Learn about the risks associated with fatigue and develop strategies to help prevent and manage it.
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How this helps your business
Fatigue is more than feeling drowsy. It is a current or ongoing state of tiredness that prevents people from functioning within their normal abilities.
Fatigue has an impact not only on individual employee mental and physical health, but also on others in the workplace including clients, customers, and the broader community. Fatigue can result in increased sick leave, errors, vehicle accidents, slower reaction times, and affect an employees' ability to make good decisions.
All of these impacts have negative effects on your employees, workplace and the community.
Key stats and facts
17 hours of being awake impairs performance at an equivalent to a 0.05 blood alcohol content.
Learn more on this topic
Fatigue management is a complex issue that does not have a simple fix to suit every person and every workplace. Understanding some of the issues related to fatigue will help your workplace prevent and manage the risk more effectively.
Factors that can cause fatigue include work which involves long hours, intense mental or physical effort, repetition and rostered shifts when the body is naturally set for sleep.
Short-term effects of fatigue have been compared to being intoxicated with alcohol, including a reduced ability to:
concentrate and avoid distraction
understand complex situations
coordinate hand-eye movements
Fatigue can also:
increase error rate
slow reaction times
increase the likelihood of accidents and injuries
Long term effects of fatigue include a higher risk of developing health issues such as heart disease, diabetes, high bold pressure, depression or gastrointestinal disorders.
Read more about work related fatigue in the fact sheet below.
Write or review your policy
Leaders who realise fatigue is just as important as other health and safety risks are taking the first step in designing work that reduces the risks in the workplace.
Work and lifestyle often impact each other. Fatigue is not only a risk at work, it can be a risk outside of work. If a worker leaves their job exhausted this may reduce their ability to perform in other life roles, and potentially increases their risk of vehicle accidents driving home. Likewise, if a worker arrives at work fatigued their performance may be reduced.
Workers have a responsibility to get enough sleep to arrive at work ready for duty. However, a number of personal reasons such as being a new parent or having an unwell child can make arriving at work tired unavoidable. In a mentally healthy workplace with high levels of trust and respect, staff are encouraged to report fatigue whether it is work related or not. Staff can then negotiate short-term role or task changes to allow for recovery.
Creating a fatigue management policy and procedure can help to communicate your workplace's approach to managing fatigue. Your policy may be a stand alone document or integrated with other work health and safety policies and procedures.
Consider including the following information in your fatigue policy:
roles and responsibilities in fatigue management
planning and designing work schedules and rosters
work related travel and commuting risks
control measures for specific high risk tasks
self-assessment fatigue checklists
procedures for reporting potential hazards and fatigue risks
procedures for self-reporting fatigue
employment outside organisation
procedures for managing fatigued workers, including what will happen if they are too fatigued to continue work (eg temporary task re-allocation)
In developing your policy, affected staff and/or their health and safety representatives must be consulted. Take a look at the template below for some ideas on what your policy might look like.
Consult your staff
Consultation with your staff about fatigue is an opportunity to share information, personal experiences and workshop practical ways to address it.
Make sure you consider and engage everyone working in your organisation that may be impacted by mental and physical fatigue risk.
Fatigue can also affect people other than your employees, such as customers, clients, students, and the general public.
Here are some ideas to start the discussion with your staff:
ask the question – 'what unusual, strange or potentially unsafe things have you done at work due to being fatigued?'
discuss how community attitudes have changed towards safety
encourage your workplace to think about fatigue in the same way we think about working under the influence of alcohol and other drugs
help staff to become informed decision-makers about their fitness for work based on fatigue
educate staff about personal risk assessments and develop a culture of feeling safe to report when fatigued
educate staff about microsleeps and the possible negative outcomes
allocate additional human resources when fatigue risks are high
challenge the 'badge of honour' culture of working when fatigued
consider high risk tasks that can be avoided on night shift or early morning when fatigue risks might be higher
Make sure your staff and/or their health and safety representatives are consulted when:
planning and designing work schedules and rosters
making decisions on how to manage the risks of fatigue
proposing changes to working hours, work schedules and procedures
making decisions about providing information and training on fatigue
recording an incident or 'near miss' where fatigue was a factor
Share tips for avoiding fatigue from Appendix 3 in WorkSafe's 'Fatigue prevention in the workplace' with your staff to provide further awareness in your workplace.
Assess the risks
Work has both mental and physical fatigue risks. Mental fatigue can come from work that requires being alert, demands continuous concentration with minimal variety, is performed under pressure with tight deadlines, and could include emergency call outs and interacting with the public. Physical fatigue comes from work that is especially tiring and repetitive such as repeated manual handling eg lifting and moving objects.
Emotional fatigue can be caused by work that is emotionally exhausting, where ability to engage in emotional activities, such as empathising with or caring for others in reduced. Emotional fatigue might also be referred to compassion fatigue in the context of work, that requires empathy or caring for others.
Some researchers are encouraging employers and employee associations, such as unions and industry associations, to consider a Prior Sleep Wake Model (PSWM) rather than an Hours of Service (HOS) focus. This ensures workers have adequate time to rest and recover prior to their next shift.
Review your organisation's physical and mental health risk register. Check if fatigue is included as a risk, or if you need to consider adding it.
Review the WorkSafe Victoria 'fatigue hazards identification checklist' and the 'fatigue risk assessment chart' below. Use data including incident reports, near misses, and the injury register to assess your fatigue risk and identify any links.
Some organisations use a 'Fatigue Risk Calculator' such as the HSE Fatigue and Risk Index which helps identify where the most serious fatigue risks are. These are best used in combination with other risk assessment methods, including consultation with your staff.
Many industries have specific information and regulations to manage fatigue. Find out if there is an independent regulator that has put in place requirements to manage fatigue in your workplace.
Manage the risks
The best way to control fatigue risks in the workplace is to remove the main causes. Fatigue can occur from a combination of factors, so the most effective way is likely to be a combination of solutions.
When deciding on risk controls for your workplace, identify the controls you already have in place and if they are working. Find out what other organisations similar to yours are doing to manage and prevent risk. Ensure that you consult with your staff, HSRs and employee representatives.
The WorkSafe Victoria guide below uses the risk hierarchy of controls. Start by removing fatigue risk at the source before considering measures that rely on work procedures. Read the 'fatigue prevention guide' to see what controls your workplace could consider.
Read the below document for tips on roster planning and managing risks at night which is summarised from WorkSafe Victoria's 'Fatigue prevention in the workplace' guidance.
Review and keep improving
To allow for continuous improvement in preventing work related fatigue, procedures must be monitored, evaluated and reviewed.
Ask your staff the following questions:
have control measures been implemented as planned?
are they working?
are there any new problems?
Work out how often you need to review risks, controls and your policy.
the level of risk (high risk hazards need more frequent assessments)
reviewing incidents, near misses, injuries and other data such as absenteeism and staff turnover rates to establish if they could be related to fatigue
monitoring how often staff are reporting fatigue
monitoring how teams respond to high-risk events
reviewing control measures after workplace changes
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