue. Management of Non - Work - Related Fatigue Although non - work - related factors occur outside the workplace, ABYATONA recognizes that they may affect worker safety and therefore encourages all personnel to actively manage their personal wellbeing . The following measures shall be implemented: Employees shall ensure they obtain sufficient sleep and recovery before reporting for duty. • Workers shall report to work fit for duty and immediately notify their supervisor if they believe fatigue may affect their ability to work safely. • Employees taking medication that may impair alertness or coordination shall inform their supervisor before commencing work. • Workers shall maintain healthy lifestyle practices, including adequate sleep, balanced nutrition, regu lar hydration, and appropriate physical activity. • Personnel shall avoid excessive alcohol consumption or any substance that may impair their ability to work safely. Fatigue and Mental Health Management Plan Page 11 of 27 • Supervisors shall monitor workers for signs of fatigue regardless of whether the cause is w ork - related or non - work - related. • Workers identified as unfit due to fatigue shall not be assigned to safety - critical tasks until they have adequately recovered. • Where appropriate, workers may be referred to occupational health services or medical professio nals for assessment and advice. • Fatigue awareness training and toolbox talks shall include guidance on personal fatigue management, healthy sleep habits, hydration, nutrition, and maintaining fitness for work. 7. 5 Acute Fatigue Acute fatigue is a short - ter m state of physical and/or mental exhaustion that develops over a relatively short period, usually after extended work, inadequate sleep, intense physical activity, prolonged concentration, or exposure to demanding environmental conditions. It reduces a pe rson's ability to perform work safely and efficiently by impairing alertness, concentration, reaction time, judgment, decision - making, coordination, and overall performance. Although acute fatigue is generally temporary and can be relieved by adequate rest and sleep, it presents a significant safety risk if not identified and managed promptly. On construction projects, acute fatigue may result from long working hours, overtime, consecutive shifts, night work, physically demanding tasks, exposure to high tem peratures, dehydration, noise, vibration, poor lighting, mentally demanding activities, stressful work environments, or insufficient recovery between shifts. Workers performing safety - critical activities, such as work at height, lifting operations, excavat ion, confined space entry, operation of heavy machinery, driving, and electrical work, are particularly vulnerable to the effects of acute fatigue. 7. 6 Physical and Mental Fatigue Fatigue may be physical, resulting from sustained exertion, heat exposure or repetitive manual tasks, or mental, resulting from prolonged concentration, decision - making under pressure, or sleep deprivation. Both forms can occur together and compound one another, and both are addressed within this Plan. 7.7 Driver and Plant Operato r related Fatigue Driving and the operation of mobile plant are safety - critical activities that require continuous alertness, concentration, sound judgment, and quick reaction times. Fatigue can significantly impair a driver's or operator's ability to safe ly control vehicles and equipment, increasing the risk of collisions, rollovers, striking pedestrians, equipment damage, and serious injuries. Fatigue risks are further increased during night shifts, when the body's natural circadian rhythm promotes sleep and reduces alertness. ABYATONA shall implement the following controls to effectively manage driver and operator fatigue. Scheduling Controls The following scheduling controls shall be implemented to reduce fatigue - related risks: • Working hours shall compl y with the project Fatigue Management Plan and applicable legal requirements. • Minimize night driving and plant operation where reasonably practicable. • Avoid scheduling departures before 05:00 hours unless operationally necessary. • Plan journeys and work act ivities to include adequate rest breaks. • Break long journeys into shorter driving periods to reduce continuous driving time. • Develop realistic work schedules in consultation with drivers and supervisors. • Allow flexibility within schedules to accommodate tr affic delays, weather conditions, and other unforeseen circumstances. Fatigue and Mental Health Management Plan Page 12 of 27 • Prevent drivers and operators from rushing to complete tasks due to unrealistic production targets or time pressure. • Monitor cumulative working hours, overtime, and consecutive shifts to prevent fatigue. Fatigue Management During Night Shifts Night shift work presents a higher risk of fatigue because it disrupts the body's natural sleep cycle. Additional controls shall therefore be implemented for personnel required to drive vehicles or o perate plant during night shifts. The following measures shall apply: • Night shift duties shall only be assigned to personnel who are fit for work and adequately rested. • Drivers and operators shall obtain sufficient sleep before commencing a night shift. • Ad equate lighting shall be provided on haul roads, access routes, work areas, and plant operating zones. • Additional rest breaks shall be provided during extended night shifts or when signs of fatigue are observed. • Supervisors shall closely monitor workers fo r signs of drowsiness, reduced alertness, slow reaction times, and decreased concentration. • Where practicable, high - risk driving activities and complex lifting or plant operations shall be scheduled during periods of higher alertness. • Workers shall immedia tely stop driving or operating plant if they experience microsleeps, excessive yawning, blurred vision, or difficulty concentrating and report to their supervisor. • Workers shall not be permitted to continue driving or operating equipment if fatigue present s a safety risk. • Appropriate welfare facilities shall be available to support recovery during scheduled breaks. Shift Transition Controls Shift changes can disrupt normal sleeping patterns and increase fatigue. The following controls shall be implemented: • Provide adequate recovery time between day and night shifts. • Allow sufficient time for workers to adapt when changing shift patterns. • Avoid frequent or irregular shift rotations where practicable. • Where rotating shifts are necessary, adopt a forward rotati on (Day → Evening → Night). • Monitor personnel during the first few shifts following a roster change. • Review and investigate instances where drivers or operators work outside planned schedules or exceed approved working hours. Roster Management Driver and o perator rosters shall be designed to maximize opportunities for quality sleep and recovery. The following requirements shall apply: • Apply consistent scheduling requirements to all drivers and operators, including subcontractors and relief personnel. • Mainta in regular and predictable roster patterns wherever practicable. • Limit consecutive night shifts where practicable to reduce cumulative fatigue. • Provide adequate recovery days following a series of night shifts. • Allow sufficient adaptation time following an nual leave, illness, or extended absence. Fatigue and Mental Health Management Plan Page 13 of 27 • Regularly review rosters to identify excessive working hours, overtime, or insufficient recovery periods. Driver and Operator Responsibilities Drivers and plant operators shall: • Report for duty fit for work and ade quately rested. • Conduct a self - assessment before commencing driving or operating plant. • Immediately report fatigue, illness, medication use, or any condition that may impair safe operation. • Comply with approved working hour limits and scheduled rest breaks • Stop driving or operating plant immediately if experiencing fatigue, drowsiness, reduced alertness, or impaired concentration. • Never operate vehicles or machinery while excessively fatigued or medically unfit. Supervisor Responsibilities Supervisors shal l: • Verify that drivers and operators are fit for duty before commencing work. • Monitor personnel throughout the shift, particularly during night work, for signs of fatigue. • Review driving hours, overtime, and shift schedules to prevent excessive fatigue. • En sure adequate rest breaks are provided and taken. • Remove fatigued personnel from driving or plant operation until they are fit to resume work. • Investigate fatigue - related incidents, near misses, or unsafe behaviors and implement corrective actions. 7. 7 Sig ns and Symptoms of Fatigue Fatigue can develop gradually or occur suddenly depending on the individual's workload, working hours, environmental conditions, health, and quality of rest. Early recognition of the signs and symptoms of fatigue is essential to prevent incidents, injuries, and reduced work performance. All employees and supervisors shall remain vigilant for signs of fatigue in themselves and others and take immediate action when fatigue is identified. The common signs and symptoms of fatigue incl ude, but are not limited to, the following: Physical Signs • Frequent yawning or difficulty keeping the eyes open. • Drowsiness or feeling unusually sleepy. • Slowed physical movements and reduced coordination. • Muscle weakness, aches, or stiffness. • Headaches or dizziness. • Blurred vision or difficulty focusing. • Frequent rubbing of the eyes or face. • Reduced hand - eye coordination. • Loss of balance or increased clumsiness. • General physical exhaustion and lack of energy. Mental and Cognitive Signs • Difficulty concentrat ing or maintaining attention. Fatigue and Mental Health Management Plan Page 14 of 27 • Reduced alertness and situational awareness. • Slower reaction times. • Poor memory or forgetfulness. • Difficulty making decisions. • Reduced problem - solving ability. • Confusion or difficulty understanding instructions. • Poor judgment and increased risk - taking behavior • Difficulty communicating clearly. Behavioral Signs • Irritability or sudden mood changes. • Reduced mo