Fatigue management on domestic commercial vessels

Welcome to this AMSA audio brief about fatigue management on domestic commercial vessels. 

This episode we're talking about fatigue - what it is, why it matters, and how it can affect people working in the maritime industry. We’ll look at how fatigue contributes to incidents, and what vessel owners and operators need to do to manage fatigue risks effectively. We’ll also walk through practical steps you can take to assess fatigue risks and put controls in place that actually work on board.

Transcript

Speaker 0:00

Welcome to this AMSA audio brief about fatigue management on domestic commercial vessels webinar and Q&A session. Today we're going to talk about fatigue, what it is, why it matters, and how it can affect people working in the maritime industry. We'll look at how fatigue contributes to incidents and what vessel owners and operators need to do to manage fatigue risks effectively. We'll also walk through practical steps you can take to assess fatigue risks and put controls in place that actually work on board. Let's start with what fatigue really means. Fatigue isn't just feeling tired at the end of a long day. It affects how you think, how you make decisions, and how quickly you react. When someone is fatigued, their performance drops, even if they don't realize it. One thing that plays a big role is time of day. Our bodies run on a circadian rhythm, often called the body clock. It helps regulate when we're awake and when we're ready to sleep. Most people are naturally more alert during the day and sleepier at night. There's a particular low point that usually happens between about two and six in the morning. Working during this time increases the risk of mistakes. Reaction times slow down, concentration drops, and decision making suffers. Many seafarers work hours that clash with their natural body clock. Night work, early starts, long shifts, and extended time at sea can all disrupt normal sleep patterns. Over time, this increases the risk of fatigue. When people don't get enough quality sleep, they are more likely to lose control of a vessel, have a collision or grounding, miss checks or alarms, make poor decisions or respond too slowly in an emergency. Fatigue has been shown to be a contributing factor in incidents reported to AMSA every year. To understand the risks more clearly, it helps to look at real incidents. The first incident involved a single operator fishing vessel working in poor weather. The master had been working for about 17 hours without any rest. While approaching the area planned for anchoring at the end of the day, the master fell asleep at the helm. The vessel continued on course for around 800 meters before grounding on rocks. After the grounding, the vessel started taking on water, and the master eventually had to abandon it. During the investigation, the master acknowledged that falling asleep caused the grounding. Working alone increased the risk, as there was no one else to monitor fatigue or take over. Operational pressure also played a role. The master was trying to recover gear despite the poor conditions and long hours. Fatigue was not effectively managed, and there were no controls in place to reduce the risks. While weather and workload were factors, fatigue was the main contributing cause. The second incident involved a larger fishing vessel, a Class 3B vessel, with a master and two inexperienced crew on board. After six days at sea, the vessel struck a reef early in the morning while under the master's watch. Thankfully no one was injured, but the vessel needed assistance and was eventually detained. The key issue wasn't weather or mechanical failure, it was fatigue. Over the six-day period, the master had slept for only about four hours in total. The master needed to supervise inexperienced crew and took on many tasks himself. Even during off watch periods he stayed close by instead of resting properly, sleeping on a day bunk in the galley rather than in his cabin. The watch system relied heavily on the master, due to the crew's limited experience, fatigue built up over the voyage, reducing alertness and decision making, and this eventually led to the grounding. The investigation found that risk assessments were missing or poorly applied. A fatigue risk management plan had not been properly developed or used. Important fatigue controls were identified on paper but not put into practice. This shows that having systems written down is not enough. They must be used during day-to-day operations. These incidents highlight a clear message. Severe lack of sleep and unmanaged fatigue can directly lead to serious incidents. Vessel owners play a critical role in preventing this. Fatigue risk management is a mandatory requirement. It is not optional. So who is responsible for managing fatigue risks? Vessel owners and operators must provide working conditions that support proper rest and recovery. That includes identifying fatigue risks in consultation with the master and crew and including those risks in the vessel's risk assessment and safety processes. Throughout this process, consultation is essential. Masters and crew are often the first to notice when fatigue is becoming an issue. Once fatigue risks are identified, a fatigue risk management plan needs to be developed, implemented, and used during operations. A plan that sits on a shelf and is never read or followed is of no use. Everyone on board needs to understand it and know how to apply it. One of the most important factors in managing fatigue is sleep. Most people need around seven to nine hours of good quality sleep to perform effectively. Anything less than that is a compromise. Another key factor is time awake. The longer someone stays awake, the stronger the need for sleep, and the higher the fatigue risk. Long work hours are linked to poorer safety and health outcomes. Travel time also matters. Some seafarers travel long distances to get to the vessel and then start work straight away, already tired, and it's important to consider whether there are enough suitably qualified crew to do the job and share the workload safely. Now let's talk about some practical steps you can take to manage fatigue risks. For larger or more complex operations, this often starts with a detailed risk assessment. Take the time to identify fatigue risks specific to your operation. For example, risks might include long shifts, less than seven hours sleep, consistent night work, physically demanding tasks, or crew arriving fatigued due to other commitments. Once risks are identified, list them in a risk assessment and work through each one. For every risk, think about what controls can be put in place, who is responsible, and how you'll monitor whether those controls are working. This process helps you build a fatigue risk management plan that reflects real conditions on board. The plan should clearly explain how fatigue is managed on your vessel. Things to consider include ensuring adequate rest opportunities, planning work to avoid excessive fatigue, scheduling breaks, limiting night work where possible, providing suitable sleeping conditions, and encouraging open conversations about fatigue. Crew training is also important. Everyone needs to know how to recognize fatigue, report it early, and understand what to do when someone is not fit for duty. When managing fatigue, you may also need to review other parts of your safety management system, such as crewing levels, watch arrangements, work schedules, and procedures for breaks, inductions, and training. For smaller or less complex operations, the plan doesn't need to be long. A short, clear fatigue risk management plan can still be effective if it clearly documents the key risks and how they are managed. What matters is that the plan reflects reality and is used in practice. Finally, fatigue management doesn't end once the plan is written. It needs to be monitored and reviewed regularly. Ask simple questions. Are the master and crew getting enough sleep? Are there distractions or issues affecting rest? Are fatigue concerns being communicated when conditions change? Have there been any incidents or near misses where fatigue played a role? If something isn't working, change it. Update the plan and your safety management system as operations evolve. AMSA provides tools and checklists to help identify fatigue risks and support effective fatigue risk management. These resources can help you put practical controls in place that suit your operation and are available on AMSA's website. Now let's step through some of the key questions people raised answered by AMSA's experts. The first question is, how should fatigue be managed in emergency situations? Fatigue doesn't go away during an emergency. In fact, the risks increase. That's why fatigue needs to be considered as part of emergency planning. Think ahead about where fatigue could impact performance and build controls into your emergency procedures. This includes identifying fatigue hazards and making sure your crew can still respond safely when it matters most. The next question is about how to manage fatigue with limited crew. Crew shortages can make fatigue harder to manage, but safety requirements don't change. You need to plan ahead and build controls into your fatigue management approach. Practical steps include avoiding high-risk tasks during the early hours of the morning, adjusting voyage plans to allow for rest breaks, identifying safe places to stop so crew can recover properly. Most importantly, crew must be fit for duty before starting work. You must not operate below your appropriate crewing requirements. Adequate crewing remains one of the most effective ways to manage fatigue risk. We were also asked about how AMSA classifies work and rest, and how these should be understood in practice. Work includes any task done for the operation of the vessel. Rest is time where crew are free from all duties and it's critical for recovery. Fatigue builds over time, so rest periods must be protected. Good fatigue management ensures crew have genuine opportunities for quality sleep, not just time off on paper. There were also several questions about how to build a fatigue risk management plan. A fatigue risk management plan should be practical and tailored to your operation. It must be developed with input from the master and the crew. Different roles face different fatigue risks, so consultation is essential. A strong plan should reflect real working conditions, be understood by everyone on board, include a feedback loop so crew can report when it's not working. If crew aren't getting the rest they need, the plan must be reviewed and improved. Creating a strong safety culture was a key theme in some of the questions we received. Fatigue is often underreported, especially if crew are worried about how it will be perceived. Operators play a key role in setting the tone. A strong safety culture encourages crew to speak up about fatigue without fear. When people feel comfortable reporting issues, risks are identified earlier. Problems can be addressed before they lead to incidents. Open communication and trust are essential. The next question was about using tools to manage fatigue. There are tools that can help predict fatigue risk, including scheduling tools and software. These can support planning, but they shouldn't be used on their own. Simple approaches can also be effective, such as tracking work hours and sleep, noticing when shifts are getting longer, identifying when rest opportunities are reduced. Whatever tool you use, it should support good decision making, not replace it. The next question is about crewing and responsibility. There are minimum crew requirements, but these are just a starting point. Operators are responsible for assessing what is needed to run the vessel safely, including managing fatigue. That means having the right number of crew, ensuring they are properly qualified, considering fatigue as part of crewing decisions. We were asked about the use of medication and stimulants to manage fatigue. Some people use caffeine or other stimulants to stay alert. These can have short-term effects, but they don't replace proper rest and they can affect sleep later. For advice on medication or supplements, it's important to speak with the health professional. The next question was about living conditions and rest facilities and impact on fatigue. Fatigue isn't just about hours of work, it's also about the quality of rest. Crew need a space that supports sleep and enough time to recover properly. Poor sleeping conditions can increase fatigue, even if rest breaks are scheduled. Another important question was about keeping plans up to date. Operations change, and your fatigue management plan should too. If there are changes to schedules, routes, or workloads, review your plan and update it as needed. A current and relevant plan is key to managing fatigue effectively. There was also interest in how a flexible approach to fatigue management can work in practice. Different operations have different needs. Rather than fixed work and rest limits, a risk-based approach allows flexibility while still focusing on safety. The goal is the same across all operations. To manage fatigue using planning, practical controls, and good judgment. Finally, a common question was how to manage fatigue in 24-7 operations. Many maritime operations run around the clock. In these environments, managing fatigue comes down to careful planning. This includes designing work schedules realistically, identifying when fatigue risk is highest, putting controls in place during high risk periods, planning ahead, and adjusting when needed. Helps keep crews safe over longer operations. Managing fatigue is about good planning, proper crewing, open communication, and using the systems you put in place. By taking fatigue seriously, you can reduce risks and help keep everyone safe at sea. Thank you for listening to this audio brief about fatigue management. Visit our website for more audio briefs on maritime safety.