Driver

Fatigue
▼

FATIGUE FOR USE BY THE CARRIER

MANAGEMENT GUIDE TRANSPORTATION INDUSTRY

Available at www.saaq.gouv.qc.ca
 Table of contents
INTRODUCTION
Purpose of the Guide 3
Fatigue and the Carrier Industry 3
Recommended Practices 4
Legislation 4
Terms Used 5

PART 1 – UNDERSTANDING FATIGUE-IMPAIRED DRIVING

Principal Known Causes 6
Aggravating Factors 6
Effects of Fatigue on Operating a Vehicle 6
Our Biological Clock 7
Sleep  8
Period of Wakefulness 8
Sleep Disorders 9
Warning Signs of Fatigue Behind the Wheel 9
How to Counteract Fatigue While Driving 9
How to Prevent Fatigue and Drowsiness 10

PART 2 – MANAGING FATIGUE

“Chain of Responsibility” 11
Fatigue Management 12
Risk Management 13
Risk Recognition 14
Risk Assessment 15
Introduction of Measures to Reduce Fatigue and Accident Risks 17
Strategy Evaluation and Updating 21
Management of Delays and Unforeseen Events 24

OTHER FATIGUE MANAGEMENT CONSIDERATIONS

Published by the Direction des communications
Example of a Fatigue Management Approach 25
Société de l’assurance automobile du Québec

Legal deposit 2011 Review of Effective Fatigue Management Practices 26

Bibliothèque et archives nationales du Québec
Fatigue Management Worksheet 27
ISBN: 978-2-550-63126-2
ISBN: 978-2-550-63127-9 (PDF) Other Relevant Fatigue Management Information 28
Introduction

PURPOSE OF THE GUIDE

This guide addresses the direct causes of fatigue, including sleep deprivation, long work hours, night work,
work during circadian low points, etc. The aim of the guide is to improve the health and quality of life of heavy
vehicle drivers, the safety of road users and business productivity, by proposing practices within the carrier
industry that can reduce hazards related to fatigue-impaired driving.
Recent Québec statistics1 reveal that 22.7% of fatal accidents and 20.5% of accidents involving bodily injury are
attributable to fatigue on Québec roads.
This guide proposes practices businesses can introduce to effectively manage driver fatigue.

FATIGUE AND THE CARRIER INDUSTRY

When it comes to the carrier industry in particular, fatigue continues
to be the most commonly cited cause (31%2) of accidents
involving heavy vehicles.
Although heavy vehicles represent only 3% of all road vehicles
registered in Québec, they account for 12% of accidents
and their drivers are at fault in an estimated 40% of cases.
Since 2000, 149 people on average (including 18 truck drivers)
have been killed each year in Québec in accidents
involving heavy vehicles.
A survey3 among professional drivers
revealed the following:
S eventy-six percent of drivers consider
fatigue to be a major highway safety issue;
F ifty-three percent of drivers believe
fatigue is an issue that the industry
does not manage well;
T wenty-one percent of drivers have experienced
at least one fatigue-related incident,
such as drowsiness, involuntary lane changes,
steering problems, etc.;
T welve percent of drivers have had an accident
within the last twelve months; 20% of whom believe
fatigue was a deciding factor;
Fatigue is generally experienced after 10 hours of driving.

1 Société de l’assurance automobile du Québec, Canada, 2010.

2 NTSB (National Transportation Safety Board), U.S.A., 1998.
3 A. WILLIAMSON, A. FEYER, R. FRISWELL and S. SADURAL, Driver Fatigue: A survey of professional long distance heavy vehicle drivers in Australia,
prepared for the Australian Transport Safety Bureau and the National Road Transport Commission (NRTC), July 2001.

3
 RECOMMENDED PRACTICES
The aim of the practices recommended in this guide is to acknowledge and manage the most common
fatigue-related risks in the carrier industry. They apply mainly to owners, operators, dispatchers and drivers.
Everyone reacts to fatigue differently and no one driver is exposed to the same risk factors. Shippers,
consignees and industry customers are also responsible for managing driver fatigue; they all play a role
in the “chain of responsibility”.

LEGISLATION
Work Environment
The Regulation respecting the hours of driving and rest of heavy vehicle drivers helps to reduce driver
fatigue. Standards enacted under this legislation help define the framework within which Quebec’s carrier
transportation industry must operate, and promote better safety for all road users as well as effective
management of industry activities. The regulation guidelines ensure that heavy vehicle drivers have a
minimum number of rest hours before they get behind the wheel and define the maximum number of
driving and service hours after which a driver must stop operating a vehicle.

Occupational Health and Safety

Under occupational health and safety legislation (Commission de la santé et de la sécurité du travail du Québec
[CSST]), an employer must provide a safe and healthy work environment. This environment includes vehicles.
The responsibility lies first with the employer, although employees and self-employed workers must also
assume certain responsibilities.

4
 Terms Used
Chain of responsibility
Responsibilities shared by all parties involved in
carrier transportation, since fatigue can be caused
by the decisions and actions of each party.

Caution Risk control Fatigue

It is important to clearly A process which aims to take preventive action A gradual decline of physical and mental alertness
distinguish between to eliminate or minimize risks. that can lead to sleep. This state jeopardizes
a driver’s ability to perform tasks that require
rest periods that are
attention, judgment and good reflexes.
long enough to allow Short rest period
7 to 8 hours of Off-duty period lasting 30 minutes or more, but
Work schedule
uninterrupted sleep, less than one hour. Time devoted to rest or meals
after a continuous driving and service period. The driving, service and rest sequence that covers
and off-duty rest
one or more trips.
periods of 7 to 8 hours
during which a driver Circadian low point
Work shift
could only sleep A period during which an individual’s alertness
or concentration, judgment and reflexes decline. The driving and service period that must be
5 to 6 hours.
The first low point is between 1:00 p.m. and between two periods of at least 8 straight hours
3:00 p.m., another low point, which is considerably of rest.
more pronounced, occurs during the night between
midnight and 6:00 a.m. Program
A series of procedures and techniques designed
Circadian cycle to reduce fatigue and drowsiness while driving.
(internal clock, biological clock)
The cycle of our internal clock, lasting Risk
approximately 24 hours. A possible hazard that is relatively predictable,
inherent to a situation or an activity; in this case,
Work cycle fatigue-impaired driving.
Cycle during which work hours are accumulated:
70 hours over a 7-day period for cycle 1, Sleep disorder
and 120 hours over a 14-day period for cycle 2. A disturbance that affects the amount and quality
of sleep; the most common include insomnia and
Risk determination sleep apnea.
The process of recognizing risks.
Alertness
Sleep deficit State of responsiveness of the driver’s body
varying from wide awake to asleep.
Sleep deprivation, over a 24-hour period,
that accumulates day after day.

Risk assessment
A process by which the seriousness and degree
of risk and factor(s) involved are determined.

5
 PART

1
Understanding Fatigue-Impaired Driving
Fatigue can be described as a gradual decline of physical and mental alertness that
leads to drowsiness or sleepiness. Fatigue becomes a problem when it jeopardizes
a driver’s ability to perform tasks that require alertness, judgment and good reflexes.

PRINCIPAL KNOWN CAUSES

 river-related: circadian cycles (biological clock), health condition (physical and mental),
D
amount and quality of sleep, number of waking hours, diet, fitness, home life, age, etc.
 ork-related: corporate culture, time of day, length of work shift, lack of enough rest periods,
W
rotating schedules, night work, volume of physical or mental workload, etc.
E nvironment-related: vehicle ergonomics, type of trip, road and weather conditions, availability
of rest areas, monotony of the road, environmental stress (heat, noise and vibrations), etc.

AGGRAVATING FACTORS
Fatigue is a biological condition that commitment, experience or motivation cannot overcome or offset.
The degree of fatigue can be affected by the following aggravating factors:
Sleep deprivation and an accumulated sleep deficit;
The existence of an untreated sleep disorder (apnea, insomnia, etc.);
Recognizing and
Time of day, circadian low points;
controlling the effects
Number of waking hours (after 17 waking hours, physical and mental performance declines considerably);
of fatigue can prevent Use of alcohol, medication or other drugs.
highway crashes
and save lives. EFFECTS OF FATIGUE ON OPERATING A VEHICLE
Fatigue adversely affects driving performance. There is a very strong connection between fatigue and
errors leading up to an accident. Drivers do not have to be falling asleep at the wheel for fatigue to impair
their ability to operate a vehicle. Recognizing and controlling the effects of fatigue can prevent highway
crashes and save lives.
Fatigue: increases reaction time;
decreases alertness;
distorts judgment;
impairs memory;
reduces a driver’s field of vision;
increases the risk of drowsiness and sleepiness.

6 PART 1 | FATIGUE MANAGEMENT GUIDE

OUR BIOLOGICAL CLOCK
The human body is programmed to sleep at night and stay awake during the day, regardless of our activities.
This phenomenon is known as the circadian cycle, internal clock or biological clock. This clock controls
body temperature, secretion of hormones, heart rate, blood pressure, digestion and sleep cycles. It is regulated
by exposure to light and dark and recurs every 24 hours. The low points in the circadian cycle are between
midnight and 6 a.m. and to a lesser degree, between 1:00 p.m. and 3:00 p.m. During these periods, our
metabolism slows down, we are less alert and fatigues sets in.

Fatigue-related fatal accidents according to time of day

Effect of the biological clock

Heavy vehicles involved in fatigue-related fatal accidents

according to time of day

1981-1996 Heavy Vehicles (USA)

0,16

0,14

0,12

0,10
Percentage

0,08

0,06

0,04

0,02

0
M 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Time of day Campbell and Belzer (2000), USA

FATIGUE MANAGEMENT GUIDE | PART 1 7

 SLEEP
Most people require between 7 to 8 uninterrupted hours of sleep every 24 hours on a regular basis. Meeting
this need depends on the amount of time drivers have off duty between work shifts, schedules or timetables,
and what time of the day a worker is off duty. Quality or restorative sleep is achieved in a calm environment,
continuously, and preferably at night between 10:00 p.m. and 7:00 a.m.

Sleep Deficit
For most people, getting fewer than 7 to 8 hours of sleep on a regular basis will result in a sleep deficit.
The deficit must be compensated by an equivalent amount of sleep. Sleep is the only way to recover
from sleep deprivation.
The average duration of sleep strongly depends on the time at which you go to bed.

Average number of hours of sleep according to bed time

Hours of sleep

Bed time Shapiro and Heslegrave. Making the shift work, p. 17 (1996)

After 17 waking
hours, our physical
and mental faculties Rest and nap periods temporarily help recover from fatigue.
decline significantly. They are, however, never a substitute for a main sleep period.

Microsleep
Microsleep is a brief (a few seconds or a few minutes) and involuntary lapse in attention, causing a loss
of consciousness: the head falls and eyes close briefly. These episodes can occur if an individual is tired
and trying to stay awake to perform a monotonous task, such as driving a vehicle along a highway or
staring at a computer screen.

PERIOD OF WAKEFULNESS
After 17 waking hours, our physical and mental faculties decline significantly. The longer a driver
is awake, the greater the decline in faculties, reaching levels that are usually associated with alcohol abuse.
Reaction time can therefore double and actions are not as precise.

8 PART 1 | FATIGUE MANAGEMENT GUIDE

 SLEEP DISORDERS
The most common sleep disorders are insomnia and sleep apnea. If you believe you have a sleep disorder,
discuss it with your physician.

Sleep apnea affects Sleep apnea affects mainly overweight men age 45 and over. Within the general population, 3%
mainly overweight of women and 5% of men have this sleep disorder and 15% of professional drivers are affected.4
men age 45 and over. Sleep apnea can be described as loud or irregular snoring and repeated episodes when breathing stops
Within the general during the night. Consult your physician to discuss the options available to treat this sleep disorder.
population, 3% of
women and 5% of WARNING SIGNS OF FATIGUE BEHIND THE WHEEL
men have this sleep Frequent yawning, nodding off.
disorder and 15% Trouble finding a comfortable position.
of professional Involuntary lane changes.
drivers are affected. Delayed braking.
No memory of the last few kilometres travelled.
Difficulty maintaining a constant speed.
Failure to check mirrors.
Missing an exit.
Hallucinations.

HOW TO COUNTERACT FATIGUE WHILE DRIVING

At the first sign of fatigue or drowsiness:
Pull your vehicle over into a safe location.
T ake a short nap. Studies show that even a 20- to
30-minute nap will help restore alertness for a period
of two to three hours.
T ake a rest break to stretch your legs. Perform
stretching exercises. Jump on the spot… anything
to get oxygen to the brain!

A break every two hours is an effective way

to stay alert.

4 North American Fatigue Management Program, Canada, United States, 2009.

FATIGUE MANAGEMENT GUIDE | PART 1 9

 HOW TO PREVENT FATIGUE AND DROWSINESS
Respect your fatigue and sleep limits.
 efore getting behind the wheel for a long trip, make sure you get a good night
B
of 7 to 8 hours of sleep.
P lan your itinerary by factoring in circadian “low points”.
For example, avoid driving through heavy traffic
areas early in the afternoon.
Before getting behind E at light meals and do not drink alcohol
before you drive.
the wheel for a long
T rain yourself to detect the warning signs of fatigue.
trip, make sure you get
As soon as they appear, stop to rest.
a good night of 7 to
 o not drive for more than four hours straight
D
8 hours of sleep. and ideally, not more than two hours at a time.
Get out of your vehicle to relax and stretch
your muscles.
To prevent visual fatigue:
• at night, reduce the intensity of
dashboard lights: light contrasts
increase visual fatigue;
• do not place items on the dashboard:
they reflect in the windshield and
increase visual fatigue;
• clean the windshield and rearview
mirrors regularly: better visibility
reduces visual fatigue.

Remember: rest is the only remedy

for fatigue!

10 PART 1 | FATIGUE MANAGEMENT GUIDE

 PART

2
Managing Fatigue
“CHAIN OF RESPONSIBILITY”
Fatigue can be caused by the decisions or actions of various parties within the carrier industry,
hence the concept of a chain of responsibility. These parties include: shippers, heavy vehicle operators,
drivers and consignees. Each must be familiar with and fulfill their legal responsibilities to minimize
fatigue-related accident risks. They also have to ensure that they do not make unreasonable or unrealistic
demands on drivers.
Drivers must comply with fatigue management methods and practices designed to help reduce fatigue-related
accident risks.

Examples of weaknesses in the chain of responsibility

Shippers
Lack of flexibility for pick up hours.
F inancial pressures that often take priority over a driver’s fatigue and accident risk
for the driver and other road users.
No rest lounge for drivers who are waiting.

Fatigue can be caused Heavy vehicle operators

by the decisions Poor planning of schedules and routes.
or actions of various Inadequate training.
parties within the  on-ergonomic vehicles or vehicles that are ill-suited for the type
N
carrier industry. of transportation required.
No rest lounge for drivers who are waiting.

Drivers
Poor planning of schedules and routes.
Non-existent or inadequate fatigue management practices.
Heavy evening meals. Use of alcohol, medication or other drugs.
Second job, which limits the number of hours of sleep.
Existence of a sleep disorder.

Consignees
A lack of flexibility and short deadlines for unloading.
Unreasonable delivery demands.
No rest lounge for drivers who are waiting.

FATIGUE MANAGEMENT GUIDE | Part 2 11

 When checking each element along the supply chain, it is important to understand the risks that one activity
can create for another. All parties within the carrier industry must work together to reduce accident
risks. The responsibility of each is proportional to the degree of control or influence they have within the
commercial transport industry.

At the first signs of fatigue, a driver should pull over into

a safe location to rest.

FATIGUE MANAGEMENT
You cannot rely solely You cannot rely solely on legislation to control the number of driving
on legislation to and rest hours to prevent fatigue, drowsiness and falling asleep
at the wheel. Legislation establishes maximum limits that must not
control the number
be exceeded, not limits that should be reached. Regularly approaching
of driving and rest these limits means moving away from healthy sleep management.
hours to prevent It is wrong to believe that you risk having an accident only after
fatigue, drowsiness 13 hours of driving or 14 hours of work. It is important for individuals
and falling asleep. to evaluate their activities and contribute by developing practices
to prevent heavy vehicle driver fatigue.
The success of a fatigue management program depends
on a joint effort between managers and drivers on the following points:
informing employees, shippers and customers
who do business with the company about new policies
that are in effect;
evaluation of existing fatigue-related risks;
e valuation of the effectiveness of current fatigue
management practices;
c hanges to work schedules, activities and
introducing new equipment;
n ew information about how fatigue affects health
and jeopardizes the safety of drivers and other road users;
reference to an incident or accident.

To successfully implement a fatigue management program, it is important

for drivers to participate in the process and that they have an opportunity
to voice their opinion, whether they are employees or contract workers.

12 Part 2 | FATIGUE MANAGEMENT GUIDE

 RISK MANAGEMENT
When managing health and safety issues, the most common approach is a risk management procedure.
The same approach can be used to deal with fatigue-related issues. Each link in the chain of responsibility
is called upon to minimize and control the fatigue of heavy vehicle drivers. To accurately assess your
situation, discuss these issues with your drivers. The following questions have been provided to help carry
out this exercise.

ACCIDENT RISK MANAGEMENT CHECKLIST YES NO

Do work shifts reduce the opportunity to sleep at night?

Do work shifts often begin and end at night or early in the morning?

To achieve operating objectives, do drivers have to work more than 10 hours over
a 24-hour period?

Are schedules predictable?

Do drivers have to accept delivery contracts at the last minute?

Do work schedules or shifts often limit the opportunity for a driver to sleep at least
To accurately 7 to 8 hours straight within a 24-hour period?
assess your situation,
Do you hire contract workers who may have put in long hours at another job?
discuss these issues
with your drivers. Do drivers need more flexibility to manage fatigue and to accommodate unexpected
situations they may encounter during runs (i.e. deadlines, waiting in line to load
or unload, the weather)?

Do the demands of shippers and customers contribute to driver fatigue?

Aside from driving, are there mental or physical factors that contribute
to driver fatigue?

Are there environmental factors, such as heat, noise, vibrations, road conditions,
that contribute to driver fatigue?

Are there factors that make it difficult to rest (sleep) in the vehicle?

FATIGUE MANAGEMENT GUIDE | Part 2 13

 RISK RECOGNITION
Sources of Information
Step one consists of determining accident risks, or risks of an incident due to fatigue, in the exercise of
your activities, driver activities or the activities of each link in the chain of responsibility. To determine which
hazards are related to fatigue, use information that is available to you, in particular:
work shifts;
schedules;
itineraries;
health condition of drivers;
condition of vehicles;
workload;
accident and incident reports;
traffic tickets;
any other source of information, such as comments and observations.

Data Analysis
Collecting data and examining work shifts may help find and understand common situations that can
Do not hesitate
lead to fatigue, such as:
to consider any
situation that work shifts that require more than 10 hours of service and driving within a 24-hour period;
 ork shifts that do not allow at least two consecutive 24-hour rest periods at the end of each
w
may contribute
work cycle;
to fatigue.
work shifts that involve service or driving at night and therefore limit the opportunity to sleep at night.
This also applies to schedules, assignments, delays and other incidents. Do not hesitate to consider any
situation that may contribute to fatigue, such as:
schedules that do not allow drivers 7 to 8 hours of uninterrupted sleep within a 24-hour period;
a ssignments that do not factor in travel time before and after a work shift, delays, interruptions,
sick leaves or other absences;
unpredictable schedules that give drivers little time to prepare or adjust to schedule changes;
p oor planning of itineraries, with the result that few amenities are available to drivers (rest areas,
restaurants, etc.);
the workload aside from driving (pre-trip inspection, loading, unloading), which can have a bearing
on physical fatigue during the entire trip;
d elays due to waiting time (loading and unloading, border crossing, etc.), which increase the initial
time allotted;
drivers who have not received fatigue management training;
vehicles that do not have a sleeping berth or adequate ventilation system;
poorly maintained vehicles (necessary maintenance to minimize vibrations and noise).

14 Part 2 | FATIGUE MANAGEMENT GUIDE

 RISK ASSESSMENT
By examining each of the hazardous situations recognized, you can ascertain the degree of danger to a
driver and other road users. Determine the potential consequences of these situations and ask yourself
if the danger could affect a driver or someone else, and if so, how. Some situations represent a relatively
small accident risk because of their rare occurrence. Others, however, are significantly more serious because
they exacerbate fatigue. You can determine the extent of a problem by asking drivers to indicate if the
difficulties observed apply to their activities.
Use the following evaluation chart to assess the degree of fatigue-related risks your operations represent.

The input of everyone is important during the risk assessment process:

consult drivers.

Determine the potential

consequences of
these situations.
Evaluation Chart for the Degree of Fatigue-Related Accident Risks Carrier Industry
Operations Represent

Small Risk Moderate Risk High Risk

40 to 60 work hours/week 50 to 70 work hours/week Over 70 work hours/week

Steady schedules with work

Steady schedules with work Unpredictable schedules and
shifts ranging between
shifts of 10 or fewer hours 14-hour work shifts per day
10 and 14 hours

Schedules that do not make

allowances for delays or that
Schedules that make allowances Schedules that sometimes push drivers to continue to
for delays and road conditions make allowances for delays operate their vehicles despite
the fact their level of fatigue
is critical in regard to safety

Night-time driving reduced Night-time driving two to three Night-time driving more than
to a minimum times a week three times a week

Schedule available at least one Schedule available a few days Schedule available only 24
week in advance in advance or fewer hours in advance

Short breaks throughout the Short breaks near the end Breaks sacrificed to increase
work shift of the work shift number of driving hours

Table continues on next page...

FATIGUE MANAGEMENT GUIDE | Part 2 15

 Evaluation Chart for the Degree of Fatigue-Related Accident Risks Carrier Industry
Operations Represent

Small Risk Moderate Risk High Risk

Fewer than 10 hours of overtime Over 10 hours of overtime Over 20 hours of overtime
each week each week each week
You can determine
the extent of a problem Driver almost always at rest Driver at rest between 11:00 No rest for the driver between
by asking drivers between 11:00 p.m. and p.m. and 6:00 a.m. (two to three 11:00 p.m. and 6:00 a.m.,
6:00 a.m. (circadian low points) times a week) two days straight each week
to indicate if the
difficulties observed Opportunity for a driver to sleep Opportunity for a driver to sleep Opportunity for a driver to sleep
apply to their 7 to 8 hours straight, almost 7 to 8 hours straight, three to 7 to 8 hours straight, fewer than
activities. every day four times each week three times each week

Fewer than 17 hours Over 17 but fewer than 19 hours

Over 19 hours of wakefulness
of wakefulness of wakefulness

Existence of a “mild” sleep

Existence of a moderate to
No sleep disorder disorder (i.e. occasional
severe (untreated) sleep disorder
insomnia)

Between 8 and 12 hours

Fewer than 8 hours of driving Over 12 hours of driving
of driving

Two (or fewer) night work Three night shifts in a row More than three night shifts
shifts in a row lasting more than lasting more than 8 consecutive in a row lasting more than
8 consecutive hours hours 8 consecutive hours

A combination of risk factors has a higher incidence than an isolated factor

on the relative risk of being involved in an accident.

16 Part 2 | FATIGUE MANAGEMENT GUIDE

INTRODUCTION OF MEASURES TO REDUCE FATIGUE
AND ACCIDENT RISKS
The best way to effectively monitor and control an accident risk is to find the source of the problem and
introduce strategies to eliminate or minimize the risk. When trips are carefully planned, a driver’s rest time
is scheduled at the “right moment” of the day, ideally every two hours and during circadian low points
(early in the afternoon and at night). The schedule should also be flexible enough to allow a driver to take
action in response to unexpected delays. This is one way to minimize risks.
Long-term measures, such as schedule planning, coupled with short-term strategies such as naps and short
breaks, are the most effective means of reducing accident risks. Long-term planning is the responsibility
of schedule managers and dispatchers. Short-term strategies are the responsibility of drivers. They must,
however, be given the opportunity to incorporate them into their schedule.

Drinking coffee, lowering the cab temperature or turning up

the music volume are temporary coping mechanisms, and are
the least effective in preventing fatigue.

FATIGUE MANAGEMENT GUIDE | Part 2 17

 Short-Term Strategies
Drivers are responsible for taking short-term action. They should be familiar with these strategies
and should have the opportunity to include them in their schedule. At the first signs of fatigue,
they should stop and rest. Driving in extreme weather requires taking short breaks in a location with
the best conditions. During such breaks, drivers should take advantage of the opportunity to take a nap,
stretch their legs and perform a few simple physical exercises.

DRIVER’S CHECKLIST

Suggest that drivers:

Driving in extreme
weather requires • perform a few physical exercises when the vehicle is stopped;
taking short breaks in
a location with the • air out the vehicle cab; stale air and cigarette smoke contribute to a buildup of fatigue;
best conditions.
• keep temperature at a comfortable level; heat contributes to drowsiness;

• stay mentally alert: listen to music on the radio, mentally calculate distances;

• drink water as often as possible;

• eat healthy meals at regular hours, avoid fatty foods, especially in the evening;

• keep a regular meal cycle whenever possible.

Remind drivers that caffeine provides only temporary heightened alertness and that if consumed
in excess, it can have adverse health effects.

Naps are an effective short-term solution, but should not replace

continuous sleep.

18 Part 2 | FATIGUE MANAGEMENT GUIDE

 Medium-Term Strategies
The best way to effectively manage fatigue is to carefully plan work shifts and itineraries.
This strategy also provides flexibility. When planning driver schedules, recent and future work and rest
periods must be considered. Drivers should have input when schedules are organized because work shifts
may affect each driver differently (family responsibilities and other factors). Fatigue training and information
also significantly help reduce driver fatigue.

MANAGER’S CHECKLIST

Work shifts should be scheduled around the best opportunities for sleep and rest.

Allow for loading and unloading time.

Replace a driver who has accumulated fatigue with a rested driver.

Keep schedules as regular and as predictable as possible.

Provide adequate training for your drivers. Training and information should focus on:

• the circadian cycle (body clock);

• sleep and sleep disorders;

When planning
driver schedules, • symptoms of fatigue and fatigue-related risk assessment;
recent and future work
and rest periods must • fatigue prevention strategies, such as properly adapted work shifts;

be considered. • fatigue management techniques (i.e. declaration of incidents);

• use and effects of drugs and alcohol;

• benefits of a healthy lifestyle (healthy diet, physical exercise) on sleep;

• planning trips (itineraries that incorporate rest areas);

• the law and responsibilities regarding fatigue management. 

FATIGUE MANAGEMENT GUIDE | Part 2 19

 Long-Term Strategies
Fitness to Drive
Fatigue management requires that drivers are well rested
and fit to operate a vehicle. Driving fitness requires a driver
and carrier to behave in a manner that minimizes the risk of
fatigue-related accidents. Operators must therefore introduce
policies, procedures and practices to ensure that drivers are
properly rested and ready to drive safely.

Equipment
Sleeping berths, ventilation systems and other
equipment must comply with legal requirements.
A maintenance program should be introduced to
ensure that the right type of equipment is used
for the work that is carried out.

Services
The services that are provided may vary
according to the type of company and should
include adequate lounge rooms, showers and
washroom facilities on the premises of the
company’s home terminal. When planning
an itinerary, the location of rest areas should
be considered.

MANAGER’S CHECKLIST

Evaluate the recent cycles (service, driving and rest) of drivers.

Inform workers about the company’s alcohol and drug use policy.
Driving fitness
requires a driver and Notify drivers of their next departure at least 24 hours in advance.
carrier to behave in a
manner that minimizes Inform drivers about the need to take regular rest breaks to prevent fatigue or to recover.
the risk of fatigue-
Prevent a driver who is not fit to drive from getting behind the wheel.
related accidents.
Maintain equipment in good operating condition:

• equip vehicles with an appropriate sleeping berth;

• ensure that air-conditioning and heating systems are operating properly;

• provide adjustable seats for all drivers.

Track down and repair components that contribute to excessive noise and vibration.

20 Part 2 | FATIGUE MANAGEMENT GUIDE

 STRATEGY EVALUATION AND UPDATING
Just as equipment and trucks require maintenance, procedures to draft work schedules must be reviewed
and updated from time to time. The effectiveness of policies and procedures to prevent driver fatigue should
also be reviewed regularly. Corrections should be made to adjust to current situations, where necessary.

Review of Operations and Risks

In addition to changes or improvements that should be made in response to incidents that might occur,
activities should be periodically evaluated and drivers should be asked if there are situations that cause
fatigue to accumulate. Information that is listed as part of a fatigue management program can be used
to periodically evaluate improvements that have been made.

MANAGER’S CHECKLIST
Just as equipment
Reassess risks, depending on the answers you receive to the following questions YES NO
and trucks require
maintenance, During the work shift that was just completed, were drivers given the time necessary
procedures to draft to prepare for a long trip, to return rested and available for work or to be able to cope
with schedule changes (making the transition from day work to night work)?
work schedules
must be reviewed During work shifts, are allowances made for waiting times or other problems that
and updated from can cause delays on the road?
time to time.
During this period, did drivers have the opportunity to get enough rest and sleep at night?

Have the actions of customers or consignees caused drivers to experience problems

due to accumulated fatigue?

Are there ways customers and consignees can change their operations to improve
the work-rest cycle? (For example: Load vehicles in the morning to allow drivers
to get to bed earlier.)

Updating Procedures
It is important to update basic procedures. If you have to make trips or runs that differ from your usual
activities, the risks they represent in terms of fatigue management must be assessed (risk assessment
and risk management process = recommended procedures). For example, if your activities are usually
carried out during the day and if you have agreed to drive during the night, you will have to change your
fatigue management strategies.

FATIGUE MANAGEMENT GUIDE | Part 2 21

 Fatigue-Related Incidents
Incidents related to fatigue should be reported. Disclosing this information encourages discussion between
managers and drivers and helps determine which trips, itineraries or procedures cause fatigue. Schedules
and work procedures can be improved based on this information.
To ensure the effectiveness of fatigue prevention strategies, all fatigue-related incidents should be examined.
It is difficult to determine if an accident or incident is related to fatigue.
All incidents should be discussed with the driver. For example, an unexpected delay may have eliminated the
extra time that was allotted to complete a run safely, forcing the driver to skip breaks and naps. This should
To ensure have resulted in changes in the work shift. The following factors should also be considered.
the effectiveness MANAGER’S CHECKLIST
of fatigue prevention
strategies, all fatigue-
All fatigue-related accidents or incidents should be recorded.
related incidents
should be examined.
Accident or incident where the driver acknowledges signs of fatigue

Accident or incident involving the vehicle, but no skidmarks or evasive action

Accident or incident in an express lane, monotonous haul

Accident or incident during a circadian low point

Involvement of another factor that can cause fatigue (vehicle failure, delivery wait time, traffic)

Speeding ticket due to a delay

Note of an accident or incident in the trip sheet

Other

22 Part 2 | FATIGUE MANAGEMENT GUIDE

 In the case of any incident, regardless if anyone was injured, we recommend following these steps:

Determine what occurred during the incident and specify the cause.

Consider whether the driver’s work-rest cycle may have contributed to the incident.

All incidents  etermine if wait times, delays or problems attributable to customers or consignees
D
should be discussed (or another party involved) may have contributed to the incident.

with the driver.

Develop a procedure to ensure that this type of incident does not occur again:

 otify customers or consignees (or another party) if you believe they contributed
N
to the incident and inform them of the change(s) you would like them to make
to their operations (i.e. change delivery schedules).

Provide feedback to all drivers regarding your initiative.

Ensure that you comply with legal obligations.

Report and keep a record of each incident.

If an investigation reveals that one or more internal procedures were not followed, find out why.

Make sure drivers understand instructions.

Update training.

Based on input from drivers, draw up schedules that provide enough rest time.

Go over the terms of employment with which drivers who failed to follow procedures must comply.

 otify shippers or consignees who have unrealistic requests and expectations of your obligations
N
and change work contracts accordingly.

FATIGUE MANAGEMENT GUIDE | Part 2 23

 MANAGEMENT OF DELAYS AND UNFORESEEN EVENTS
Despite efforts to manage fatigue effectively, the unexpected can occur. Schedules can become disrupted
and interfere with a driver’s ability to rest at the right time. A management strategy should enable drivers
and operators (or dispatchers) to make allowances for unexpected incidents and, where necessary, change
the amount of time allotted to carry out work for an entire trip. In many cases, a driver has to make decisions.
Proper training, procedures and practices are also helpful.

In many cases, Situations may include the following:

a driver has to breakdown of a vehicle;
make decisions. traffic;
Proper training, road conditions;
procedures and weather conditions;
practices are loading and unloading delays;
also helpful. wait times (at the border, harbour entry, etc.).

EXAMPLE

A road accident prevents a driver from making it to the shipper on time (one hour delay).
The driver therefore has to make up for lost time to comply with the predetermined schedule.

Assess the risk

It is important to consider the work and rest hours that have accumulated over the last
24 hours and evaluate the opportunities to rest over the next 24 hours. If you have taken
short breaks regularly and a rest period of at least 8 hours over the last 24 hours, increasing
the driving and service time may be an option (in compliance with regulations), but an
extended rest period must compensate for this action.

Possible solution
To compensate for a longer work period, allow for a longer rest period over
the next 24 hours.

General principle
More rest and less work during the next work shift should compensate
for a longer continuous work period.

It is important for drivers to recognize risk situations where temporary

strategies may be used to cope with fatigue. What is more important,
however, is understanding that in some circumstances the only solution
is to stop and sleep.

24 Part 2 | FATIGUE MANAGEMENT GUIDE

 Other Fatigue
Management Considerations
EXAMPLE OF A FATIGUE MANAGEMENT APPROACH

Risk Assessment
Risk Determination  ork schedules that end between midnight and
W
 ork shifts longer
W 6:00 a.m. often result in long periods of wakefulness,
than 12 hours. accumulation of a sleep deficit and driving at the
Long work shifts highest risk period of the day.
that start or end  elays may have an impact if they are offset by
D
between midnight reduced rest periods and breaks or by speeding.
and 6:00 a.m. They therefore increase risks.
 elays due to
D A llowing drivers fewer than 24 hours to make
waiting time. the transition from a day schedule to a night schedule
Unpredictable can affect their alertness when they come in for work.
schedules.

Work schedules that

end between midnight
and 6:00 a.m. often
result in long periods
of wakefulness,
accumulation of
a sleep deficit
and driving at Introduction of Strategies
Strategy Evaluation
the highest risk  hange work shifts to allow drivers to sleep between
C
and Updating
period of the day. 10:00 p.m. and 7:00 a.m. as often as possible.
 iscuss problem
D A driver can take naps and breaks to rest temporarily.
situations (actual  ake sure drivers sleep at night as often as possible,
M
incidents) with drivers. preferably between 10:00 p.m. and 7:00 a.m., and
 emember that you are
R that each week (work cycle) they have at least two
required to keep logs of consecutive nights of sleep.
driving and service hours  ake sure customers know about their driver fatigue
M
for a period of six months. management responsibilities (delays).
F ollow up on incidents  anage schedule changes effectively to ensure
M
that occurred during that drivers are well rested when they start a new
previous months. work shift.

FATIGUE MANAGEMENT GUIDE | Other Fatigue Management Considerations 25

 REVIEW OF
EFFECTIVE FATIGUE
MANAGEMENT PRACTICES
Encourage drivers
to take breaks and
naps, eat healthy Plan schedules to maximize opportunities to sleep and rest at the right time of the day
1 (at night, particularly between 10:00 p.m. and 7:00 a.m.).
meals and exercise as
short-term solutions.
2 Plan schedules to accommodate routine delays.

Limit the sleep deficit a driver accumulates by planning at least two consecutive 24-hour rest
3 periods each week.

Plan a longer rest period between work cycles to allow drivers to benefit from two consecutive
4 10-hour rest periods (preferably at night between 10:00 p.m. and 7:00 a.m.), to compensate
for a lack of regular sleep.

5 After a short rest period, plan a longer rest period.

After a long work shift, plan a shorter shift the following day (this will allow a driver to get more
6 sleep and rest).

7 Introduce work schedules that are as regular as possible.

Encourage drivers to take breaks and naps, eat healthy meals and exercise as short-term
8 solutions.

Acknowledge that there are limits to the human body’s ability to compensate and that
9 7 to 8 hours of uninterrupted sleep is essential.

When drawing up work schedules, make allowances for the amount of time that daily living
10 activities require (meals, sleep, hygiene, time traveling to and from work, family life, emotional
well-being, work around the house, etc.).

11 Ask drivers to pull into a safe location to rest at the first signs of fatigue.

26 Other Fatigue Management Considerations | FATIGUE MANAGEMENT GUIDE

 FATIGUE MANAGEMENT WORKSHEET
The best way List fatigue-related Do the factors List short-term List long-term Date strategies
to effectively monitor risk factors that are listed strategies that strategies that were last
and control an accident represent actual are used are used reviewed
risk is to find the source risks? or proposed or proposed
of the problem and to prevent fatigue to prevent fatigue
introduce strategies
to eliminate or
minimize the risk.

FATIGUE MANAGEMENT GUIDE | Other Fatigue Management Considerations 27

 OTHER RELEVANT FATIGUE MANAGEMENT INFORMATION

Add additional
information and
key contacts.

28 Other Fatigue Management Considerations | FATIGUE MANAGEMENT GUIDE

 NOTES

Acknowledge that
there are limits to the
human body’s ability
to compensate and
that 7 to 8 hours
of uninterrupted
sleep is essential.

FATIGUE MANAGEMENT GUIDE | Other Fatigue Management Considerations 29

C-4840-A (11-09)