In the field of occupational health and safety, much attention is given to physical hazards such as machinery, chemicals, heights, slips, trips and falls. Yet, one of the most insidious threats to worker health and organisational performance is often overlooked: stress and fatigue. These psychosocial hazards silently undermine concentration, judgment, and productivity, and they are as capable of causing injury or illness as any mechanical fault.
According to the Occupational Health and Safety Act (Act 85 of 1993), Section 8(1) places a duty on every employer to provide and maintain, as far as is reasonably practicable, a working environment that is safe and without risk to the health of employees. “Health” in this context includes mental and emotional well-being, not merely the absence of physical injury. The employer’s legal obligation extends to identifying all hazards which including psychosocial ones and implementing suitable preventive measures.
Workplace fatigue and chronic stress are not simply matters of personal resilience. They are systemic issues often rooted in organisational design, workload, and culture. The International Labour Organization (ILO) reports that work-related stress contributes to a growing percentage of absenteeism, burnout, and workplace accidents worldwide. Locally, the South African Society of Psychiatrists (SASOP) has repeatedly highlighted the increase in work-induced mental health issues, particularly in high-pressure industries such as healthcare, education, and manufacturing sectors that Top Compliance actively serves.
Workplace culture is a major factor: SASOP member and psychiatrist Dr. Siki Gwanya-Mdletye states that while work can provide purpose and satisfaction, an unhealthy organizational culture can worsen mental illness for vulnerable employees. This can be driven by high work demands and blurred boundaries caused by the prevalence of hybrid and remote work.
Under Section 8(2)(d) of the OHS Act, employers must “establish, as far as is reasonably practicable, what hazards to the health and safety of persons are attached to any work which is performed.” This includes psychological hazards such as excessive workloads, shift work, poor supervision, and lack of role clarity are all known precursors to fatigue and stress.
Furthermore, Section 14(1) places a duty on employees to take care of their own health and safety, which includes recognising and reporting symptoms of overwork and stress. A workplace culture that discourages reporting or glorifies overwork may therefore be indirectly non-compliant.
Managing stress and fatigue
Top Compliance encourages a systemic approach to managing psychosocial hazards through the same hierarchy of controls applied to physical risks:
Employee Assistance Programmes (EAPs) is an effective way to manage workplace stress and fatigue. EAPs are confidential, employer-sponsored support systems designed to help employees address personal or work-related problems that may affect their performance, mental health, or overall well-being. In line with Section 8(2)(b) of the Occupational Health and Safety Act 85 of 1993 requires employers to provide information, instruction, training, and supervision necessary to ensure health and safety. An EAP serves as a proactive mechanism to support psychological resilience and early intervention.
A well-functioning EAP can provide access to professional counselling, trauma debriefing after critical incidents, substance abuse support, and referrals for ongoing mental health care. For industries where exposure to trauma, long hours, or emotional strain is common, such as healthcare, manufacturing, and education, the benefits are substantial. EAPs reduce absenteeism, improve morale, and enhance productivity by equipping employees with coping mechanisms and professional guidance.
From a compliance standpoint, implementing an EAP demonstrates an employer’s commitment to the “reasonably practicable” standard outlined in Section 8(1) of the OHS Act. It reinforces a duty of care beyond physical safety, extending into psychosocial health management. Moreover, the confidentiality of EAP services encourages employees to seek help early without fear of stigma or workplace repercussions.
Achieving a healthy balance between work and personal life is not merely a lifestyle goal it’s a safety imperative. Employers can promote work–life balance by:
Employees, too, bear responsibility. Setting personal boundaries, seeking support early, maintaining good sleep hygiene, and engaging in physical activity are all proven strategies to combat fatigue and maintain resilience.
Education is one of the strongest defences against workplace stress and fatigue. Training equips both management and employees with the skills to identify early warning signs and intervene appropriately.
Encouraging proactive hazard reporting is critical. An effective reporting system should allow employees to raise concerns about workload, fatigue, or stress without fear of reprisal. This aligns with the spirit of Section 14(d) of the OHS Act, which requires employees to report unsafe or unhealthy conditions to their employer or health and safety representative.
Addressing stress and fatigue requires a cultural shift from viewing them as personal weaknesses to recognising them as legitimate occupational hazards. Organisations that actively manage psychosocial risks not only meet their legal obligations but also foster healthier, more productive, and more loyal workforces.
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