Fatigue in Workplace Safety

In high-stakes environments such as transport, energy, healthcare and security, fatigue can be the hidden trigger behind accidents, poor decisions and lapses in awareness. Yet despite growing evidence, many organisations still treat it as an individual problem rather than a systemic risk.

Understanding fatigue as a workplace hazard

Fatigue is not simply about feeling tired. It is a physiological state that affects concentration, reaction time, and cognitive control. The Health and Safety Executive (HSE) defines fatigue as a “result of prolonged mental or physical exertion” that can impair a person’s ability to work safely and effectively.

Fatigue can come from long shifts, irregular schedules, stress, travel or even digital overload. Remote working has blurred traditional boundaries, leading employees to work longer and rest less. Over time, this can cause chronic sleep loss, emotional exhaustion and impaired decision making.

The science is clear. Studies show that being awake for 17 hours can have the same effect on performance as a blood alcohol concentration of 0.05% (Sleep Foundation, 2023). In other words, fatigue can quietly turn even the most competent professional into a risk factor.

Why fatigue is often ignored

One reason fatigue remains overlooked is cultural. In many industries, working long hours is still equated with dedication. Phrases like “pushing through” or “powering on” have become badges of honour, masking deeper problems.

A 2022 report by the Institution of Occupational Safety and Health (IOSH) found that 68% of UK professionals in safety-critical roles reported regular fatigue, yet only a third felt able to discuss it with their managers. Many feared it would be seen as a weakness or a lack of resilience.

This culture of silence perpetuates risk. Fatigue is not a personal flaw but a workplace issue — and it demands the same structured attention as physical hazards, fire risks or equipment failure.

How fatigue affects decision-making

In moments of fatigue, the brain struggles to filter information and prioritise. The prefrontal cortex, responsible for logic and decision-making, slows down, while emotional responses take over. The result is a cascade of small but critical errors:

• Missed signals or warnings
• Overconfidence in risky choices
• Reduced ability to assess consequences
• Slower response to unexpected events

The European Agency for Safety and Health at Work reports that fatigue contributes to around 20%of workplace accidents in Europe. In the UK transport sector, it has been linked to major incidents involving road and rail operations, where long hours and monotonous conditions combine to impair alertness.

In leadership or emergency response roles, fatigue can also distort judgment. Under pressure, a tired mind tends to focus narrowly, missing broader situational awareness. This can lead to reactive, short-term decisions that create further risk.

The cost of fatigue to organisations

Beyond the human impact, fatigue carries high financial and reputational costs. Accidents, absenteeism and low productivity are all common outcomes.

The Health and Safety Executive’s Labour Force Survey reported that work-related stress, depression and anxiety led to 35.8 million lost working days in 2022-23. While not all of this is directly due to fatigue, the overlap between chronic tiredness, stress and burnout is undeniable.

For businesses, the message is simple: unmanaged fatigue erodes performance, damages morale and increases liability. The costs of prevention are far lower than the costs of recovery.

Recognising fatigue in your teams

Leaders cannot manage what they do not see. Recognising the signs of fatigue is the first step. These may include:

• Shortened attention spans or repeated mistakes
• Irritability, poor communication or mood swings
• Declining motivation or slower task completion
• Increased absenteeism or presenteeism
• Difficulty recalling instructions or details

Supervisors should be trained to spot these indicators early and treat them as health and safety warnings, not disciplinary issues. Encouraging open conversations about rest and workload helps remove the stigma that often surrounds tiredness.

Building a culture that prevents fatigue

Creating a culture that prioritises alertness and recovery requires more than new policies. It demands visible leadership commitment and continuous monitoring.

1. Set realistic shift patterns

The HSE recommends designing shift schedules that allow sufficient rest between duties, especially in safety-critical industries. Rotating shifts should move forward in time (morning to afternoon to night) rather than backwards, which disrupts sleep cycles.

2. Encourage psychological safety

Employees must feel safe to admit when they are struggling. This starts with leaders who model self-awareness and empathy. A culture that normalises rest, rather than rewarding overwork, will see better decision-making and fewer incidents.

3. Use data to monitor risk

Technology can support fatigue management by tracking working hours, travel patterns and response times. Locate Global’s platform allows organisations to understand where risks may be rising across teams in real time, enabling early intervention before fatigue becomes dangerous.

4. Integrate wellbeing into risk assessments

Well-being should not sit separately from safety planning. Stress, mental exhaustion and emotional strain all influence an employee’s ability to make sound decisions. By including these factors in regular risk reviews, organisations create a more complete picture of safety.

5. Lead by example

Executives set the tone. Leaders who take breaks, manage workload boundaries and communicate the value of recovery signal that safety is not only a rule but a shared responsibility.

Case study: lessons from the healthcare sector

Few industries understand fatigue better than healthcare. Studies by the British Medical Association (BMA) have shown that NHS doctors working night shifts can experience cognitive impairment equivalent to being over the legal alcohol limit for driving.

In response, several NHS trusts have introduced fatigue risk management programmes, including structured rest periods, staff wellbeing hubs and flexible rota planning. The result has been fewer errors, better patient care and improved staff retention.

This model offers a valuable lesson for all high-pressure industries: managing fatigue is not about reducing effort, but sustaining performance and protecting people.

Taking action

Addressing fatigue requires commitment across every level of an organisation. Safety managers must integrate fatigue assessments into regular audits. HR and operations teams must collaborate on flexible scheduling. And leadership must champion rest and recovery as critical components of performance.

The conversation about safety is evolving, and so too must the way we measure it. True safety is not only the absence of accidents but the presence of well-being.

Fatigue is not inevitable. With awareness, data and cultural change, it can be managed — and the benefits go far beyond reduced risk. Well-rested employees think more clearly, communicate better and lead with confidence.

At Locate Global, we work with organisations to strengthen safety and resilience by connecting people, information and communication in real time. Because when it comes to protecting lives, clarity and alertness go hand in hand.