Working patterns - Fatigue

The aim of the strategy is to secure reductions in risks to the safety of those travelling and working on the rail network in Great Britain. We published revised guidance on Managing Rail Staff Fatigue in January 2012. Hours of work and other conditions of service are primarily matters for agreement between employers and their staff, but it is vital that working patterns are designed to reduce risks from fatigue, so far as is reasonably practicable.

What is fatigue?

There are several types of fatigue, but we are particularly concerned with mental fatigue. Mental fatigue can be caused by continual mental effort and attention on a particular task, as well as stress or emotion. It is important workers are not fatigued when work is critical to safe operation, such as work done by drivers, signallers and maintenance workers. There are obvious safety risks for railway workers and others if this happens. It must be effectively managed.

What is the problem with fatigue?

Fatigue reduces workers' mental alertness and can affect performance. Errors caused by impaired concentration, perception, judgement or memory may become more likely. People may become more impatient. Ultimately this can lead to drowsiness or involuntary sleep.

Fatigue may cause or contribute to potentially dangerous errors. A signal may be misread or overlooked, an important instruction or message may be misunderstood and staff will be more likely to make an error.

Examples of fatigue

a driver moves away forgetting that permission has not been given;
a track worker carrying out maintenance or renewal work fails to complete necessary checks or procedures before finishing a job;
a signaller sets an incorrect route / message;
a track worker falls asleep on the motorway while driving back home after working all night to complete the job
.

What causes fatigue?

Fatigue can be caused by a number of factors including:

the job design, the workload and the working environment;
the length and timing of shifts (e.g. long night shifts, shift start times);
the nature of the changes between shifts (shift rotation), especially backward rotation;
the balance in concentration and stimulation in the work activities being undertaken;
the nature and duration of any time spent travelling;
insufficient rest breaks both between shifts and within a shift; and
the time of day.

How should it be managed?

Fatigue management should include:

development and implementation of appropriate policies;
design of shift rosters;
risk assessment of changes to rosters;
monitoring levels of fatigue; and
shiftwork education.

What legislation covers fatigue and working hours?

All employers have general duties under the Health and Safety at Work etc Act and the Management of Health and Safety at Work Regulations to control risks from fatigue. If their staff do railway “safety critical” work, they have additional fatigue management duties under Regulation 25 of the ROGS Regulations.

Additionally, the EC’s working time directive covers the number of hours railway employees can work. From 1 August 2003, working time regulations entitle railway workers to an average 48 hour working week, including sufficient rest periods. Workers can choose to work for longer than the average 48 hours per week if they wish, although employers cannot require them to do so.

More detailed information can be found in ORR’s publication “Managing Rail Staff Fatigue”. ( PDF PDF 1.60 MKb)

Last updated: 20 January 2012