Trip planning has traditionally been viewed as an operational task—focused on efficiency, scheduling, and service delivery. But new research from the NRMA reinforces a different reality: how and when a journey is planned can have a direct impact on driver safety.
Fatigue-related crashes are rising across Australia, and the evidence suggests many of the contributing factors occur before the vehicle even leaves the depot. For fleet managers, this shifts the conversation from driver behaviour to operational decision-making.
Scheduling decisions shape safety outcomes
One of the clearest findings in the NRMA’s latest fatigue report is that trip timing plays a critical role in driver safety.
More than one-third of drivers surveyed reported starting a road trip at a time when they would normally be sleeping.
This highlights a common operational risk in fleet environments. Early starts, extended shifts, and overnight travel are often necessary to meet service demands, but they can also place drivers into periods of naturally lower alertness.
The report emphasises that fatigue does not occur randomly. It is frequently linked to work schedules, workload pressures, and the timing of tasks.
Fatigue risk is highest during routine operations
Another key insight from the NRMA research is that fatigue is not confined to long-distance travel.
In fact, most tired driving occurs during everyday trips rather than extended journeys. The survey found that 58 per cent of fatigue-related driving incidents happened during routine daily travel, compared with 37 per cent on long-distance trips.
This finding has significant implications for local government, utilities, construction, and service fleets, where drivers may complete multiple short trips throughout the day.
Fatigue risk builds gradually across a shift. By the time the final job is scheduled, the driver may be operating with reduced alertness, slower reaction times, and impaired judgement.
The late afternoon is a critical risk period
Trip planning decisions should also consider predictable fatigue patterns during the day. The NRMA report found that 34 per cent of drivers said their most recent experience of driving while tired occurred in the late afternoon.
This period often coincides with:
- The end of a full workday
- Increased traffic volumes
- Tight delivery or service deadlines
- Reduced concentration after sustained activity
For Fleet Managers, this reinforces the importance of aligning scheduling decisions with driver alertness, not just operational convenience.
Fatigue often starts before the trip begins
One of the more revealing findings in the report is that fatigue risk frequently exists before the journey starts. Among drivers who reported driving while tired, 25 per cent said they were already fatigued when they began driving.
This suggests that trip planning must extend beyond route selection and travel time. It should include an assessment of driver readiness and workload.
Common contributors to fatigue identified in the report include:
- Lack of sleep
- Mental exhaustion
- Work, study, or caring responsibilities
- Stress or busy schedules
These factors are often influenced by organisational practices such as rostering, shift length, and task allocation.
Drivers do not always stop when they feel tired
Even when fatigue is recognised, operational pressure can discourage drivers from taking action.
The NRMA survey found that only 35 per cent of drivers pulled over and took a break after feeling tired.
This behaviour reflects a broader workplace dynamic. Drivers may feel obligated to complete tasks, meet deadlines, or maintain productivity targets.
Trip planning plays a central role in addressing this risk. Schedules that allow realistic travel times, rest opportunities, and contingency planning make it easier for drivers to prioritise safety.
Trip planning is part of duty of care
The NRMA report makes it clear that fatigue is not solely a driver responsibility. It is a shared safety obligation that involves employers, supervisors, and operational planners.
The organisation states that addressing fatigue requires a broader approach, including targeted education, safer vehicles, and investment in proven safety measures.
For organisations with fleets, this broader approach begins with planning. Trip planning decisions influence:
- Driver alertness
- Workload and stress levels
- Exposure to high-risk driving periods
- Opportunities for rest and recovery
In practical terms, every scheduled job carries a safety implication.
What effective trip planning looks like in practice
Trip planning does not need to be complex to improve safety outcomes. Small operational changes can significantly reduce fatigue risk.
Key considerations include:
- Start times – Avoid scheduling departures during periods when drivers would normally be sleeping.
- Workload management – Balance daily tasks to prevent excessive fatigue late in the shift.
- Rest opportunities – Build realistic breaks into schedules, particularly during long or high-intensity workdays.
- Journey duration – Monitor cumulative driving time across multiple short trips, not just single long journeys.
- Flexibility – Allow drivers to stop when tired without penalty.
A shift in mindset for fleet leaders
The rising number of fatigue-related crashes across Australia is a reminder that safety outcomes are shaped by planning decisions as much as driver behaviour.
Trip planning is not simply about logistics. It is a frontline safety control.
Organisations that recognise this connection—and design schedules around human performance rather than operational convenience—are more likely to reduce incidents, protect their drivers, and meet their duty of care obligations.
Source:
NRMA, Asleep at the Wheel: Addressing tiredness related road crashes, April 2026.
