Shift Work is work organised outside of a normal 9-5 schedule. Shift work is common in businesses and workplaces that operate 24-hours a day, around the clock, on uptime and downtime rosters, or which cannot close. Typical examples of workplaces that use shiftwork are nursing staff in hospitals, emergency services like firefighters and constables, hospitality workers in hotels and restaurants, drivers and pilots, and security personnel. Shift work is work undertaken outside of regular hours and is thus out of synchronisation with daytime hours, the availability of services, concentrations of human activity, and the diurnal cycle. Shift workers are exposed to the same occupational stressors as workers who work in similar industries on a 9-5 basis, but have the added consideration of altered recovery cycles which, if not managed, may predispose these workers to greater risk of injury or illness.
Shift workers work out of synchronisation with regular patterns of sleep, and therefore may require more time to recover from periods of shift work. The organisation of shift work to allow a worker to work outside their normal hours without exposing them to acclimation stress from a rapid change in schedule requires that workers are gradually rotated between shifts whose hours do not correspond to regular schedules. This gradual rotation is essential because the human circadian system adapts slowly, and abrupt transitions between day, evening, and night duties can precipitate significant physiological strain. Sudden changes in sleep–wake cycles disrupt hormonal regulation, impair cognitive performance, and reduce the body’s capacity to maintain homeostasis, all of which increase the likelihood of fatigue‑related errors and injury. Structured rostering that limits the frequency of night shifts, avoids rapid forward–backward rotation, and provides adequate recovery windows between blocks of work allows the worker’s biological rhythms to adjust more sustainably.
As a consequence of working out‑of‑phase with other workers and businesses, shift workers may require additional or variable support to maintain their performance over the duration of their shift. This is additionally important for those workers who work remotely or in hybrid situations in addition to working in shifts or on‑call, like, for example, an emergency physician. Working in temporal isolation from the broader workforce can limit access to supervisory guidance, peer support, and ancillary services that are readily available during standard hours. The absence of these supports can compound fatigue, reduce situational awareness, and increase the cognitive load required to maintain safe and effective performance. Remote and hybrid shift workers may also face environmental inconsistencies—such as variable lighting, temperature, or ergonomic conditions—that further influence their capacity to sustain attention and manage risk. Ensuring that these workers have reliable communication pathways, access to timely decision support, and systems that allow escalation or consultation when needed is therefore essential.
Shift work also introduces unique psychosocial and organisational challenges that must be considered as part of a comprehensive risk‑management approach. Working when others are asleep or unavailable can erode social connectedness, disrupt family routines, and contribute to feelings of isolation or disengagement from the broader organisational culture. These factors can influence morale, increase stress, and diminish a worker’s sense of control over their working life—each of which is recognised as a contributor to occupational fatigue and reduced wellbeing. Businesses should therefore consider the broader ecosystem of support surrounding shift workers, including access to mental‑health resources, opportunities for meaningful consultation, and mechanisms that ensure shift workers’ voices are represented in decision‑making processes.
Each workplace is different, with different demands, methods of business, and is staffed by people whose capacities, needs, and risk profiles are different. Managing ergonomic, environmental, and occupational health and safety challenges requires a business to examine and engage with the ecosystem of factors that give rise to risk, and how that risk may affect people. Each workplace is different and so sometimes the same problem will require different solutions. This applies to workers as well - every person is different and so may require different support, supervision, or resources to perform comfortably and sustainably. Under Work Health and Safety law, consultation with the workforce, the control of risk as far as is reasonably practicable, and the provision of information, training, instruction and support to the worker by the workplace, is essential to meet obligations to provide workers with a workplace that is as free of risk as far is reasonably practicable.
In our capacity as consultants, Atlas Physio will explore and scope the business and its needs, examining how exposures, risks, and processes contribute to the hazard ecosystem, best inform the design and arrangement of procedural, policy-based, and practical risk controls. Our solutions are tailored to the needs of those with whom we work, implemented in a simple, sustainable, and supportive fashion, designed to be robust and resilient, and to support the ongoing life of the business as well as the sustainable wellbeing of the workers who undertake the day to day activities of work.
At Atlas Physio, we provide reporting, structured control, and ongoing management of risk onsite, on the road, and wherever work is done. We are open seven days a week, and are happy to offer a brief complimentary discussion to explore the needs of your business and your workers if you are an employer, and your needs if you are a worker. Reach out today to arrange a discussion and take the first step toward managing risk and working safely, supported by expertise that is practical, reliable, and designed to deliver lasting results.