![]() In any event, the use of such opt-outs should be discussed with local staff-side representatives. Early conversations with staff is recommended on a one-to-one basis, to establish availability. There should be no requirement for staff to sleep on site, but where there are sleep facilities available for staff who wish to use them, this should be managed via existing or adapted local policies with increased infection control measures.Įmployers should take into consideration caring responsibilities of their staff when setting working patterns shift rotas. Where staff are working long hours more flexibly, employers should provide an appropriate level of supporting facilities such as rest areas, accommodation, access to food and drink, toiletries etc as required, to enable the safe and effective provision of services during this period. Similar considerations will apply for independent contractors, though they are not directly covered by the legislation. In addition, staff should be reminded of the risks of driving when over-tired. In particular, the hours worked by staff involved in interventions, operating equipment and key decision-taking should be monitored to avoid excessive working even during a pandemic. Senior managers should also seek to observe these provisions. ![]() However, working prolonged and sustained excessive hours is not good for staff or patient care and managers have a responsibility to communicate this message to clinical colleagues to ensure rest breaks are taken where they can. In emergency situations, NHS staff are renowned for their heroic efforts in working as many hours as necessary voluntarily. The culture of the NHS and social care has traditionally been for voluntary working of as many hours as necessary during an emergency.
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