Recovery is not a reward: it is part of the job design
Rest should not depend on completing an unlimited queue. Make capacity and cover explicit in the design of senior roles.
The performance question
When leave or breaks are repeatedly cancelled because only one executive can act, the role depends on continuous presence. Treat that as an operational weakness. Recovery must be possible during normal delivery, not offered only after a team has proved it can endure an exceptional workload.
What the evidence supports
HSE says fatigue must be managed like other hazards and that Working Time Regulations compliance alone is insufficient. GOV.UK outlines usual adult daily and weekly rest rights, with exceptions. Legal minima are not a complete fatigue control.[1][2]
A practical approach
Ask each senior role to identify essential cover, delegated authority and the work that can pause during absence. Plan breaks and leave into the delivery calendar before filling every available slot. Review on call expectations with the responsible safety and employment advisers. Resolve recurring cover gaps through resourcing or scope decisions.
How to review progress
Check whether planned time away was taken without routine contact and whether deputies maintained service. Investigate cancellations as signals of work design failure. Avoid rewarding teams for unused leave or treating willingness to work extra hours as evidence that risk is controlled.
Sources and references
- Human factors: Fatigue Opens in a new tab
Health and Safety Executive
Why fatigue matters and key principles for managing working hours
- Rest breaks at work Opens in a new tab
GOV.UK
Overview: usual adult daily, weekly and working day entitlements