Draft Details

Designation:CSA Z1615
Contact name:Ron Meyers
Review start date:May 27, 2021
Review end date:Jul 26, 2021
Contact email:kelly.yaremko(at)csagroup.org
Associated materials (click link to download). You will need to be logged in to download any files:

Adobe Acrobat For PDF files, Adobe Acrobat Reader can be downloaded from the Adobe website.

Draft Scope/Description:

1.1 General

This Standard specifies requirements for the identification of fatigue related hazards, and assessment and control of fatigue-related risks across first responder occupations. This Standard can be applied to any type of fatigue-related risk and can be applied to both sleep-related and task-related fatigue. 

It is intended that this Standard be utilized to harmonize risk management processes in existing and future standards. It provides a common approach in support of standards dealing with specific risks and/or specific first responder occupations and does not replace those standards.

1.2 Structure

This Standard provides a framework for organizations to prepare for and respond to fatigue risk management at the organizational level. It includes policies, processes, programs, procedures, and practices related to the following: a voluntary framework for fatigue risk management at the organizational/system level; direction on planning, developing, implementing and evaluating the fatigue risk management system within the framework; and informative guidance on risk assessment tools, implementing feasible control strategies, and performance indicators.

1.3 Guiding principals

It is important to consider fatigue as a normal condition that we all experience on occasion, regardless of our best efforts, and that it should not be regarded as a diciplinary issue. The guiding principles that are the foundations for this Standard are (not in any particular order):

 

a)Fatigue risk management creates and protects value.

Fatigue risk management contributes to the demonstrable achievement of objectives and improvement of performance in, for example, human health and safety, worker wellbeing, security, legal and regulatory compliance, public acceptance, product or service quality, project management, efficiency in operations, governance and reputation.

b)Fatigue risk management is an integral part of organizational processes.

Fatigue risk management is not a stand-alone activity that is separate from the main activities and processes of the organization. Fatigue risk management is a shared responsibility between management and worker and an integral part of all organizational occupational health and safety management system and other organizational processes.

c)Fatigue risk management is part of decision making.

Fatigue risk management helps decision makers make informed choices, prioritize actions and distinguish among alternative courses of action.

d)Fatigue risk management explicitly addresses fatigue risk factors.

Fatigue risk management explicitly takes account of fatigue-related risk factors, the nature of that fatigue risk factor, and how fatigue risk factors can be addressed. It also recognizes that fatigue can affect the risk level of other hazards that are already present in a work scenario.

e)Fatigue risk management is systematic, structured and timely.

A systematic, timely and structured approach to fatigue risk management contributes to efficiency and to consistent, comparable and reliable results.

f)Fatigue risk management is based on the best available information.

The inputs to the process of managing risk are based on information sources such as historical data, scientific evidence, experience, stakeholder feedback, observation, forecasts and expert judgement. However, decision makers should inform themselves of, and should take into account, any limitations of the data or modelling used or the possibility of divergence among experts.

g)Fatigue risk management is tailored.

Fatigue risk management is aligned with the organization's external and internal context and risk profile.

h)Fatigue risk management takes human and cultural factors into account.  Fatigue risk management recognizes the capabilities, perceptions and intentions of external and internal people of the first responder organization that can facilitate or hinder achievement of the organization's objectives.

i)Fatigue risk management is transparent and inclusive.

Appropriate and timely involvement of stakeholders and, in particular, decision makers at all levels of the organization including frontline personnel, supervisors, administrators, and worker representatives, ensures that fatigue risk management remains relevant and up to date. Involvement also allows stakeholders to be properly represented and to have their views taken into account in determining risk criteria and effective control strategies.

j)Fatigue risk management is dynamic, iterative and responsive to change.

Fatigue risk management continually senses and responds to change. As external and internal events occur, context and knowledge change, monitoring and review of risks take place, new risks emerge, some change, and others disappear.

h)Fatigue risk management facilitates continual improvement of the organization.

Organizations should develop and implement strategies to improve their fatigue risk management maturity alongside all other aspects of their organization.

You may comment on any section of this document by clicking the “Submit Comment” link at the bottom of the relevant section.