Everyone takes a turn being on-call in one week cycles. We have an on-call day and an on-call night. Any infrastructure alarms go to the on-call person and he&#x2F;she is expected to address the issue, which can include escalating it to the person who knows the most about it if the severity warrants that, or deciding it&#x27;s not important and silencing for some time period.<p>On-call fixes until the crisis is mitigated. If something can be addressed the next day during normal hours, it is.<p>On-call tickets are the most important. In our company, &quot;on-call&quot; just means you get the infrastructure alarms for that week and time period, and gotta deal with them when you get them. There is no alteration in pay for on-call weeks.<p>If the current on-call can&#x27;t respond within 10 minutes (or forgets to ack in PagerDuty), the next person on the escalation schedule will be notified and expected to deal with the issue.<p>Other teams&#x27; risk is mitigated because if it&#x27;s breaking production, we just call them and make them fix it. The whole company is &quot;always on-call&quot; in some sense, because if your thing is breaking production, you&#x27;re going to get a call and get asked to fix the problem.<p>We feel like the tooling on this, even with PagerDuty whose whole job is managing on-calls, is subpar and are constantly talking about creating an in-house replacement.