Layering flame-resistant (FR) clothing has long been a best practice among industrial athletes. In addition to providing critical hazard protection, this tried-and-true strategy enhances user comfort by enabling industrial athletes to add or remove clothing layers as their activity level or the weather changes.

Base, middle and outer FR layers are equally important. Each serves its own purpose, so it is wise for lineworkers to own all three types.

Base Layer: Moisture Management
This next-to-skin garment layer wicks moisture away from the body, a function that becomes especially important in frigid conditions, lowering the user’s risk of chills and hypothermia by keeping the skin dry and warm. Base layers are offered in various fabric weights, with a general rule of thumb that the heavier the fabric, the warmer it will keep you – so long as it wicks properly.

Keep in mind, however, that the primary purpose of an FR base layer isn’t to increase your warmth. Beyond offering hazard protection, this layer is intended to pull moisture away from the skin. So, when shopping for an optimal base layer, choose a quick-drying garment that offers permanent moisture-wicking performance. Permanent moisture management is achieved through a blend of hydrophobic/water-hating and hydrophilic/water-loving fibers. Manufacturers that make claims about their fabrics’ moisture-management benefits but don’t use this type of fiber blend typically rely on topical finishes that will wash out over time, diminishing garment performance.

FR fabric blends with proven moisture-management properties are available from numerous industry vendors. As you spec and select garments, ask for this and other relevant data to help guide your purchasing decisions.

Middle Layer: Insulation
The middle layer of an FR clothing system also moves moisture, similar to a base layer, but its primary role is helping users retain their body heat. Essentially, the more efficiently this layer traps heat, the warmer you will be. Fabric weight can be adjusted by users to match changing conditions; this is where the art of layering truly begins.

Here is just one example: Your shift starts early in the morning, when temperatures will be their lowest for the day. You opt to wear a base layer, a heavier midweight layer and a protective outer shell, all appropriately rated for the hazard exposure. As your body warms and the ambient temperature rises, you decide to swap your midweight layer for a lighter option that still provides adequate flame protection.

Ideally, industrial athletes will own middle layers in various fabric weights, including a heavier FR fabric for colder weather, giving themselves the flexibility to add or shed layers for comfort. Remember to select middle layers that provide permanent moisture-wicking performance. As with base layers, this feature helps to ensure fabric stays dry even as temperatures and physical activity levels rise.

Outer Layer: Wind, Rain and Snow Protection
Your outer FR layer should be breathable and wick moisture, but more importantly, it must protect you from the elements. Any wind or water given the opportunity to penetrate inner garment layers can quickly chill you, making this layer especially critical during storms.

One common consumer mistake is choosing an outer FR layer that’s too heavy and/or doesn’t breathe well, trapping moisture inside and providing subpar protection from wind, rain and snow. Outerwear should allow moisture to escape while being lightweight enough to allow the user’s freedom of movement. An FR clothing system that includes an outer layer with permanent moisture-wicking performance can move moisture from one layer to the next until it evaporates into the atmosphere.

Conclusion
Moisture-wicking technology was initially developed to enhance athletes’ performance in extreme outdoor environments, keeping them cooler and drier in hot conditions and warmer and drier in cold ones. Today, industrial athletes – like lineworkers – can take advantage of moisture-wicking, high-performance FR garments and well-designed layering systems to help keep them safe and comfortable in hazardous outdoor work environments.

About the Author: Brad Sipe is the director of business development for Lakeland Fire + Safety’s HPFR Division and a 25-year veteran of the apparel industry. Reach him at bssipe@lakeland.com.

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Selection Tips for Base, Middle and Outer Layers

Base

• Choose a base layer with permanent moisture management, which will help to ensure full lifetime performance of the garment.
• An optimal blend of hydrophobic and hydrophilic fibers is key. This combination pulls and pushes moisture through the FR fabric so that it spreads and dries more effectively. Ask vendors for garment data – it’s available – and be sure to check labels to confirm fiber blends.

Middle

• For flexibility, select FR middle layers in different fabric weights. These garments can be swapped out as temperatures and activity levels change.
• Ensure middle layers provide permanent moisture-wicking performance.

Outer

• Choose outerwear that will adequately protect you from wind, rain and snow.
• Make sure the FR garment is lightweight, breathable and incorporates permanent moisture management.

A medium-voltage underground splicer’s ability to safely and correctly identify, test and cut cable is more than part of their job; it is a survival skill. These splicers must be trained to make their first cut remotely – every time – whether performing routine maintenance or responding to an emergency, even when the cable has been tested and grounded. This approach ensures the worker is safely out of harm’s way if residual or unexpected energy remains in the system.

Procedural Development and Training
Proper cable identification supports operational efficiency, helping to minimize outages, reduce the risk of damaging cable and equipment, and expedite the restoration process after service disruptions.

Because misidentifying and/or improperly cutting a live cable can result in severe injury or death, utility organizations ideally develop and train employees on stringent cable identification procedures. Splicers must learn to use a combination of testing, grounding and electronic tracing to confirm cable identity before proceeding, regardless of the environment or circumstances.

Employers are legally required to comply with OSHA standards, which outline what they must accomplish to protect employees. Utility-specific guidelines also provide direction about how work is to be safely performed.

Layers of Defense
Cable splicing mirrors high-risk switching operations, which means that personal protective equipment is critical to worker safety. Standard PPE for a medium-voltage splicer includes a hard hat, safety glasses with side shields, steel-toe boots and flame-resistant clothing rated for the hazard exposure. Depending on the voltage and situation, a splicer may also need to wear rubber gloves, sleeves and arc-rated garments in exposed energized environments. Insulating hot sticks and grounding equipment are equally essential. Note that all PPE and tools must bear valid inspection stickers to confirm they are safe for use. The hazards of underground electrical work leave no room for shortcuts.

Lockout/tagout procedures offer another layer of defense. Once a cable has been identified, the splicer must work with dispatch to locate the nearest sectionalizing switches and isolate the line. Testing verifies the line has been properly switched out, and grounding removes any remaining induced voltage. Only then should a tag be placed on the equipment, clearly indicating that the cable must not be re-energized until the tag has been removed under the authority of dispatch and the worker who affixed it.

Modern electronic cable identification methods may not be available or reliable in some cases. Corroded grounds, damaged markers and other factors could force splicers to use traditional verification techniques, such as checking duct position numbers, verifying tags and footage markers, using blowers to feel air movement through ducts, and performing tug tests. Under no circumstances, however, should a snake be run through a duct unless the cable has first been proven de-energized.

Helpful Tools
Various advanced tools are available to help workers improve identification accuracy. Impulse test kits help to locate and phase identify direct-buried or conduit cables up to 20 miles long, including submersible cable. Using a transmitter that sends electrical impulses combined with a clamp-on receiver that reads the signals, splicers can accurately identify both single-phase and three-phase systems. Calibration and careful use of these tools are essential to prevent false readings.

Even with reliable identification tools, the process does not end once a cable is located and phased. Remote cutting is the final safeguard. No matter how certain the splicer is that a cable is de-energized, they must perform the first cut at a distance. Cutting implements can be selected based on the working environment. Grounded hot-stick cutters allow for smaller cable cuts from outside confined spaces. Bluetooth-enabled cutters can be operated remotely while secured in position to prevent accidental swings. Hydraulic cutters, with hoses and cords extending up to 40 feet, allow workers to stand clear of the cable during an initial cut. Regardless of the method, the objective remains the same: Keep workers out of the line of fire until the cable is fully severed.

The tools referenced here can help save lives – but only if they are in good condition. Follow manufacturer guidelines, store tools clean and dry in protective cases, and keep them shielded from unnecessary vibration and other exposures that could upset their calibration. With its constant bumps and jolts, a splicing truck is no place for delicate instruments unless they are properly secured. Dedicated, climate-protected storage ensures these devices remain reliable when they are needed most.

The Bottom Line
When it comes to cable identification and cutting, one principle stands above the rest: Treat every cable as if it is energized until proven otherwise – and maintain a margin of safety even then. By creating layers of defense with PPE, lockout/tagout procedures, proven tools and remote cutting, splicers safeguard themselves, their coworkers and the communities they serve. Underground cable work is largely unforgiving, but it can be performed safely and efficiently when approached with caution, precision and respect.

About the Author: Mark Savage is the owner of DeadBreak, a service-disabled veteran-owned small business providing underground distribution and transmission training, consulting and field services. A U.S. Marine Corps veteran with over 25 years of experience in underground construction and emergency response, Savage is a credentialed journeyman cable splicer/lineman and qualified medium-voltage splicing trainer. Reach him at msavage@deadbreak.us.

“If you’re not prepared to be wrong, you’ll never come up with anything original.” -Sir Ken Robinson

Innately curious and hardwired to seek order, humans often grasp onto the latest ideas and inventions that help us satisfy our need to understand the world around us. Don’t believe me? Consider geocentricism, or the now-obsolete belief that the Earth is the center of the universe.

In earlier millennia, we followed herds of animals as they migrated, all of us sleeping under the stars. Our ancestors knew the night sky better than many of us do today. As they watched their world revolve around them, they assumed that the universe must have been created in service to them – right up until the works of Copernicus, Galileo, Kepler and Newton confirmed heliocentrism (i.e., that the sun is the center of our solar system).

Naturally, our ancestors were slow to accept this new information because changing deep-seated beliefs is no easy feat. They experienced discomfort and outright fear, preferring the warm and fuzzy feeling derived from trusting that the universe was solely focused on their needs.

Much like our ancestors, humans today often feel certain that we know all there is to know. When we dip a teaspoon into the proverbial ocean of available knowledge and find no whales, it is easy to assume whales do not exist. There weren’t any in our saltwater sample, right?

I noted earlier that it is not uncommon for us to acquire a small amount of information and run with it. Sometimes we will even protect and defend that information when someone challenges us or proves us wrong. Why do we respond in that manner? Well, our beliefs feel like a cozy security blanket, and our discomfort is provoked when someone snatches that blanket away. Though modern human society has undoubtedly evolved, the reality is that we are not vastly different from our ancestors. One exception is that in 2026, there is no valid reason why we shouldn’t trade in our teaspoons for much larger buckets of knowledge.

Predictive Processing Errors
We should not be surprised that safety has evolved in much the same way, given that it is a product of human systems and behaviors. Still, recognizing that can be difficult without the proper perspective. Let’s start by acknowledging that so long as we are breathing, there exists an infinite number of circumstances, decisions and other possibilities that could impact us. These possibilities intersect – again, in infinite ways – sometimes combining to produce worksite incidents. Yet too many industry professionals believe that we can identify and prevent the limitless number of potential event scenarios, using incident analyses to determine and address root causes.

Incidents stem from predictive processing errors, which is just a fancy term for certain mistakes made by the human brain. Here is the critical part that readers must understand: We cannot and will not predict an incident that we have never previously experienced or imagined or do not believe could occur. Recall the teaspoon-and-whales fallacy referenced earlier.

Time constraints and other job pressures are not uncommon in our industry. When we feel as though we must make a snap decision, the brain looks for cues and patterns based on our previous experiences and education. It will not make any decisions based on information it does not possess. In other words, greater intelligence and safer jobsites are much more likely to emerge when we share information with each other, preferably in healthy group settings that support quality interactions.

But here’s the catch. First, the human brain wants to conserve as much of the body’s energy as possible. Second, many of us are painfully aware that some individuals and working environments require more of our energy than others do. With that said, we can try to avoid interacting with coworkers who deplete us, but we also must realize that nothing results from a conversation that never takes place. No one will learn anything new that could enhance safety for all.

Optimism Bias and Experiential Blindness
Optimism bias – or a person’s inclination to underestimate the likelihood that something could go wrong – is a predictive processing error often made when the brain is in a state of experiential blindness. Our ability to accurately predict future events is severely hampered if we have never experienced those scenarios or imagined they could happen. Discovering our mistakes can be troubling as well, often triggering an emotional response that blocks the brain’s frontal lobe – the part that controls our critical thinking and executive functions.

Keep the previous paragraph in mind as we work through this next part. Let’s say someone raises a concern during a job briefing that is almost immediately dismissed by the rest of the crew. A concern shot down that quickly will likely never elicit any feedback or suggested actions from the group. But what if we reframe the way we think about concerns, treating them as predictions of unwanted outcomes? The more concerns that we raise, the more possibilities we can imagine, which increases our likelihood of identifying mitigation strategies that protect employees, customers and the public.

Safety is a product of our interactions on the job. Humans have invented the social hierarchy that exists in many organizations, but here is the reality: Every single worker is a piece of our puzzle. Remove one of them and outcomes change. The same is true in non-utility environments. For instance, a patient’s care could be undermined if the sheets on their hospital bed are soiled or their meals haven’t been carefully prepared. The next time you decide to bake your favorite loaf of bread, omit a couple of ingredients and let us know if it looks and tastes the same way you remember.

Tracking Events That Don’t Happen
Stop me if you’ve heard this one before: “If we can’t measure it, we can’t manage it.” That may be true for many things, yet it is not wholly accurate for safety. Yes, we collect and analyze data after incidents have occurred. But in an organization that fosters high-level, quality interactions among workers – interactions that enable us to carefully and intentionally move forward together through uncertainty – how do we measure and manage those incidents that never happened because of our safety efforts? The simple answer: We don’t. Instead, we focus on learning what we can from every outcome – wanted, unwanted, expected and unexpected.

Upstream Signals
There is one last thing I want to mention here. Since we do not typically notice what we are not looking for, we can miss weak upstream signals that point toward unwanted and unexpected outcomes. That means we must make a concerted effort to improve our observational skills, with success greatly dependent on team dynamics. Is there synchrony among our team? If not, who or what is out of alignment?

Our next safety meeting could provide some clues. While there, observe who is sitting in the back of the room. Have those individuals mostly assumed the same body language and posture, such as crossing their arms? Isn’t that interesting when we consider the tidy sum many of us are willing to pay for good seats to an event we are eager to attend? In fact, I do not believe our workers who sit in the back row, arms crossed, are consciously or voluntarily making that choice. I believe their behavior is an indicator of an unsettling, undefined “something” occurring upstream in the organizational system.

Conclusion
Safety should be about playing to win – not merely playing not to lose. To continue the utility industry’s safety evolution, it is imperative that we foster work environments in which concerns are treated as predictions of unwanted outcomes and our interactions with one another are considered opportunities to expand our collective intelligence.

About the Author: William N. Martin, CUSP, NRP, RN, DIMM, is president and CEO of Think Tank Project LLC (www.thinkprojectllc.com) and SAFR LLC. A third-generation electric utility worker and medical professional with extensive experience in high-risk operations and emergency medicine, he served nearly 20 years in lineman, line supervisor and safety director roles. Additionally, Martin spent 23 years as a critical care flight paramedic and registered nurse with cardiology and orthopedic experience. He earned a Diploma in Mountain Medicine and was an instructor/trainer for the National Ski Patrol. Currently, Martin writes and speaks nationally about safety and human performance, with a special focus on unleashing human potential.

Author’s Note: The first part of this five-part series (see https://incident-prevention.com/blog/when-the-system-isnt-enough-how-to-create-personal-motivation-that-saves-lives/) explored the notion of accepting 100% accountability for our safety at work. This article addresses mental preparation to reduce risk of serious injuries and fatalities. Part three will cover spiritual health, with a focus on clarifying and leveraging our own deeply held beliefs.

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Combat had endless tests, and one of the worst sins was “chattering” on the radio, which was reserved for essential messages; loose talk showed the wrong stuff. A Navy pilot once yelled, “I’ve got a MiG at zero!” as the enemy locked on his tail. An irritated voice cut in: “Shut up and die like an aviator.”

–Paraphrased from Tom Wolfe’s “The Right Stuff”

Are U.S. Navy pilots really born this way?

Many lineworkers have their own phrase: “He is a good hand.” While understated, it is meant to describe the pinnacle of lineworker excellence. But what is the “right stuff” in our industry? Calm, cool and collected? Competent, stoic and thoughtful? The kind of person who can say, “Houston, we have a problem” without missing a beat? Do we expect a lineworker to perform a thorough job briefing or safety analysis during a heat wave in the same way astronaut Jim Lovell calculated trajectories for Apollo 13’s return inside an overheated space capsule?

Navy pilots aren’t born calm, and lineworkers aren’t born good hands. These are learned behaviors cultivated through training, character development and good habit formation. As such, this article will not provide readers with a single definition of the right stuff. Instead, it will explain the origins of our natural dispositions and how we can evolve into people others trust with their lives.

What You’re Born With vs. What You Build
Since we’re not born ready-made for hazardous work, it is helpful to understand the raw wiring we begin our lives with and the patterns we develop over time.

Temperament is your nervous system’s factory setting, the tendencies you exhibited as a toddler and probably still demonstrate today. Some of us are naturally quiet and steady while others jump right into the center of things. None of this is good or bad. It is simply your starting point.

Your personality, or learned response to life, is shaped as your temperament interacts with your environment. You can thank everyone you have ever known for influencing it. Personality is the ongoing negotiation between who you are on the inside and what the external world expects of you. Some struggle with this balance, but most manage it well enough.

Emotional reactions arise from the interplay of both. Like voltage seeking ground, every moment is matched against your temperament and personality. Experiences in line with your natural tendencies generate little emotional current, while those that conflict create spikes. If someone threatens your family, for example, you’ll almost certainly feel it at full wattage; less so if someone hands you a package of peanut M&M’s instead of the plain ones you prefer.

Strong spikes become trigger points that can create havoc. Thankfully, David Rock, Ph.D., devised the SCARF Model, a cheat sheet for understanding these emotional triggers. In simple terms, the typical adult will have an emotional response to a perceived threat against their sense of status, certainty, autonomy, relatedness or fairness. The bigger the threat, the bigger the reaction – works every time. Consider an apprentice who has just been insulted in front of the rest of the crew. Depending on their temperament, they may react loudly and immediately or quietly a few hours later. For some it will be an immediate fistfight; others will prefer nailing your favorite hard hat to a pole when you’re not around.

What Predicts Safe Behavior?
Once you know what sets you off, you can train yourself to manage those triggers and influence safety in the field. Psychologists have studied five core personality traits – measured by the Five Factor Model, which has been supported by numerous studies since 1992 – that predict safety-related behavior. Taking this assessment can help you understand your temperament, personality, emotional triggers and how likely you are to work safely in hazardous conditions. The five factors are:

1. Conscientiousness: High assessment scores indicate deliberate, careful work. Low scores suggest carelessness.
2. Neuroticism: High scores signify impulsive, reactive behavior, especially under stress. Low scores mean stability, calm and steady decision-making.
3. Extroversion: High extroversion can either lead to distraction and horseplay or, with genuine competence, turn into strong, vocal advocacy for safety.
4. Agreeableness: High scores mean you’re cooperative, willing to follow rules and a team player.
5. Openness: Being open to untested approaches in hazardous situations can be risky, but being cautiously open to new safety tools and methods is a plus.

It is in your best interest to know your Five Factor scores, which highlight natural risks and areas that may need development. Although personality does not dictate your decisions, it does strongly influence your likeliest choices, and most of us are more predictable than we realize. Five Factor assessment results often confirm an individual’s suitability for line work, but even then, understanding these traits provides clearer insights into how we operate internally.

Personality Can Change With Practice
Now that we know which traits influence safe behavior, the question is, can we modify our own personal traits to enhance our safety in the field? Contrary to popular belief, the answer is yes – but there are three requirements: (1) willingness to change your behavior, (2) belief that you can change and (3) consistent practice until the new behavior becomes habit.

This may sound like psychobabble, but it is based on the same principle as boot camp, during which character development trains emotions. Boot camp attendees typically walk in with one disposition and walk out with another. Line apprenticeships work the same way. Often, there is a notion that we rise to the occasion, but the reality is that we sink to our level of training. True mastery is on us. It is – and can only be – a personal choice.

Elite athletes and special operations soldiers are prime examples. Their careers demand constant mastery, so they relentlessly concentrate on how they eat, move, sleep, communicate, focus, make decisions, plan their work and avoid complacency. Their apprenticeship never really ends.

In the utility world, effort often tapers once someone tops out, but we shouldn’t give up once we’ve “made it” because injuries and fatalities still happen. True mastery doesn’t stop at the peak; it’s up to each of us to keep learning and improving. Full accountability for our own safety means we shouldn’t ignore anything that could give us an edge.

Upgrading Your Mental Firmware
If your temperament is the factory setting of your nervous system, then mastery comes from upgrading the mental firmware that runs on top of it. The first step is understanding how you’re built (i.e., your natural temperament and the personality you’ve developed over time). The next step is intentionally improving how you operate.

This is when models like SCARF become useful. In addition to explaining why you react the way you do, they also help you predict what will set you off, enabling you to manage your pressure points before they manage you.

Note: Because this work is deeply personal, these upgrades should always be voluntary and confidential.

Here are the four steps I train clients to use when upgrading their mental firmware:

1. Understand how thinking and emotion interact: Recognize what high-quality decisions look and feel like, especially under pressure.
2. Strengthen habits: Build routines that make safe behavior automatic, not optional.
3. Improve attention and focus: Stay mentally present and resist complacency.
4. Visualize work processes before the day begins: Perform a mental pre-mortem – picture the job, identify hazards and make adjustments – before stepping onto the site.

All of these skills can be trained on, practiced and improved. In combination, they help to close the gap between who a person is naturally and the person the work requires them to be to keep themselves safe.

A Deliberate Endeavor
The right stuff isn’t magic or something bestowed upon you. It’s developed deliberately over time by people who want to be the best at what they do and go home whole. Everyone employed in a hazardous trade has the capacity to develop the right stuff, but it will only happen when workers learn who they are, understand their triggers and commit to mastery.

About the Author: Tom Cohenno, Ed.D., CSP, CUSP, NBC-HWC, is a recognized safety expert and principal of Applied Learning Science (https://appliedlearningscience.com). With deep academic and operational experience as a U.S. Navy veteran, substation chief and former utility executive, he blends real-world insight with evidence-based research to deliver practical, impactful safety solutions.

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To learn more about Dr. David Rock’s SCARF model, read “SCARF: A Brain-Based Model for Collaborating With and Influencing Others” (see https://schoolguide.casel.org/uploads/sites/2/2018/12/SCARF-NeuroleadershipArticle.pdf) and “Managing With the Brain in Mind” (see https://davidrock.net/wp-content/uploads/2016/06/ManagingWBrainInMind.pdf).

Batteries have become a critical component of electric utility operations. Once limited to backup power in substations and control rooms, energy storage now drives innovation across the grid. As use of batteries increases, so does the responsibility to manage the unique chemical and physical hazards they introduce. Understanding how battery systems are governed under OSHA 29 CFR 1910.1200, “Hazard Communication,” is essential to ensuring worker safety, regulatory compliance and operational reliability.

Energy Storage and the HCS
Electric utilities sit at the center of the energy transition. The shift toward renewable generation, distributed energy resources and grid modernization has made large-scale energy storage critical to system reliability. Lithium-ion batteries have revolutionized grid-scale storage with fast response times, high efficiency and the ability to smooth fluctuations in renewable output. Meanwhile, sealed lead-acid batteries remain vital in substation operations, providing emergency power for relays, switchgear and communication systems. As utilities expand energy storage, workers encounter a growing variety of battery chemistries and configurations, each with distinct hazards that must be identified, communicated and controlled.

OSHA’s 1910.1200 hazard communication standard (HCS) is a right-to-know law intended to ensure that employees understand the hazardous chemicals they may be exposed to, the risks involved and how to protect themselves. Under the HCS, employers must maintain an inventory of all hazardous chemicals in the workplace; make safety data sheets readily accessible; verify all relevant containers and systems are properly labeled; and provide training to teach employees how to interpret and act on this information. Employers also must maintain a written hazard communication program describing how these requirements are met. For utilities, this means batteries – regardless of type – must be assessed for chemical hazards, just like any other regulated substance.

Battery Types and Risks
Different batteries pose different risks depending on their chemistry and use.

Lead-acid batteries, common in backup systems and mobile equipment, contain lead, lead oxide and sulfuric acid. Risks are limited when these batteries are intact, but hydrogen gas and acid mist can be released during charging or maintenance, creating fire and health hazards.

The dominant choice for grid storage, lithium-ion batteries contain flammable electrolytes and lithium salts that can react violently if overheated, overcharged or damaged, leading to thermal runaway and potential fires.

Nickel-based batteries, such as nickel-cadmium and nickel-metal hydride, are valued for their durability in extreme conditions but contain toxic and corrosive materials (e.g., nickel, potassium hydroxide). Note that cadmium is a regulated carcinogen under OSHA 1910.1027.

Flow batteries, used for long-duration storage, rely on circulating electrolytes such as vanadium or zinc-bromine. Leaks and spills can create corrosive and environmental hazards.

And while designed for improved safety, even sodium-based and solid-state batteries may present reactivity or fire risks if damaged or mishandled.

HCS Misconceptions
One persistent misconception among professionals in the utility industry is that sealed batteries are entirely exempt from OSHA’s HCS. The fact is that the standard applies to any workplace in which employees may be exposed to hazardous chemicals – including those contained in batteries. Sealed or intact batteries may be partially exempt if they do not release hazardous substances under normal use. However, once a battery is charged, serviced, recycled or damaged, it could release hazardous materials, thus requiring full HCS compliance. This means utilities must maintain easily accessible safety data sheets for every battery type; ensure battery storage and charging areas are clearly labeled; and provide training to workers who install and maintain batteries and/or respond to battery-related incidents.

Other misconceptions could lead to HCS compliance gaps as well, such as “sealed means safe.” Sealed batteries may vent gases and electrolytes due to heat, mechanical stress and overcharging. Additionally, some industry workers believe OSHA’s HCS applies only to chemicals, but its scope covers equipment that contains or could release hazardous chemicals. And although some assume that safety data sheets are required only for substances employees pour or mix, OSHA explicitly demands sheets for all hazardous chemicals an employee could be exposed to, including those found inside batteries.

Hazard Management
To successfully manage battery-related hazards, a utility organization must develop and maintain a structured, proactive approach that integrates chemical safety protocols into daily operations. Begin by conducting a comprehensive battery inventory, identifying all systems, types, quantities and locations. Mapping the hazards for each battery type will help to determine potential exposures during installation, charging, maintenance and disposal. Based on the assessment results, establish a battery management plan that outlines procedures for safe handling, storage, charging, spill control and emergency response. The plan should define inspection intervals and maintenance responsibilities.

Effective hazard management relies on effective employee training. Workers must understand battery-specific hazards, proper personal protective equipment use, labeling systems and emergency procedures. Employers must ensure safety data sheets and labels are available in both office and field environments. Equip facilities with spill kits, adequate ventilation and fire suppression systems designed for the batteries in use (e.g., Class D extinguishers for lithium fires). Design storage areas to prevent interactions among incompatible materials.

Finally, utilities should regularly review and update their HCS programs. As new battery chemistries and technologies are introduced, programs must be modernized to capture new hazards, revise safety data sheet inventories and refresh employee training. Periodic audits help to ensure programs remain compliant and aligned with current industry best practices.

Conclusion
Batteries are transforming the electric utility industry, enabling cleaner, more reliable and more flexible power systems. Yet with these innovations comes a great amount of responsibility for employers and employees. By heightening our understanding of OSHA’s HCS and how it applies to batteries – and dispelling myths regarding battery use – we can more safely and sustainably embrace energy storage. Inventorying systems, mapping hazards and empowering workers through training aid in the protection of people and infrastructure while guiding us toward a more resilient and decarbonized energy future.

About the Author: Gina Vanderlin, CSP, CHMM, CIT, CUSP, is the customer operations health and safety program manager at PSEG Long Island. With over 15 years of experience leading EHS initiatives in high-reliability industries, she remains passionate about elevating safety from a compliance function to a strategic driver of culture, engagement and operational excellence. Reach Vanderlin at gina.vanderlin@psegliny.com.

I know a lot about buckets, but it wasn’t until after I hung up my tools that I learned much of what I’m going to share with you in this article.

Background
I was lucky to work as a lineman when I did. The buckets we used at Florida Power & Light through the 1970s were unlined, simple fiberglass Hi-Ranger platforms that got us close enough to the wire that we could hot-stick it. In my opinion, the Hi-Rangers of the ’60s and ’70s were the best bucket trucks ever built, and I know I’m not the only one who thinks so.

We didn’t glove at FPL back then, but when we started, I was the newest foreman operating the oldest line truck. Soon I became the first foreman out of the northeast service center to operate the new over-center Asplundh Line-Lift double gloving bucket with a material-handling jib. This technology was brand new to the line industry. FPL’s lift featured an electric-over-hydraulic boom with a large, enclosed, 48-volt battery stack behind the cab that would turn the power takeoff, providing hydraulics for boom and bucket operation. The battery bank charged slowly while the truck’s engine was running, so if you ran the boom on electric, you had to plug it in at night to get any time out of it the next day.

Because the technology was so new, an Asplundh trainer spent a couple days teaching me and my crew how to maintain and use the truck, particularly the material-handling boom. That was when I first learned that fiberglass gloving buckets with insulating liners – like those on my Line-Lift – are not truly insulating. The trainer instructed us not to lift wire with the bucket, even with rubber hose on it. More specifically, we were warned never to let the bucket contact uncovered wire and, when gloving, never to let the bucket contact the pole. The Asplundh training session was also where I learned that, while nonconductive, the hydraulic fluid used in insulating aerial devices is highly flammable, especially when atomized by system pressure through a small puncture in a hydraulic hose.

And now, a brief warning: Should you choose to stop reading here, remember that the rules in the previous paragraph remain true and legally enforceable today.

Insufficient Operator Training
As I’ve noted in the past, I provide litigation support services, offering subject matter expertise on power-line training and operations and OSHA. I’ve worked on several bucket-fire cases over the years, including two I’m currently assisting with, but it was the first bucket-fire case I ever worked on that really caught my attention – most notably due to the clear lack of sufficient training for our industry’s bucket operators. My experience suggests this lack of training persists.

In that first bucket-fire case, a four-man crew had been tasked with transferring a tangent crossarm three-phase primary to make room for a roadway curb pavement expansion. The poles were about 5 feet apart and 2 feet out of line. The #2 copper primary was at the same elevation on the new pole. A lineman was in the material-handling bucket, a six-step apprentice was on the new pole, and the foreman and a first-year helper were on the ground.

The crew was using the material-handling jib, equipped with a wire roller clip attachment, to move the primary. The apprentice, with a jumper-holding hot-stick, helped them successfully transfer the far-side phase. The lineman tied in the phase with crew-fabricated, soft-drawn #6 wire ties.

As the crew transferred the middle phase, everything quickly went wrong. The crossarm was mounted on the bucket side of the pole, and the pole-top pin for the middle phase was mounted on the back of the pole. As the lineman moved in the bucket to land the phase, the corner of its control box contacted the new crossarm. There was no audible sound, according to the crew, but the apprentice and foreman stated that they witnessed smoke coming from the bucket’s control box and called it out. The lineman, who did not have full situational awareness, was partially dropping the wire on the insulator and needed to secure the phase. Trying to do so delayed him from moving the bucket away from the crossarm. Flames erupted around the controls just as the lineman tried to reach in to use them, preventing his attempt.

The foreman called for the apprentice to get down from the pole and then moved the bucket with the lower controls. As he moved it, the half-landed phase went to ground on the pole top, locking out the feeder that was on “one-shot” nonautomatic. Halfway down, the bucket’s hydraulics failed; they had been feeding the fire. The lineman escaped by sliding down the boom and dropping into the truck bed. He had first-degree burns on his face and hands, through his leather gloves, plus a broken leg and collarbone from landing on rolls of triplex and a stack of screw anchors.

This incident confirmed my opinion that the best approach to moving a phase is not tying down a flying bucket with an energized phase. A couple things went wrong, starting with the fiberglass jib. The crew believed it was insulating, so they had added the wire roller clip attachment and then proceeded to land a hot phase on it at the end of the jib. Despite what you may have seen in some pictures and advertisements, the major material-handler manufacturers warn that jib booms and jib winch lines are not intended for use as energized material-handling booms. Insulating links on the jib are intended to hold energized conductors. Use a link between the hot phase and the rope hook, holding energized wire with the material handler’s winch rope.

Did you know that buckets, too, are largely not considered to be insulating? In nearly all instances, the lineworkers I have spoken with during audits had never questioned the insulating value of fiberglass jibs or buckets, which – ironically enough – the industry commonly refers to as “insulating buckets.”

Understanding Primary Insulation
It is important that readers understand how “primary means of protection” is defined. In energized work environments, employers are required to safeguard employees from energized contact. The first – or primary – protective means must be designed for the task and periodically inspected and tested to ensure proper functionality; intervals have been established by consensus standards and are recognized by OSHA. These rules also apply to buckets, but OSHA standards do not call out bucket-boom testing specifications the way they do specs for rubber gloves, sleeves and hot sticks. Instead, the ANSI A92 family of standards establishes maintenance rules for insulating aerial devices that OSHA recognizes and enforces through the General Duty Clause.

Here is what you should know about the Category B insulating gloving buckets referenced in ANSI A92. Their booms and bucket liners, if present, must be tested annually. However, booms and liners are considered secondary means of protection for the worker in the bucket because annual electrical testing without periodic close inspections and maintenance does not ensure employee protection.

Rubber gloves or hot sticks serve as a worker’s primary protective means. Yes, without incident, crews occasionally bump uncovered wire with buckets and frequently land hot conductors with the fiberglass jib. How? The boom insulation keeps buckets isolated from ground. But boom insulation could not protect that lineman who shorted out his bucket against a wet new crossarm and pole. Buckets, jibs, hoses and winch ropes are subject to contamination by road salt and atmospheric conditions. Equivalent salt deposit density testing is used to measure salt contamination on electrical insulators, quantifying soluble salts – like road salt and coastal spray – on the insulators’ surfaces. When damp or wet, they create a conductive film that reduces insulation strength and could cause flashovers. Testing has demonstrated that buckets hung over the backs of trucks are highly susceptible to road salt contamination, as are jib booms. When the bucket contacted the crossarm in the incident described earlier, it tracked over and began arcing to the arm. That ignited the fiberglass and eventually burned a hole in some of the hydraulic lines, adding flammable hydraulic spray to the fire.

Frequent Issues
The remainder of this article focuses on the most frequent bucket truck issues I have discovered during incident investigations and program audits. Relevant ANSI A92 rules – which refer to the trucks as mobile elevating work platforms, or MEWPs – are italicized, and many are followed by my unitalicized commentary.

4.9.4.3 Strength requirement. Anchorages shall be capable of withstanding a static force of 3600 lbs. (16,000N) for each person allowed by the manufacturer on the attachment without reaching ultimate strength. The strength requirement shall apply only to the anchorage(s) and their attachments to the boom, platform, or platform mounting. (ANSI A92.2)

You will notice that the rule states 3,600 pounds, establishing the equipment requirement. Per OSHA and ANSI Z359, a fall arrest anchorage is 5,000 pounds. That means your system must limit restraint forces to the limits of the anchorage. I’ve included more information below regarding self-retracting lifelines, sometimes called SRLs or retractables.

Note to 4.9.4.3: This does not imply that the aerial device is meant to meet or comply with this load requirement. (ANSI A92.2)

Pay attention to this note. It means the anchorage attachment is rated, but the bucket or boom the anchorage is attached to may not be. Using the correct devices, such as retractable and deceleration attachments, limits strain on the boom and bucket mounts.

When it comes to bucket fall protection, most of us are generally satisfied with a full-body harness and a 6-foot lanyard. OSHA’s opinion, however, is that retractable lanyard use is the best way to prevent workers from leaving buckets during ejection events. The small, short personal retractables tend to lock up before workers can exit. But even if someone does go over the side, the SRL will prevent them from hitting the turntable below, which remains a fall protection requirement.

By the way, the first personal retractable was developed in conjunction with an employer after a lineman, ejected from a bucket due to a boom issue, was fatally injured upon striking the truck. OSHA is on record approving a settlement adopting retractable lanyards in at least two struck-surface-below ejection cases that I am aware of.

Another potential benefit of SRLs is that in most ejection scenarios, they have entirely prevented users from leaving their buckets, a critical feature when timely rescue is required after a fall arrest. For lone workers, this nearly eliminates the issue of self-recue from suspended heights.

4.9.4.4 Connector requirement. Anchorage shall be compatible with a lanyard connector complying with ANSI/ASSP Z359.1-2017. (ANSI A92.2)

4.9.4.1 Location. The manufacturer shall provide anchorage(s) on the boom, platform, or platform mounting. The anchorage shall be designed to protect against detrimental interference between components of the aerial device having movement relative to the anchorage and an attached lanyard connector. (ANSI A92.2)

You can add strap-mounted anchorages to the boom. If needed, the equipment manufacturer will assist you with modifying the bolt-on panels. I have seen anchorage connectors in the control box that can interfere with the operating controls, so when you order a new bucket, specify where the anchorages will be located.

4.9.4.2 Markings. Location of the anchorage(s) shall be identified, and the number of anchorages shall equal or exceed the number of permissible occupants. More than one occupant may attach to a single anchorage if the anchorage is rated and identified as being for more than one person. (ANSI A92.2)

4.9.5.1 Non-insulating buckets or baskets designed for use with insulating liners. These non-insulating baskets shall be constructed from non-conductive materials or when installed, be capable of complying with [A92.2] Section 4.10 Covers. The basket shall be identified as non-insulating. Insulating liners for these baskets shall be constructed from non-conductive materials and tested in accordance with [A92.2] Section 5.4.2.5. The liner shall be supported by the inside bottom surface of the basket. These non-insulating baskets shall not have drain holes or access openings. (A92.2)

4.9.5.3 Insulating baskets or buckets. Insulating baskets shall be constructed from non-conductive materials and shall have no drain holes or access openings. Insulating baskets shall be tested in accordance with the dielectric tests for liners [A92.2] Section 5.4.2.5. (ANSI A92.2)

You can use fiberglass buckets as insulating if you test them in the same submersion electrical test as the liners. This is allowed, but as with hot sticks, the testing and daily wipe-downs and inspections make it impractical.

4.10.1 Aerial devices intended for gloving work methods. Aerial devices intended for gloving work methods shall have covers for metal boom tip components of the aerial device that are exposed to conductor contact and are at risk of phase to ground or phase to phase current flow. (ANSI A92.2)

The fiberglass covers at the boom tip – the ones your workers keep knocking off – are required to use the bucket for gloving. Missing or damaged covers mean gloving is no longer approved.

4.11 Material handling rope. For synthetic-type rope(s), the average breaking strength shall not be less than 5 times the maximum working load. (ANSI A92.2)

I have found utilities using less expensive rope with a smaller diameter, but the rope you use must exceed five times the application, not necessarily the rating of the jib/winch. If you use a lighter rope, you must list the load limit – based on five times the new rope’s breaking strength – at the operator’s control station.

Following are the ANSI A92.2 categories of insulating aerial devices, which you can find at 5.1.2.

Category A. Aerial devices which are designed and manufactured for bare-hand work in which the boom is the primary insulation. All conductive components at the platform end shall be bonded together to accomplish equipotential of all such components.

Category A platforms are barehand platforms. A barehand bucket can be used for gloving provided that the platform is constructed of fiberglass and that the covers required by Section 4.10 are in place.

Category B. Aerial devices which are equipped with a lower test electrode system but are designed and manufactured for work in which the boom is not considered as primary insulation, but secondary to using insulating tools. Category B aerial devices require the use of live line tools with appropriate dielectric ratings. [Note: Check the manufacturer’s operating instructions; jibs do not have dielectric ratings]. These tools are to be depended upon for primary protection, just as in all cases where the boom is used as secondary protection.

Depending on your employer’s policy, this is a gloving bucket or a hot-stick bucket. Category B buckets are typically equipped with electrodes around the lower end of the insulating boom, making testing both reliable and convenient. A lower boom electrode uses a conductive band inside and out that completely encircles the boom.

Category C. Aerial devices which are not typically equipped with a lower test electrode system and are designed and manufactured for work in which the insulating system is not considered as primary insulation, but secondary to, using insulating gloves or tools.

These aerial devices are designed for gloving work and tool methods at 46 kV and below.

Category D. Aerial devices which are designed and manufactured for work in which the insulating system is not considered as primary insulation, but secondary.

Rated at 46 kV and below, Category D devices are not designed for gloving work methods and thus do not have to comply with Section 4.10, “Covers.”

Category E. Aerial devices which are designed for lower voltage applications.

Guarding or isolation methods can be used to accomplish insulation requirements. These units are designed and manufactured for work in which they are considered secondary insulation, not primary. They are rated at voltages of 20 kV, 5 kV, and 1 kV and below.

These last two rules appear in ANSI A92.24, which addresses MEWP training requirements.

5.1 Training shall be provided to MEWP operators and their supervisors and include the inspection, maintenance, use, application, and operation of MEWPs. Supervisors of MEWP operators shall also complete training as specified in Section 6.5 of this Standard.

5.2 Only personnel properly trained in compliance with this Standard and who have received unit-specific familiarization shall operate a MEWP. The user [employer] shall determine if personnel are qualified to operate the MEWP prior to authorization.

Conclusion
It is my hope that this information will help readers audit their bucket truck programs and eliminate the frequent incidents these rules are designed to prevent. Feel free to contact me with questions about anything you’ve read here.

About the Author: After 25 years as a transmission-distribution lineman and foreman, Jim Vaughn, CUSP, has devoted the last 28 years to safety and training. A noted author, trainer and lecturer, he is a senior consultant for the Institute for Safety in Powerline Construction. He can be reached at jim@ispconline.com.

*****

Photo caption: The cover missing in the photo above violates ANSI A92.2 rules, exposing flammable and conductive contamination. This bucket is no longer approved for gloving.

Read the articles writted by Alan Drew – https://incident-prevention.com/blog/the-evolution-of-personal-protective-grounding-part-1/

https://incident-prevention.com/blog/the-evolution-of-personal-protective-grounding-part-2/

About the Author: Alan Drew began his power industry career in 1959. While working for a local utility company, he earned a bachelor’s degree in electrical engineering. Drew was hired as the general superintendent for Clallam County Public Utility District in 1991. He moved to Boise, Idaho, in 1998, where he became an instructor with Northwest Lineman College and advanced to the position of senior vice president of research and development. He is a lifetime member of IEEE and a 2008 International Lineman Museum Hall of Fame inductee. Drew’s most recent accomplishment is writing “The American Lineman,” a book that honors the evolution and importance of the U.S. lineman. He retired in 2020 and is now a part-time technical consultant for Northwest Lineman College.

These articles chronicle the historical transition of personal protective grounding (PPG) from primitive, improvised tactics to rigorous modern safety standards for electrical workers. Early utility pioneers relied on basic tools like grounding chains and simple water pipe connections, but rising accident rates eventually necessitated more sophisticated testing and insulation. Mid-century research by experts like Charles Dalziel provided a scientific understanding of how electrical currents impact the human body, shifting the industry toward standardized equipment and formal regulations. The narrative highlights the move from bracket grounding toward the equipotential zone concept, ensuring that lineworkers are protected by maintaining equal voltage across all contact points. Ultimately, the sources emphasize that while technology and OSHA mandates have advanced, the core mission of PPG remains the most vital safeguard in high-voltage environments.

Based on the two-part series “The Evolution of Personal Protective Grounding,” here is a podcast package designed to summarize the content effectively.

Key Takeaways

• From Primitive to Precise: The history of grounding began with crude methods like throwing chains over conductors or simply shutting down generators. It has evolved into a highly technical science focusing on creating “equipotential zones” (EPZ) to guarantee worker safety.
• The Pivot to Worksite Grounding: Early practices relied on “bracket grounding” (grounding at adjacent poles). However, 1950s testing by the Bonneville Power Administration proved this was insufficient, leading to the modern standard of grounding and short-circuiting directly at the worksite.
• The Impact of Research: Charles Dalziel’s mid-century research on human shock thresholds provided the crucial medical data needed to evaluate whether grounding methods actually protected human life, moving the industry away from guesswork.
• Standardization Saved Lives: The shift from homemade tools (like copper wire and water pipes) to manufactured, certified equipment was driven by regulations from OSHA (1970s) and standards from ASTM and IEEE, ensuring reliability and accountability.

4 Questions & Answers

Q: How did early lineworkers verify a line was de-energized before modern voltage detectors existed?

A: Early methods were incredibly risky and often involved “fuzzing” (listening for a buzzing sound) or primitive “tests” like throwing a crescent wrench tied to a grounded tower onto the conductor to see if a fuse would blow.

Q: What major flaw did the Bonneville Power Administration (BPA) discover in 1954 regarding “bracket grounding”?

A: The BPA tests revealed that placing grounds only on structures adjacent to the work area (bracket grounding) did not provide adequate protection. They found that to truly protect the lineworker from accidental energization, all conductors had to be short-circuited and grounded directly at the work location.

Q: What is the “Equipotential Zone” (EPZ) and when did it become the industry standard?

A: The EPZ is a safety method where grounds are arranged to ensure that all equipment and the worker are at the same electrical potential, eliminating hazardous voltage differences across the worker’s body. It became a formal regulatory requirement with the issuance of OSHA standard 1910.269 in 1994.

Q: How did the “Shotgun Stick” improve safety in the 1950s?

A: The development of the grip-all or “shotgun stick” allowed lineworkers to apply protective grounds while maintaining a safe distance from the conductor. This was a significant improvement over earlier methods that brought workers dangerously close to potential hazards during installation.

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Leadership continues to be a critical area of focus for utility safety and operations professionals. In my own career at Georgia Power, “Can I be the leader?” was a question I often asked myself and my employer. Now, in this installment of “Voice of Experience,” I am going to discuss the opportunities I was afforded during my 40-year journey with the company. My goal is to provide real-life insight into some of the industry leadership roles available while illustrating the passion and perseverance needed to safely, effectively guide our brothers and sisters through the workday.

What It Takes
Desire is a key requirement for strong leaders – you must want to work hard and never stop learning – but it is far from the only one. I certainly did not understand the full list of job demands when I started out. It was a series of promotions and time spent in those positions that educated me about the serious nature of leadership in hazardous environments. So, keep in mind that desire is not enough; we are also obligated to learn how to lead well. Humility is imperative.

Electric utility work calls for a specialized skill set, adding complexity. This means we must only promote employees to supervisors, crew foremen and similar roles if they are fully qualified to execute them. Leaders who do not understand the work present safety risks. They cannot offer dependable, practical guidance to crews and may fail to recognize unsafe acts as they occur. Yet it appears as though leadership positions are increasingly being filled by individuals who do not have the requisite training or work experience. Merely filling spots with bodies is a big problem given the nature of our work.

Here’s something else I want readers to understand: Know-it-alls have no place in management roles; we must instead strive to be learn-it-alls. And since effective leadership necessitates a combination of the willingness to serve others, an unending quest for knowledge and a healthy tolerance for being unpopular, only a small portion of the workforce will be ready to take that step at any given time.

I believed I was ready to take that step each time Georgia Power promoted me – and each time, I quickly realized that I needed to better understand how and why things worked best. Most of that came through on-the-job experience.

Moving On Up
I was promoted to lead lineman early in my career, which was nothing more than a matter of seniority. Next, I was chosen to help lead an apprentice training crew, serving directly under a line supervisor. Bruce Peterson was the other crew journeyman, and we collaborated to develop work plans and lead apprentice activities. The crew foreman allowed us to plan and instruct as necessary, introducing us to leadership responsibilities. At that time, I had begun to sense more of my responsibilities as a crew leader. The one thing I knew for sure was that I could not let anything happen to Bruce or the apprentices while work was in progress.

About a year went by with lots of apprentice training and work – and no incidents, I’m grateful to say. In those days, apprenticeship programs were nothing like they are today. Once classroom and field exercises were completed, apprentices engaged in tasks while receiving individualized training for a year. Our apprentices spent six months with the overhead distribution crews and another six months with the underground distribution crews. Then, they began working on energized primaries at 12 and 25 kV.

Around that time, I started bidding on crew foreman jobs, accepting a position in 1985. I moved from Macon, Georgia, to Jonesboro, just south of Atlanta, where I oversaw two three-man crews. That experience made me realize that building a job is easier than managing the crews who do the work. I hadn’t been in the role for very long when the company “volun-told” me that, because of my experience leading training crews in Macon, I would serve as foreman of the first-ever apprentice training crew in Jonesboro. No such crew had previously existed at that location. A decade later, 13 employees had joined the crew; my direct reports included overhead and underground workers and cable locators. While the challenges were intense at times, that role opened doors to various new career opportunities for me, such as assisting with developing training curricula for our foremen.

The chance to become the nonregulated lighting services contract manager arose after I had been working as a supervisor and trainer for about 10 years. The business unit used outside contractors to install lighting projects ranging from a single backyard security light to mall parking lots with multiple lighting circuits and feeds. I gained an incredible amount of contract management experience during those two years, and eventually, I was asked to manage the lighting installation contractors and assist with computer-aided design work for engineering.

That time was followed by a stint in a safety and health field position. My responsibilities included training and safety services for over 300 employees; leading storm teams; and participating in various safety committees. As the role evolved, I was named a safety teams supervisor and then the distribution and transmission safety consultant for the entire company, which had roughly 9,200 employees at the time.

My point in sharing these details is to demonstrate that the leadership opportunities available to me grew exponentially once I made the choice to take on new challenges and keep learning about the craft. I hope you can see that by continuously seeking to improve your skills and share your knowledge, industry leadership opportunities will almost certainly present themselves to you.

Honing Your Skills
Lastly, I want to share this list of knowledge and skills that a successful leader possesses. As you review the items, consider what you already know and do well, and then devise a plan to address those areas that need improvement.

• Knows the legal responsibilities involved with providing a safe working environment for employees.
• Understands how both personality and generational differences impact the job.
• Learns about and uses various leadership styles (e.g., democratic, servant), employing the most appropriate one based on the situation.
• Demonstrates strong public speaking skills.
• Shows respect for everyone and their contributions.
• Listens well.
• Promotes teamwork and open communication.
• Recognizes and clarifies desired employee behaviors.
• Keeps a truly open mind, including acknowledging personal biases.

Conclusion
There will be much to learn and master, but if you have the passion, perseverance and specialized skill set, then yes – you, too, can be a leader in the electric utility industry.

About the Author: Danny Raines, CUSP, is an author, an OSHA-authorized trainer, and a transmission and distribution safety consultant who retired from Georgia Power after 40 years of service and now operates Raines Utility Safety Solutions LLC.

Learn more from Danny Raines on the Utility Safety Podcast series. Listen now at https://utilitysafety.podbean.com!

Q: We recently did some contract work in a manhole with live primary cables running through it. During an audit, the client’s safety team cited us for failure to have our manhole workers tied off to rescue lines. We had a tripod up and a winch ready for the three workers. What did we miss?

A: We have received similar questions over the years, usually due to a misunderstanding of OSHA’s enclosed spaces standard. Found at 29 CFR 1910.269(e) and printed below, the latest revision of the rules includes modified language. Look for the terms “safe work practices,” “enclosed space(s)” and “safe rescue” as you read them.

1910.269(e)(1): Safe work practices. The employer shall ensure the use of safe work practices for entry into, and work in, enclosed spaces and for rescue of employees from such spaces.

1910.269(e)(2): Training. Each employee who enters an enclosed space or who serves as an attendant shall be trained in the hazards of enclosed-space entry, in enclosed-space entry procedures, and in enclosed-space rescue procedures.

1910.269(e)(3): Rescue equipment. Employers shall provide equipment to ensure the prompt and safe rescue of employees from the enclosed space.

Again, these rules address enclosed spaces, not the spaces referenced in 1910.269(t), “Underground electrical installations.” Enclosed spaces are not – as many think – spaces with energized cables inside. OSHA’s definition of an enclosed space never mentions energized cables. What it does state is that an enclosed space, “under normal conditions, does not contain a hazardous atmosphere, but may contain such an atmosphere under abnormal conditions.”

Where energized cables are present in a manhole, burning insulation created by a cable failure is the most likely source of a hazardous atmosphere. The highly toxic smoke produced instantly incapacitates those exposed to it, making self-rescue unlikely.

An enclosed space classification only applies where no hazardous atmosphere exists. Permits are required for spaces in which such atmospheres develop. All activities in those spaces must comply with the permit-required rules found at 1910.146(d) through (k), which include rescue requirements for hazardous environments, i.e., either (1) being trained on and equipped with breathing and protective apparatus or (2) using non-entry rescue, which requires rescue lines attached to workers entering the space. This is the most likely reason the auditors cited you, and their interpretation of the OSHA standard was correct.

Q: We received new disconnects with through-the-cover voltmeters indicating the phase-voltage conditions behind the cover. Each meter is connected to the load side of the switch. Are these appropriate for lockout/tagout or as a way for electricians to check for voltage after turning off the disconnect prior to starting work?

A: If NFPA 70E compliance is the goal, the meters are inappropriate for electricians. The 70E standard requires verification of testing devices before and after testing for the absence of voltage, and you can’t do that with a permanently mounted meter. In addition, it is insufficient to check voltage at a disconnect if the work location is remote to that disconnect; voltage must be tested at the point of exposure. You can use a non-contact voltage detector if you have been properly trained in its use and make the before/after verifications. Unfortunately, close access to the energized part is still required to perform the check.

Lockout/tagout may be appropriate for non-electrical workers authorized to operate disconnects. Mechanics and maintenance personnel who do not perform electrical work have no obligation to perform an electrical check. Instead, they must perform a disconnect, lock out the disconnect and then try to start the motor from the controls. The meter may be one method of determining if the disconnect is open, but its use would not relieve the operator of trying the locked-out apparatus to ensure removal of the energy source. The downside is that three-phase and other multipole disconnects may not always open all poles. Depending on the panel meter’s connection, this could result in a false reading or a reading with no confidence, which is the whole purpose of NFPA 70E’s verify/test/reverify.

Q: We have a question after reading Jim Vaughn’s “Train the Trainer 101: Grounding Trucks and Mobile Equipment” (http://incident-prevention.com/ip-articles/train-the-trainer-101-grounding-trucks-and-mobile-equipment). Let’s say that a line truck with insulating upper and lower sections is positioned so that a dropped line won’t directly contact it. All lines involved have been adequately covered with blankets and hoses, and the truck has been grounded using the best available equipment. Is this enough to comply with 1910.269(p)(4)(iii)(C) so that equipotential grounding mats and barricading aren’t necessary?    

A: Paragraph 1910.269(p)(4)(iii)(C) states that employees “shall be protected from hazards that could arise from mechanical equipment contact with energized lines or equipment. The measures used shall ensure that employees will not be exposed to hazardous differences in electric potential. Unless the employer can demonstrate that the methods in use protect each employee from the hazards that could arise if the mechanical equipment contacts the energized line or equipment, the measures used shall include all of the following techniques …”

Ensuring employees are not exposed to potential differences can be accomplished through training and procedures that keep employees clear of the truck and step-potential hazards. The employer must be able to defend the training and procedures in place. If they can ensure alternative procedures protect workers on the ground, they have met the conditions of OSHA’s rule, so equipotential mats would not be required. However, if someone violates those rules, their training and the isolation policy are rendered moot. Equipotential mats would then be required.

Q: Do any published standards exist regarding the amount of time a student must spend completing an arc flash training course focused on electrical safety practices and work standards? For instance, does OSHA or NFPA require a student to spend, say, 90 minutes learning this content? 

A: Some mandatory time requirements and other obligations exist for training, but they are few and far between and limited to specific industries. One example is powered industrial trucks (PITs), or forklifts, but there is no time requirement for PIT training, just some content rules. Both time and content requirements have been developed for the electrical safety portion of the OSHA 10-hour training and for MSHA new miner training, which provide general safety awareness for non-electrical workers.

If they relate to an employee’s task assignments, training on the topics you asked about – arc flash and electrical safety practices – should be delivered separately from the OSHA 10 curriculum, with no time requirements. OSHA demands that employers ensure employees are qualified in their work-related tasks. Employers must determine the training required and how to provide it. They can engage a third party to deliver training, or a qualified person can provide it in-house.

The bottom line is that no standard has been established regarding the length of an employee’s workplace hazard training because all exposures are not the same. Training must sufficiently address recognition of relevant hazards, safety procedures, personal protective equipment and emergency protocols. To prove its effectiveness, OSHA also expects training to include written and practical demonstrations.

Do you have a question regarding best practices, work procedures or other utility safety-related topics? If so, please send your inquiries directly to kwade@utilitybusinessmedia.com. Questions submitted are reviewed and answered by the iP editorial advisory board and other subject matter experts.

During my trip to Glendale, Arizona, for the most recent iP Utility Safety Conference & Expo, I received the single greatest piece of golf instruction I have ever heard. Now I want to share it with you, particularly as it relates to safety.

But first, you may be wondering how I obtained such outstanding advice while attending a safety conference. The iP staff hosted their welcome reception at Glendale’s PopStroke, billed as a “mini golf oasis,” and invited Art Eklund to deliver a putting lesson to attendees. Eklund is a Class A PGA Professional who currently works for the Phoenician Golf Club in Scottsdale, Arizona.

I want to give credit where it is due. Eklund obviously knows golf and is a spectacular teacher, especially since I suspect providing a 10-minute putting lesson to roughly 450 people – most of whom were eating, and a number of whom had never played golf – was a first for him and outside his comfort zone. Impressive work!

Eklund focused a portion of the lesson on the CHEF acronym: clubface, hands, eyes and feet. But it was how he started the lesson that sticks with me most. Eklund said the first step of a successful putt is telling yourself, “I am a good putter.” Essentially, before you get to the technical aspects of your putt, you must believe you will succeed. That is fantastic advice.

Henry Ford was a controversial historical figure, but he got it right with this quote often attributed to him: “Whether you think you can, or you think you can’t – you’re right.” As part of our task preparation, each of us must rid ourselves of bad attitudes and negative talk. I am deeply bothered when I witness uncaring body language during job briefings, listen to people say that someone will get hurt no matter what we do, or hear frontline employees and management speak poorly about one another.

What bothers me most of all, though, is our intense focus on what we don’t want. If you take nothing else from this article, remember: Focus on what you want, believe you can succeed, make a plan that ensures your success, and then share your story so others can succeed, too.

Focus on What You Want
As someone who plays golf but isn’t a golfer, I can assure you that there is a zero percent chance of hitting a good shot if (1) you are not comfortable over the ball and (2) all you keep telling yourself is what not to do. Focusing on keeping your shoulders level is a much better tactic than telling yourself not to drop your right shoulder. You are better served learning to hit a fade than trying to stop slicing. If you tell someone else that they are lined up too far right, they will probably respond by spinning in a counterclockwise circle; instead, maybe point them toward the flag and confirm when their positioning is correct.

The principle is the same for safety. If we spend all our time talking about what we don’t want (injuries) yet never inform the workforce about what they must do to protect themselves, they will try hard and still get hurt. Take some time to flip through your safety manual and count how many “thou shalt not” statements you find versus “here’s what to do” statements. Listen closely during safety meetings and training sessions – is that time spent talking about incidents, OSHA rates, and what went wrong or could go wrong? How often do you hear the group talk about what went right and what should happen moving forward? It is likely you are already doing a great job of anticipating and planning for what could go awry. To enhance your job briefings, add conversations about how to make sure things go well. Define success and plan to achieve it.

Believe You Can Succeed
From rental clubs to weather conditions to someone yelling during your backswing, I love all the excuses we hear on the golf course. But beginning a hole by telling yourself, “I can’t get over that water,” “This hole is impossible,” or “That is an unfair pin placement” is a recipe for a double bogey or worse.

Similarly, starting your workday by telling yourself that safety is impossible or that your job or boss is unfair is a recipe for an injury or worse. We also hear a lot of ABCDE (accuse, blame, complain, defend/deny, excuses) after incidents occur. You must believe you can work safely and then use tools to make certain that you do.

Make a Plan
I can’t speak to planning to ensure you succeed at golf. (Note: If you have such a plan, please contact me immediately!) What I can speak to is a plan that ensures safety and prevents serious injuries and fatalities (SIFs).

We are human, so mistakes will be made, but those mistakes do not have to result in people getting hurt. Consider that the U.S. Department of Energy’s Human Performance Improvement (HPI) Handbook states that HPI’s two goals are to manage controls and reduce errors. Additionally, Matthew Hallowell, Ph.D., and the Construction Safety Research Alliance (www.csra.colorado.edu) teach us that direct controls will prevent SIFs provided they are installed and used correctly.

Trying not to get hurt isn’t a good plan. An excellent plan is to assure you stay safe and continuously improve by following procedures and using human performance tools. Two-minute drills, effective communication, self-checking and verification give you time to think and properly focus your attention so you can maintain positive control of your task. Employ them to ensure success, keeping in mind that success is building capacity to fail safely.

Share Your Story
You can choose to repeat success or to repeat errors. The key to repeating success is reinforcing it and sharing your success stories. In safety, where we excel at correcting unsafe acts and failures, our greatest opportunity lies in identifying how to repeat success – and that begins with defining and acknowledging it. Don’t assume people are doing the right things for the right reasons or that they will do them again the same way next time. Ask questions, investigate how success was achieved and then share what you learned. That, in my opinion, is the best definition of being proactive.

Conclusion
We succeed more than we fail, yet most of our safety resources are spent addressing failures. Let’s use this new year to focus on what we want, believe we can succeed, make plans to ensure we do and share our success stories with others.

And now, I’ll conclude this article by channeling my inner Art Eklund to remind you that you are a good putter who also excels at safety.

About the Author: David McPeak, CUSP, CIT, CHST, CSP, CSSM, is the director of professional development for Utility Business Media’s Incident Prevention Institute (https://ip-institute.com) and the author of “Frontline Leadership – The Hurdle” and “Frontline Incident Prevention – The Hurdle.” He has extensive experience and expertise in leadership, human performance, safety and operations. McPeak is passionate about personal and professional development and believes that intrapersonal and interpersonal skills are key to success. He also is an advanced certified practitioner in DISC, emotional intelligence, the Hartman Value Profile, learning styles and motivators.

About Frontline Fundamentals: Frontline Fundamentals topics are derived from the Incident Prevention Institute’s popular Frontline training program (https://ip-institute.com/frontline-online/). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint.

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High Voltage Test Equipment Built for Linemen
For over 30 years, Bierer Meters has been family-owned and operated, delivering safe, dependable, Made-in-USA tools trusted by utilities and contractors across North America. From voltage detectors and phasing meters to TPGs, jumper assemblies, and cover-up gear, our equipment is built tough and proven in the field. With nationwide reps, U.S.-based support, repairs, calibration, and exclusive Linemen’s Safety & Tool Training, Bierer keeps crews safe and jobs done right.

The ST800 from Bierer Meters is designed to create a current pulse of up to 800 amps. The tool can be used on energized secondary conductors to test the integrity of the circuit. It can also be used to identify secondary conductors, feed-in and feed-out on pad-mounts, de-energized primary cable and more. www.bierermeters.com

Proven to prevent 99% of external theft, The Electric Guard Dog Fence – AMAROK’s core electric fencing solution – is a powerful, intimidating barrier designed to stop crime before it happens. Standing 10 feet tall and delivering 7,000 volts of pulsed electricity, this full-perimeter, solar-powered system provides unmatched peace of mind while giving would-be intruders a safe but memorable shock in an attempted breach. The Electric Guard Dog Fence is built for layered protection, combining multiple security elements in one comprehensive, proactive, highly effective system.

At its foundation, the system creates a formidable physical barrier. The electric fence is installed inside an existing perimeter fence, creating a double-layered structure engineered to discourage trespassers. It features 20 strands of electrified wire, highly visible multilingual warning signs, and a medically safe but memorable 7,000-volt pulse every 1.3 seconds.

The Electric Guard Dog Fence also provides an immediate alarm response. Any attempt to cut, climb or tamper with the system triggers alarms, bright lights and loud sirens. Other AMAROK solutions seamlessly integrate with the fencing system, including video monitoring, lighting and access control. https://amarok.com

The Greenlee EK425LX 6-ton in-line tool is designed to handle a wide range of crimping and cutting tasks. Equipped with Intelli-Crimp technology, the EK425LX ensures consistent crimps, with a visual and audible alert if the proper crimp force is not achieved.

The tool features eight interchangeable heads to suit multiple applications and a spring pin for quick changes in the field, making it easy for crews to switch tasks without needing multiple tools.

When cutting in an overhead distribution environment, the EK425LX also has a remote option with a patented trigger jacket that can secure the tool to a hot stick via a universal spline. An insulated version is also available, providing added safety when working near energized lines. www.greenlee.com

Hastings’ Voltage Detector is a non-contact live tester designed to keep lineworkers safe in the field. Covering a range from 240 volts to 230 kilovolts, it delivers clear audio and visual feedback to warn of energized lines from a safe distance. Built-in static discriminator technology minimizes false triggers from wind or clothing and provides more reliable detection on low-voltage ranges, ensuring reliable operations in real-world conditions. The integrated test button and low-battery indicator give users quick confirmation that the detector is functioning properly in the field, while the optional Proof Tester adds an extra layer of confidence before every use. Designed with a universal attachment and shotgun adapter built into the handle, the Voltage Detector easily mounts to standard hot sticks for prime operation. www.hfgp.com/fb-catalog/503/

The Brass Knuckle Spike (BKADJ-5060AFP) protects the user’s eyes and vision with BK-Anti-Fog+ and UV 6 protection while also offering a host of customizable comfort features.

BK-Anti-Fog+ technology is an anti-fog layer molecularly fused into lenses during manufacturing, forming a permanent bond that resists breakdown from heat, humidity and repeated cleaning. By contrast, many anti-fog coatings are low-cost topical applications that can wear off, scratch easily and degrade with exposure to chemicals and abrasion. BK-Anti-Fog+ delivers reliable, long-lasting fog resistance that maintains optical clarity in the harshest conditions. It exceeds the world’s toughest anti-fog standard, EN 166/168, by a factor of 45, according to Brass Knuckle.

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In this episode of “Built In, Not Bolted On,” host Doug Hill and guest Nick discuss the concept of “paying it forward” as a proactive approach to safety and mental well-being during the stressful holiday season. They explore how small acts—like salting a neighbor’s walkway or simply asking a coworker “are you okay?”—can prevent failure and build a stronger, more supportive culture. The conversation highlights the dangers of distracted driving, the impact of winter weather on utility work, and the importance of checking in on colleagues who may be struggling with personal stressors.

Key Takeaways

• Paying it Forward is an Investment: Paying it forward isn’t just about buying coffee; it’s an investment in others that pays dividends by setting them up for success and safety.
• Proactive Safety Measures: Practical acts like salting walkways or ensuring cars have fuel and emergency gear help others avoid failure and stay safe during winter travel.
• Mental Well-Being Check-ins: The holidays bring hidden stressors (financial, family, travel). Asking coworkers “Are you okay?” or “I got you” can uncover these “X factors” and provide much-needed support.
• The “Glass House” of Leadership: Effective leadership involves “paying it forward” by mentoring the next generation, a concept exemplified by industry veterans who continue to teach safety even after retirement.
• Distracted Driving Dangers: The first snow of the season often catches drivers off guard. Preparing for winter conditions is a critical way to pay it forward to your family and fellow commuters.

Questions & Answers

1. What is the core theme of this episode? The core theme is “paying it forward, not looking back,” which involves taking proactive steps during the holiday season to ensure the safety and success of others, rather than just reacting to problems.

2. How does Doug Hill define “paying it forward” in a safety context? Doug defines it as making an investment in other people to set them up for success, such as salting a walkway to prevent falls or ensuring vehicles are fueled to avoid being stranded in bad weather.

3. What specific winter driving advice does Doug give to his daughters? He advises them to always keep an extra coat and boots in the car to be prepared if they get stranded, emphasizing the need to mentally shift and prepare for winter conditions.

4. How can coworkers support each other’s mental well-being during the holidays? Coworkers can pay it forward by asking “Are you okay?” if someone is acting abnormally, recognizing that financial or family stressors may be affecting their focus and safety on the job.

5. What is the origin story of “paying it forward” mentioned by Doug? Doug shares that the concept originated in his hometown of Midland, Michigan, with a young boy named Jaden Lamb, who passed away from cancer but inspired others to do good deeds for one another.

6. What is the “I got you” concept discussed by Nick and Doug? It is a simple phrase or text used between colleagues to reassure each other that they have support and communication lines are open, reinforcing trust and safety.

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In this episode, Danny Raines, CUSP, joins the show to discuss the critical transition from being a crew member to a leader in the utility industry. Drawing from his extensive career—from journeyman lineman to safety consultant—Danny explores the challenges of supervision, such as navigating generational differences and the importance of communication skills. The conversation delves into the “glass house” effect, highlighting how a leader’s actions on and off the job, including on social media, influence safety culture. Danny also breaks down different leadership styles, advocating for servant leadership as the most effective approach for modern crews.

Buy Danny’s Book – https://www.amazon.com/Legends-Ole-Lineman-learning-Journeyman-ebook/dp/B0FXN6G7V8/ref

Key Takeaways:

• The Difficulty of Transition: Moving from a “doer” to a leader is a long road because it is often easier to do the job yourself than to get others to do it according to expectations.
• The “Glass House” Effect: Leaders must realize they are always being watched by their crew and peers. This extends to social media, where liking or interacting with unsafe content can undermine a leader’s credibility and influence new apprentices negatively.
• Servant Leadership: The most successful leadership style is “servant leadership,” defined by Danny as never asking a crew member to do something the leader hasn’t done or isn’t willing to help with.
• Admitting Knowledge Gaps: Leaders should never “blow smoke” or pretend to know everything. If a leader doesn’t know the answer, they should admit it, pause the work, and find the correct information to maintain trust.
• Generational Awareness: Effective leadership requires understanding generational differences (e.g., Baby Boomers vs. Millennials) and adapting communication styles to different personality profiles.
• Succession Planning: A vital first step for any new supervisor is to identify and mentor the person who will eventually replace them.

Questions & Answers

1. What inspired Danny Raines to write his recent article on leadership? Danny was inspired by reflecting on his own career progression from a crew member to various leadership roles, as well as a book written by his pastor titled Yes, I Can, which resonated with his experiences of rising to new challenges.

2. How does Danny define the “Glass House” concept in leadership? The “Glass House” means that a leader is constantly under observation. Everything they do, whether on the job site or on social media, is seen by others, and mistakes or endorsements of unsafe behavior (even online) can negatively influence the workforce.

3. What are the four main leadership styles discussed in the podcast? Danny identifies four primary styles: Autocratic (authority-based), Democratic (voting/consensus-based), Bureaucratic (rule-governed), and Servant Leadership (leading by example and support).

4. Why is “Servant Leadership” preferred over the “Autocratic” style in today’s workforce? While autocratic leadership (“my way or the highway”) was common in the past, it creates friction, especially with younger generations. Servant leadership fosters better buy-in because the leader reasons with the crew, explains the “why,” and proves they are willing to do the work themselves.

5. What should a leader do if they encounter a situation they don’t understand? They should immediately stop and admit they aren’t sure, rather than acting like they know. Danny advises saying, “I’m not real sure about this, but let me check and I’ll get right back with you,” to avoid breaking trust or causing safety issues.

6. What is Danny’s “one piece of advice” for new leaders? His advice is “Don’t rush it.” Leadership takes time and experience to build. He urges new leaders to be humble, learn as they go, and seek advice rather than expecting to know everything immediately.

#UtilitySafety #LeadershipDevelopment #LinemanLife #ServantLeadership #SafetyCulture #CUSP

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The holiday season is a time for family and celebration, but it is also one of the busiest times of year. Stress can easily creep in, creating safety hazards at work and at home. Staying mentally alert and focused during this period is key to preventing incidents.

Personal finances are among the most common seasonal stressors that can distract us during critical moments that demand our full attention. Time management, too, often becomes an issue in December as we push to meet year-end deadlines while juggling an assortment of social obligations. Disrupted schedules have the power to wreak havoc on our daily safety habits, but we must not rush through safety inspections, skip over PPE requirements or take other risks.

Beware Those New Year’s Hazards
In the U.S., most holiday safety advice focuses on the weeks just before Christmas. Keep in mind, however, that problems can also arise in January once the workforce has returned to a normal operating schedule. Employees who took time off from the hustle and bustle of the standard workweek might feel a little rusty but cannot forget appropriate safety protocols or unintentionally omit or transpose steps in their work processes.

Given these factors, well-timed safety reminders are particularly important. Here are six to share with your employees in the coming weeks.

1. Resist the urge to rush. Time scarcity increases potential for errors and incidents. Be realistic when setting daily goals, prioritizing what must be accomplished and delegating tasks. Ensure that even in the most hectic environments, employees know that (1) their well-being is valued above all else and (2) they must never, ever forgo hazard analyses, tool and equipment inspections, required PPE or other safety procedures – not even one.

2. Prioritize self-care. Carve out time each day for sufficient sleep and nutritious meals, which give us energy and improve our focus. Find ways to work physical activity into your day, and ensure proper hydration, particularly in physically demanding environments. A healthy body supports the clear mind necessary for safe decision-making.

3. Use healthy coping mechanisms. Talk to your supervisor or a trusted peer when you feel rushed, distracted, overwhelmed or otherwise unprepared to safely complete your work. Explore deep breathing and other mindfulness techniques to lower cortisol levels. If you have access to an employee assistance program, reach out to the program administrator for more information about support services. Managing your mental health as well as your physical health aids in preventing mistakes.

4. Employ the STAR self-check tool. To regain focus and reduce errors on the job, remember the STAR acronym: stop and think about the task you are about to perform, act, and then review your performance by comparing desired versus actual outcomes.

5. Ease back in. Upon returning to work after the holidays, huddle with your team for a refresher on safe work procedures. Lead the conversation with reminders about hazard awareness and stop-work authority.

6. Treat safety as a shared responsibility. Establishing and maintaining a safe working environment is a collective effort, not the sole duty of the designated person in charge. Each of us must do our part to protect our brothers and sisters and ourselves. This includes speaking up when we see or otherwise sense a threat to someone’s physical or mental wellness, as well as checking in regularly with coworkers, particularly those that we know are struggling in some way.

The Bottom Line
By valuing and prioritizing both our personal well-being and the welfare of others, we lower our risk of incidents and injuries – even now, during one of the busiest times of year.

About the Author: Clint Lozar is HSE manager for Terex Utilities (www.terex.com/utilities). He has 18 years of industry safety experience, specializing in manufacturing operations, regulatory compliance and continuous improvement.

Lineworkers confront daily risks many can’t imagine – arc flashes, falls, electrocutions and more. Yet there’s a silent, insidious threat currently claiming more lives in the electric utility industry than any physical injury.

We’re talking about suicide.

Safety professionals dedicate their careers to mitigating risk and preventing harm, understanding that serious injuries and fatalities devastate lives and ripple through the workforce. But what if the most devastating injury of all is one largely overlooked in traditional safety programs?

Industry employers already deliver traditional safety training to employees and outfit them with personal protective equipment as their last line of defense against harm. These companies aren’t waiting for a physical injury to occur before providing the necessary tools and training.

It makes sense to ask, then, what’s stopping utility organizations from providing workers with tools and training to prevent self-harm?

Because suicide is arguably the greatest of all personal injuries, it demands levels of training and attention that match or exceed those invested in preventing other types of physical injuries. Fortunately, we don’t need to reinvent the wheel. We simply need to extend the logic of our existing safety principles.

Consider this: We wouldn’t dream of sending a brand-new apprentice up a pole with only a brief classroom explanation about how to climb it, plus a phone number to call or an app to download for climbing instructions. Yet this is often the industry’s approach to mental health. We direct employees to resources, but are we also actively training them to recognize warning signs in themselves and their peers? When is the last time we practiced our intervention skills or worked to destigmatize the act of seeking help?

Just as we train utility crews to inspect every visible wire on a pole, we are also morally obligated to teach them to inspect the invisible one – what we refer to as the “fifth wire” – that connects them as human beings.

Stark Stats
The 2023 national suicide rate among the general population was 14.1 per 100,000, according to the U.S. Centers for Disease Control and Prevention (see www.cdc.gov/suicide/facts/data.html). Per the 2023 Annual Report on Suicide in the Military, the rate per 100,000 active service members was 35.9 for the Marine Corps, 34.8 for the Army, 22.5 for the Air Force and 21 for the Navy (see www.dspo.mil/Portals/113/2024/documents/annual_report/ARSM_CY23_final_508c.pdf).

The data is even starker for those serving our industry. Among construction workers in 2022, there were over five times more suicide deaths than fatal work injuries (see www.cpwr.com/wp-content/uploads/DataBulletin-September2024.pdf); CDC data from 2021 paints an equally disturbing picture (see https://cdc.gov/mmwr/volumes/72/wr/mm7250a2.htm).

These statistics are a clarion call demanding that we stop overlooking the invisible fifth wire that connects the human crews who keep our lights on. But recognizing that call alone isn’t enough. Utility safety and operations leaders must actively promote a community of belonging within their organizations, equipping the workforce with simple, practical, effective tools – just as they do for physical safety purposes.

A sense of belonging is a critical driver of safety and performance in high-stakes environments like line work. According to a 2019 Harvard Business Review article, “When people feel like they belong at work, they are more productive, motivated, engaged and 3.5 times more likely to contribute to their fullest potential …” (see https://hbr.org/2019/02/the-surprising-power-of-simply-asking-coworkers-how-theyre-doing).

Put simply, maintaining cohesive peer networks is a fundamental need and strategy in the war on lineworker suicide.

Battle Formation: Shield, Sword and Armor
Winning the war requires each of us to employ three critical items to protect ourselves from making destructive choices: the shield of vulnerability, the sword of stigma obliteration and the armor of peer networks. 

The Shield of Vulnerability
Lineworkers make electrical connections every day. As leaders, we must help them connect with each other. This is the basis of the Sweethearts & Heroes Fifth Wire Program, which was founded on one simple, field-tested process built for life’s realities: Circle. One of the world’s oldest human connection practices, stretching back 400,000 years, the Circle process fosters a sense of belonging and purpose among group members, establishes positive social norms, builds networks of support, and develops critical skills for personal and collective well-being.

Vulnerability is encouraged in Circle, nurturing an environment in which individuals are more likely to reach out for help before they reach a crisis point. The act of being vulnerable also provides opportunities for us to share the hope we all carry with everyone else in the group.

Circle is designed to build upon a group’s strengths. Sadly, however, vulnerability is often associated with weakness – and fear of appearing weak can paralyze us. Still, we overcome our struggles and build the strength we seek by finding the courage to talk about difficult topics. Winning the war on lineworker suicide requires us to acknowledge our shared humanity, to create psychologically safe environments in which it’s OK for anyone to say, “I’m not OK” – knowing their admission will be met with support, not judgment. By leading with personal stories of overcoming adversity, we inspire hope in others that they can successfully conquer their own challenges.

The Sword of Stigma Obliteration
Stigma isolates people in their pain. Many communities perpetuate a pervasive stigma around suicide, often reinforcing silence through cultural norms and misconceptions about weakness and resilience.

Under pressure to appear “fine” or maintain a facade of strength, individuals can suffer in secrecy, fearing judgment, alienation or punishment. Modern society’s reluctance to openly address suicide not only deepens the isolation of those struggling but deprives communities of the awareness and empathy needed to foster true healing and prevention.

The sword of stigma obliteration is our tool for tackling this formidable opponent, cutting through the silence and shame that allow hopelessness to fester. Engaging in open, honest conversations is the most potent way to wield it because discussion of complex subjects – especially tough ones like loss and grief – has an inoculating effect on us. When we candidly speak about an immense personal struggle, that act typically helps us and our listeners, piercing through isolation and offering a path forward.

We must actively create platforms and opportunities for these conversations among utility crews with the goal of making them routine and accepted – just like any other safety briefing.

The Armor of Peer Networks
Finally, we must equip ourselves with the armor of peer networks and foster a culture of mutual support and shared responsibility.

One crucial aspect of this is staying “left of bang,” a concept developed by Patrick Van Horne that emphasizes proactive intervention based on behavioral cues. Behavior is communication. When someone begins isolating themselves at lunchtime, giving away their tools or exhibiting sudden changes in mood – even nearly imperceptible shifts – these are warning signs. We must train the workforce to recognize and respond to these signs before “the bang” happens. Fortunately, each of us possesses a profound intuitive capacity in our connections with others, a powerful resource rooted in the subconscious mind that can be intentionally honed into a finely tuned superpower.

For instance, an auxiliary nurse working in a psychiatric facility may be more adept at predicting a patient’s suicidal ideations than a skilled clinician armed with standard evaluation tools. This predictive ability is not mystical; it is developed by consistently observing an individual. Through their interactions, the nurse establishes a baseline of the patient’s nonverbal cues and mannerisms, creating a deep-seated intuitive connection – one that makes subtle, critical shifts in behavior immediately apparent.

During his work with the U.S. Air Force on the Wingman-Connect suicide prevention program, Peter A. Wyman, Ph.D., director of the Network Health and Prevention Program at the University of Rochester, found that peers set the adaptive, healthy social norms for each other. That means whether it’s in the electric utility industry, among our children or in the Marine Corps, people look up to those with prestige and influence within their peer groups. Thus, we must empower these informal leaders – particularly those who have weathered their own storms – to champion mental well-being, model help-seeking behavior and actively support their colleagues.

Much like Wingman-Connect, the Fifth Wire Program has repeatedly demonstrated that strong social bonds within a cohesive group mitigate suicidal ideation and depression symptoms. Circle offers a simple, action-based, lifesaving practice for crew-level check-ins, providing crew members with time and space to inspect and maintain the invisible wire that connects them.

Conclusion
Line work is hazardous in more ways than most people realize. Today, we are losing far too many of our brothers and sisters in the trade by their own hands.

But while the challenge before us is immense, it’s not insurmountable. We can begin to turn the tide in the war on lineworker suicide by recognizing it as a grave personal injury and equipping the workforce with the mental health tools and training they need.

About the Authors: Tom Murphy is founder, CEO and resident superhero of the Vermont-based Sweethearts & Heroes. Reach him at tom@sweetheartsandheroes.com or 802-309-9539.

Brian McKeon is a content writer for Sweethearts & Heroes.

Editor’s Note: For more on this topic, listen to a recent interview with Tom Murphy on the Utility Safety Podcast, available at https://utilitysafety.podbean.com/e/what-is-the-fifth-wire-building-a-human-safety-net-in-the-utility-sector-with-tom-murphy/.

Author’s Note: In this article – the first in a five-part series – we explore the notion of accepting 100% accountability for our safety at work, just as we do at home. This is an act of self-preservation. The hope is that management’s safety focus will overlap with our own preparation. We want as much overlap as possible.

The next article will address mental preparation, which is different than mental health. It’s a targeted focus to reduce risk of serious injuries and fatalities by improving our ability to remain self-aware and vigilant. We must keep our heads in the game.

When you’ve experienced as much loss as I have, safety becomes more than policy – it becomes a personal mission.

During the 31 years I worked for a large utility, I witnessed more tragedy than anyone should in a lifetime. Forty-four employees died on the job, part of 87 total fatalities at the company since 1965. Those individuals were my coworkers and friends, not just statistics.

Among the accidents that took their lives were vehicle crashes, falls from height, helicopter disasters over land and sea, and countless electrocutions. A major steam leak killed my entire shift and carpool partners. Some incidents are simply too painful to talk about. Most involve a person doing something that, if they could, they would choose to take back.

Each loss I’ve experienced has deepened my resolve to pursue what I call “the holy grail” of safety: a way we can end preventable worksite tragedies once and for all.

Serious injuries and fatalities still occur far too often despite decades of systemic improvements and process upgrades within utility organizations. As part of my ongoing journey to help the industry find a solution, I’ve closely examined Total Worker Health (TWH) – a National Institute for Occupational Safety and Health framework that integrates safety, health and wellness – and motivational interviewing (MI), a proven method of fostering lasting behavioral change.

Together, these two approaches offer what traditional safety systems alone do not: a shift from compliance to personal commitment. Real change begins when people choose to work safely because they want to – not because they’re told to.

Who is Responsible for Safety?
Management and frontline workers share safety responsibilities. And while the “don’t blame the worker, fix the system” mindset has value, the reality is that the moment we get into our car or set foot on a jobsite, we accept the risks inherent to that system.

Now, none of us would knowingly walk into certain death, which tells us we have agency. That’s important; each day, we make choices about which risks we’re willing to accept.

For example, most of us trust the rules of the road yet still drive defensively because we know others can make mistakes. The same applies at work. Although management has the obligation to eliminate or mitigate hazards and design systems to fail safely, even the best systems have their limits – which is why workers must take safety ownership, too.

Much as with driving, each of us must work defensively, developing awareness, discipline and personal safety rules that go beyond company policy. Frontline workers need their own safety margins and ways to stay alert because in the end, they are the ones who pay the ultimate price, not management.

Keep in mind, however, that safety isn’t just about you or me; it’s also about those around us. Consider how carefully you drive with a friend’s child in the car. You naturally step up your focus. The same mindset can work on the job, and it doesn’t have to be exhausting.

When my kids were little, they once stepped into a crosswalk simply because the light read “Walk.” I pulled them back, explaining, “Just because it’s legal doesn’t mean it’s safe. Always look both ways.” Over time, that next-level awareness became second nature to them. Ideally, we want to make our safety habits at work second nature, too, because minimal compliance may be insufficient for adequate protection.

Closing the Gap Between Knowing and Doing
Do your personal safety rules exceed your employer’s minimum standards? The truth is that many of us don’t really know how well we follow the rules. We complete our required training and annual refreshers, but we still have blind spots, gaps between where we are and where we need to be to work as safely as possible. Closing those gaps takes effort, which means many of us stop actively improving as soon as we can. Sometimes, deep down, we think safety is mostly a matter of luck.

That attitude changes when the stakes are obvious and high. A World Series outfielder, a U.S. Navy SEAL or a heart surgeon doesn’t slack off – because they can’t afford to. For each of them, being focused is nonnegotiable. For us, the stakes may not look as dramatic, but the consequences can be just as final, as with the coworkers I lost.

Total Worker Health: A More Complete Approach
We must begin approaching our jobs with the same preparation, mindset and sense of personal responsibility that the outfielder, Navy SEAL and surgeon do. That’s where NIOSH’s TWH comes in, expanding safety beyond accident prevention. It combines safety, health and wellness into one holistic framework designed to help people thrive, not merely survive.

Evidence-based and built on bedrock psychological and safety science, TWH is the foundation of an important new approach to workplace safety. Here’s a simple breakdown:

• Safety is about managing hazards – the mechanical, technical and job-specific risks. If something goes wrong here, you call a safety specialist.
• Health means being free from injury or illness. If this slips, you typically call a doctor.
• Wellness is health actively achieved through exercise, nutrition and social connections. If this dips, you might turn to a trainer, therapist, chaplain or friend.

To further explain TWH, NIOSH developed a separate hierarchy of controls for worker well-being (see www.cdc.gov/niosh/twh/php/hierarchy/index.html). The top three levels focus on organizational improvements, while the fourth and fifth target individual improvements (i.e., increasing safety knowledge and promoting safe behavior). To support these goals, I turned to MI, a method designed to help people learn and change on their own.

Sparking Self-Motivated Safety
Developed by psychologists William R. Miller and Stephen Rollnick, MI is a proven approach in health care used to help people change behaviors, from quitting smoking to reversing chronic illnesses. Backed by over 2,000 clinical trials, it is effective across medicine, public health and even sports. Now it’s time to bring MI into the safety world.

When I trained as a board-certified health and wellness coach, MI was at the heart of the program. The health-care field believes in it so strongly that coaches using MI may soon qualify for Medicare reimbursement. While doctors treat illnesses, MI helps people make lasting lifestyle changes.

The technique can help utility workers do the same. Wearing a hard hat, following checklists, learning from incidents – these are all personal choices. The decision to follow the rules is always ours. And although you can’t force someone to care about their safety, you can help them find the internal motivation to do so. That’s where MI shines, replacing the outdated carrot-and-stick model with something far more powerful: self-awareness, confidence and alignment with personal values that truly matter to the individual. It sparks personal motivation – the kind with staying power – and helps people avoid the natural resistance they feel when they’re told what to do.

The Power of Honest Feedback
MI works best when paired with clear, honest feedback, like a health check revealing high blood pressure or cholesterol. We need the same kind of assessment for safety: job-specific, confidential, easy to understand and rooted in real behavior.

Such assessments act as mirrors, helping people see the gap between who they are and who they want to be. Honest reflection, when handled with care, is what kindles real, lasting change. Without it, MI struggles to take hold.

Imagine a lineman receiving a safety psychology score that reveals measurable, objective insight into his approach to risk. That kind of clarity is about growth, not judgment. It enables the individual to be honest about their natural tendencies and creates space for change.

Just as medical tests measure physical health, safety assessments should measure self-awareness and competence across safety, health and wellness. “Knowing gaps” – the differences between how we see ourselves and how we truly perform – are made painfully clear through well-done assessments. The gaps are what drive a person’s motivation to improve. Thus, MI is unlikely to work in the absence of accurate, relevant, accessible and confidential assessments.

Advancing Safety to the Next Level
Helping workers take true ownership of their safety may be more effective than years of traditional training. Doing so requires effort, but an easy solution has never been the goal. Safety is the goal.

To move beyond the current plateau in safety performance, we must look deeper than systems, checklists and compliance. These are essential tools, but they can only take us so far. Complete consciousness of our internal mindset – where self-awareness, motivation and purpose guide the decisions that prevent tragedy – is often what’s missing.

MI is a proven, practical approach that helps unlock that mindset. When paired with NIOSH’s TWH framework and grounded in honest, behavior-based assessments, we create a powerful engine for cultural change that supports people and processes.

This approach isn’t about abandoning what works; it’s about completing the picture. For decades, safety professionals have searched for a way to eliminate – not just reduce – serious injuries and fatalities. That’s been the elusive holy grail. By integrating TWH and MI, we may finally be closing in on it.

About the Author: Tom Cohenno, Ed.D., CSP, CUSP, HWC, is a recognized safety expert and principal of Applied Learning Science (https://appliedlearningscience.com). With deep academic and operational experience as a U.S. Navy veteran, substation chief and former utility executive, he blends real-world insight with evidence-based research to deliver practical, impactful safety solutions.

As we stand on the precipice of a new era in the utility sector, it is clear the future holds transformative potential driven by relentless technological progress.

We are already seeing not just small changes but a complete overhaul. The horizon is replete with innovations aimed at redefining safety protocols and operational efficiency. Predicted advancements – ranging from connected monitoring systems to augmented reality (AR) training to robotics – point to a not-so-far-off future in which advanced technologies will be essential to everyday utility operations.

In the remainder of this article, I offer 10 predictions about the technologies that, in my professional opinion, will become commonplace in the utility sector over the next decade. These technologies are not just glimpses of what might be possible; they represent a significant portion of the foundation upon which future safety standards will likely be built.

1. Smart Grid Technologies
These digital monitors, equipped with sensors and real-time analytics, are already transforming how we track and control electrical grids. Pacific Gas and Electric Co. and other utilities are deploying systems that quickly detect faults and other hazards, a proactive strategy that aids in ensuring reliability and improving operational efficiency.

Timeline: Many utilities have already started integrating smart grid systems. Wider adoption is expected over the next five to 10 years as infrastructure upgrades progress and costs fall.

2. Drones for Infrastructure Inspection
Operators can guide drones – equipped with precision cameras and thermal imaging capabilities – into otherwise difficult-to-access areas, reducing safety risks. PSEG, for example, uses drones to navigate power lines and substations, conducting accurate asset assessments without endangering human lives.

Timeline: Drone technology is rapidly being adopted and could become standard within the next five years, especially within larger utilities that have resources to invest in these unmanned aircraft systems.

3. Augmented Reality
This training approach changes how utility workers prepare for field challenges. Currently, Southern Co. uses AR headsets that simulate real-world scenarios, providing immersive training that enhances trainees’ hazard recognition and emergency response skills.

Timeline: AR is increasingly being integrated into training programs. It could become a standard tool for utility workers within the next five to seven years as software advances and hardware becomes more affordable.

4. Internet of Things
IoT is a network of connected objects and devices that share information with each other. In the context of utility safety, organizations can integrate IoT to immediately detect system anomalies. DTE Energy, for instance, deploys IoT sensors to monitor underground cables for early fault signals, enabling the utility to perform preventive maintenance and/or repairs. This proactive approach greatly reduces downtime and incident risks.

Timeline: IoT integration in utilities is already progressing and expected to become widespread in the next five to 10 years as the technology becomes more accessible.

5. Advanced Personal Protective Equipment
Today’s PPE advancements combine technology with traditional safety gear to boost user protection, resulting in innovations like smart helmets that provide real-time data and electronic hearing protectors to aid communication in noisy environments.

Timeline: Smart PPE could become standard in high-risk settings within the next five years as technology costs decrease and companies – whether driven by altruism or public pressure – increasingly prioritize worker safety.

6. Robotics for Hazardous Tasks
Set to emerge as essential partners in high-risk tasks, these machines can carry out complex inspections and repairs in hazardous environments, offering protection to human workers even in the most extreme conditions.

Timeline: Although the machines are being used now, full robotics adoption across all utilities could take 10 to 15 years, depending on technological advancements and economic factors.

7. Data Analytics for Safety Management
Duke Energy and numerous other utility companies foster a culture of continuous safety by analyzing past incidents, identifying and addressing patterns to prevent recurrences. In a 2018 industry-wide benchmarking project for public utilities conducted by ProAct Safety, we found that advanced data analytics were already in use at that time.

Timeline: Analytics applications are expected to become more sophisticated over the next three to five years as utilities leverage increasing numbers of data-driven insights to enhance employee and public safety.

8. Fortified Cybersecurity Measures for Critical Infrastructure
Protection against cyberthreats is essential as utility systems become more interconnected. The U.S. Department of Energy’s initiatives – such as the Cybersecurity Capability Maturity Model (see www.energy.gov/ceser/cybersecurity-capability-maturity-model-c2m2) – provide key frameworks to defend against such threats.

Timeline: As digital integration grows, improved infrastructure cybersecurity is a must-have that will likely become widespread among utility organizations in the next five years.

9. Public Engagement and Communication
Through mobile apps and other platforms, communities receive real-time alerts during crises, strengthening the connection between utilities and the public via informed communication.

Timeline: Real-time communication is becoming standard and will likely be fully integrated by utilities within the next five to seven years as part of customer service enhancements.

10. Environmental Safety and Sustainability
Arkansas-based Montrose Environmental Group is a leader in this field, incorporating comprehensive environmental safety protocols into their operations with advanced monitoring systems that track pollutants and emissions in real time. The company’s use of innovative technologies, which also include IoT and data analytics, allows for precise identification and mitigation of environmental hazards before they escalate. Utility companies can look to Montrose’s practices when adopting sustainable technologies like renewable energy sources, waste reduction methods and advanced environmental monitoring tools.

Timeline: Comprehensive environmental safety tools are expected to become standard across most U.S. utility organizations in the next 10 years.

Conclusion
As I noted toward the beginning of this article, the 10 predictions presented above are based on my professional insights combined with current utility industry trends. Adoption of these technologies will vary among organizations and regions, but one thing is for sure: technology will become increasingly vital to utility safety and sustainability efforts in 2026 and beyond.

Now is the right time for industry leaders and policymakers to actively embrace these innovations. Investing in modern safety solutions today both prepares your organization for the future and demonstrates your commitment to protecting workers, local communities and the environment.

About the Author: Shawn M. Galloway is CEO of ProAct Safety (https://proactsafety.com) and an author of several bestselling books. An award-winning consultant, trusted adviser, expert witness, leadership coach and keynote speaker, he has helped hundreds of organizations within every primary industry improve safety systems, strategy, culture, leadership and engagement. Galloway also hosts the highly acclaimed weekly podcast series “Safety Culture Excellence.”

The previous articles in this series outlined the essential components of a strong safety management system (SMS). To achieve safety success, electric power organizations must ensure those components align with and support one another.

This article – the last in the series – addresses two final topics of importance: assessing an organization’s SMS performance and implementing a structured corrective action plan in response to identified performance gaps. We will use ANSI/ASSP Z10-2019, “Occupational Health and Safety Management Systems,” as a guide, focusing on performance measurements, incident analyses, audits and corrective actions.

Measuring Operational Safety Performance
To accurately measure SMS functionality and impact, organizations must take a comprehensive approach that goes beyond tracking incidents and OSHA rates. Understanding past issues can be helpful but is insufficient to assess a company’s overall safety effectiveness. As previously noted in this series, some organizations have accumulated thousands of man-hours without any OSHA recordables, yet they still exhibit poor, misaligned work practices in the field.

OSHA highlights the use of leading indicators to accurately measure safety performance; doing so helps the workforce identify and address potential risks. Organizations struggling to develop metrics for leading indicators can consult ANSI/ASSP Z16.1-2022, “Safety and Health Metrics and Performance Measures,” as well as Chapter 17 of ASSP GM-Z10.100-2024, “Guidance and Implementation Manual for ANSI/ASSP Z10-2019 Occupational Health and Safety Management Systems.”

Comprehensive metrics empower electric power organizations to gain deeper insight into their safety performance and identify areas for improvement. Leaders, armed with detailed understanding of this data, can make informed decisions that enhance workplace safety protocols. Additionally, fostering a culture that prioritizes continuous improvement encourages employees at all organizational levels to actively participate in safety initiatives.

Measuring Employee Safety Performance
Some companies have long relied on lagging indicators (e.g., vehicle accidents, personal injuries) to measure employee safety performance. However, using these indicators for performance evaluations and incentive programs can lead to serious problems, as ASSP GM-Z10.100-2024 points out.

In my consulting work, I have observed that employer incentive programs often reward employees for avoiding incidents and injuries. Some companies even tie bonus payments to an entire crew’s record of zero incidents. In rewarding employees this way, leaders risk creating an environment in which employees feel pressured to hide events that do occur. They may hesitate to report injuries, equipment failures or near misses – critical information to help prevent recurrences.

As part of ensuring a truly safe workplace, organizations must periodically reevaluate their incentive programs and performance evaluations, determining whether it is possible to adopt a more proactive approach to safety. It is also wise to promote active employee participation in safety initiatives rather than reward individuals for zero incidents. This requires working diligently to foster an environment in which open discussion of safety concerns is strongly encouraged, inviting employees to share their thoughts without fear.

Further, leaders should strongly consider using awards, public acknowledgments during meetings and even small incentives to recognize employees who report hazards. Organizations that establish comprehensive feedback systems enable employees to share their experiences and suggestions, promoting transparency and the quest for continuous improvement.

Incident Analyses
The primary objective of an incident analysis – a systematic process used to identify an event’s root causes – is to gain a thorough understanding of what happened and then identify and implement corrective measures to prevent a recurrence.

It’s important to remember that incidents often reveal underlying issues that require immediate, decisive action. While a proactive SMS aims to identify and mitigate risks before incidents occur, we must acknowledge that this is not always possible. Therefore, analyzing incidents is a crucial component of an effective SMS.

Both incidents and near misses provide valuable opportunities to identify and address SMS weaknesses. Near misses in particular should be viewed as valuable learning experiences, offering chances to address hazards before they escalate. Some companies mistakenly view incident analyses as opportunities to assign blame; however, their time should be spent

identifying causes and improving safety processes that support workers.

An organization’s response to an incident is revealing. Many companies have been stuck in a long process of analyzing a single incident. By the time they finish, employees often feel frustrated or have forgotten about the analysis. Leaders should act quickly and keep open communication with employees during the whole analysis process.

Audits
Audits play an important role in assessing how well an SMS works, with auditors reviewing safety processes to ensure they align with organizational goals and meet industry standards. Conducting a thorough audit enables leaders to identify opportunities for improvement, confirm regulatory compliance and foster a culture of continuous safety improvement.

When focused on the following items, an audit helps affirm and improve organizational safety performance:

• System performance verification: Audits confirm that SMS components – including hazard identification, risk assessments, training and incident investigations – are functioning as intended and achieving the desired outcomes.
• Conformance assessment: Do organizational activities align with the objectives, policies and procedures established under the SMS?
• Identification of gaps and opportunities: Well-done audits highlight deficiencies, nonconformance and areas for improvement – a solid foundation for corrective and preventive actions.
• Continuous improvement: Audit findings ideally feed into management review and corrective action processes, providing opportunities to fine-tune the SMS based on factual evidence.
• Objectivity: ANSI/ASSP Z10-2019 emphasizes that audits should be conducted by individuals who are completely uninvolved with the activities being examined.
• Documentation and follow-up: Audit results must be documented, communicated to management, and tracked until corrective actions are implemented and their effectiveness has been verified.

To establish proper oversight and accountability, organizations must create a strong auditing plan that includes both internal and external audits. It is critical to set clear deadlines for planning, conducting and reporting on these inspections. This organized approach promotes transparency and facilitates timely action based on audit results, typically improving organizational performance while building trust with stakeholders. Regularly scheduled audits that align with a company’s goals are key to identifying improvement areas and supporting sustainable growth.

Internal safety audits are a necessity to accurately assess the impact of an organization’s safety objectives, policies and procedures. Their findings can offer valuable insights for corrective actions and management reviews, aiding in performance enhancement and continuous improvement in workplace safety.

External audits, on the other hand, deliver objective findings from knowledgeable third parties. These auditors possess specialized, impartial knowledge, often identifying issues that company insiders cannot due to their familiarity with the organization’s everyday functions. Unbiased evaluations are imperative to align with industry best practices and regulatory requirements. Organizations can also use them as a guide to improve safety and efficiency.

In combination, internal and external audits create a strong framework for regular safety checks, providing a comprehensive approach to quality and compliance validation that helps organizations consistently meet high standards.

Corrective Actions
To effectively employ the corrective action process, a company must first create clear procedures to identify, document and resolve safety-related problems. This proactive approach includes several key steps.

Identification
When a safety issue is identified – whether through an audit, inspection, incident investigation or employee reporting – step one is determining its root cause followed by controlling or eliminating the hazard.

Prioritization
Ideally, organizations will prioritize corrective actions based on risk level, with critical safety issues at the top of the list. It is crucial to assess the impact of these measures; this could involve monitoring the situation, gathering employee feedback and making sure the original problem is resolved.

Documentation
To assist with ongoing learning, transparency and accountability, organizations will want to carefully document their audit findings, the actions they took and any relevant communications. Sharing lessons learned across teams promotes a culture of safety and continuous improvement.

Improvement
A structured corrective action process can resolve immediate safety problems, improving the overall SMS. By learning from past experiences and making informed changes, organizations are likelier to prevent recurrences of similar issues, enhancing safety for all employees.

Summary
A strong SMS depends on continuous evaluation and corrective action. Guided by ANSI/ASSP Z10-2019, organizations must monitor performance using leading and lagging indicators, investigate incidents to identify their causes, and verify compliance via regular audits. A well-structured corrective action process will include documenting safety issues, prioritizing them by risk and tracking progress to confirm their adequate resolution. Together, these practices aid electric power organizations as they build proactive safety cultures focused on prevention, accountability and continuous improvement.

About the Author: Pam Tompkins, CUSP, CSP, is president and CEO of SET Solutions LLC. She is a 40-year veteran of the electric utility industry, a founding member of the Utility Safety & Ops Leadership Network and past chair of the USOLN executive board. Tompkins worked in the utility industry for over 20 years and has provided electric power safety consulting for the last 25 years. An OSHA-authorized instructor, she has supported utilities, contractors and other organizations operating electric power systems in designing and maintaining safety improvement methods and strategies for organizational excellence.

Ferroresonance is a complicated issue, one that industry workers must be educated about. That’s because as the number of URD system installations grows and systems age, instances of ferroresonance increase – as do threats to worker and customer safety, equipment and service reliability.

I first became acquainted with ferroresonance in the 1980s while troubleshooting a pad-mounted, three-phase transformer at night. The pad fed a chemical plant, closed for the evening, in the middle of nowhere. The 480-volt, 2000-amp main was single-phasing, so plant electricians had dropped all the 480-volt sub-feeds except one: a single-phase, 240-volt sub-panel that fed the plant’s fire control systems plus some lighting that was barely functional (keep this information in mind – it will be important a little later).

The underground radial feed was long, and the A-phase pothead fuse had blown; my first thought was a bad cable. We pulled the radial-fed elbows at the transformer, opened the 2000-amp main and re-fused the pothead. It held – so why had the other fuse blown? Next, we checked the meter’s kilowatt demand, which was barely more than half the peak-load capacity of the 1500-kVA transformer. Then we smoke-tested the transformer, closing it in from the potheads, opening the potheads with a load-break tool, and finally closing in the elbows on the de-energized pad.

The 23-kV potheads were dead-ended on a 10-foot heavy-duty double arm. The fuse for A-phase was on the far side of the arm, on the other side of the neutral from where the bucket truck had been set up. I wasn’t going to side-sling the fuse barrel feeding a 1500-kVA pad, so I boomed over the neutral positioning for the A-phase fuse and closed it. As I was booming back over the neutral to close in B-phase and C-phase, I heard what sounded like a car crash coming from the vicinity of the pad, followed by a flash and something going to ground. The A-phase pothead fuse erupted behind me and the feeder relayed. Back at the pad, A-phase and B-phase elbows were blown off the bushings. The A-phase polymer arrester that was plugged into the feed-through bushings had split down the middle and was still smoking. Additionally, the current transformer cabinet wiring and polyphase Class 10 meter were on fire.

What Happened?
Given that the CEO of the chemical plant was on the utility company’s advisory board, some plant personnel were alerted when we blew up their transformer. Three crew members stayed at the plant to pull the bad transformer and ready a spare three-phase. An apprentice and I went to retrieve a new transformer. On our way to the yard, an engineer on-site at the plant radioed us, requesting that we bring back a 2000-kVA transformer. I asked if he thought the damaged transformer had been overloaded; he said no and told us he would explain more later.

His eventual explanation? You guessed it: ferroresonance.

As it turned out, during our troubleshooting, we had created perfect conditions for the loud noise and fire. No one had known that the capacitive reactance of the cable on A-phase and B-phase was nearly equal to – and in series with – the inductive reactance of the 1500-kVA transformer windings. In the evenings during the off-season, the plant reduced operation and electrical loads. With the matching series reactance of the cable and transformer impedance, the lightly loaded transformer would begin to react, creating low-level ferroresonance that overheated and prematurely aged the transformer until the pothead fuse blew. When we began troubleshooting and opened the main, conditions became ideal for runaway core excitation or ferroresonance. The fact that it had taken me a couple minutes to get from the A-phase fuse to the B- and C-phase fuses – combined with the open main and no secondary load – triggered everything needed to blow up that $60,000 installation.

You may still be wondering why the engineer requested that 2000-kVA transformer. The answer: in observing damage from the incident and speaking with the crew, he recognized the problem and opted for the new transformer to raise impedance. That way, the cable capacitance and transformer inductance would no longer be almost equal.

Need-to-Know Info
Ferroresonance is a rare condition most likely to occur with three-phase, pad-mounted, delta-connected transformers. Not nearly as often, ferroresonance has been documented in wye-wye transformers as well as in aerial three-pot banks served by long-dedicated aerial circuits.

When ferroresonance occurs in a transformer, high voltages three to five times the rated primary can appear on the primary and secondary and in the core. Oil heats to temperature extremes in minutes, blowing out of vents and bubbling paint on top of the transformer. Surge arresters – not designed to clamp sustained overvoltages – can be cooked to destruction and potentially fragment during failure. The rise in primary also increases the secondary voltage, sometimes blowing up meters like bombs. Other times, purely coincidental yet ideal conditions create low-level ferroresonance that can boil the life out of a transformer with barely a whimper. I know of one case in which a 1000-kVA transformer was replaced three times in five years. Finally, the utility realized a low-level resonant circuit – yes, without an open phase – was killing the transformer every night when the commercial building load dropped to about 6% of the transformer’s rating.

URD cables are capacitors; transformer coils are magnetic inductors. To create resonant circuits, there must be capacitive reactance and inductive reactance of almost equal value in series with each other, and the inductor must have very little to no load. The most likely situation is a three-phase transformer fed by a long underground circuit. In some of the most dramatic events, a pothead fuse was opened or blew, allowing a still-energized primary cable (capacitance) to be more or less in series with a coil (inductance). If a series-connected phase-to-coil connection is allowed to remain energized, and there is low loading on the transformer’s secondary or the customer’s mains are open, no impedance exists in the primary circuit. Current is free to flow, and runaway voltage rises in the laminated core – hence the “ferro-” component of ferroresonance.

In testing, loading the secondary above 20% has proven sufficient to prevent resonance. The first indication of the condition is typically a loud rattling noise – often described as shaking a coffee can full of marbles – emanating from a transformer due to magnetostriction in the laminated core (note that normally, magnetostriction causes the 60-Hz hum in transformers). The noise is wicked enough that almost no one who hears it stands around to see what is going to happen next.

The two other ferroresonance cases I have worked on both involved amorphous-core, three-phase, pad-mounted, wye-delta transformers. One was 1,700 feet of 1/0 to a 1000-kVA; the other was 2,000 feet of 1/0 primary to a 1500-kVA pad-mount. These are not formulas for determining the potential for ferroresonance but examples of the conditions present when it has occurred.

Preventive Efforts
So, what’s the best way to avoid suspected resonant circuits? Never open three-phase transformers one phase at a time from potheads or lateral taps. Some utilities are using an air-break or AB switch to isolate the coil before switching potheads.

Other methods include shortening the primary run to change capacitance or replacing transformers to ensure different inductive impedance values. Rural electric association specs add a fourth dropout to temporarily ground the high-side floating neutral when energizing or de-energizing three-pot banks. The goal is to split the series path between the primary feed and the transformer coils, removing the series reactance, which is a prime condition necessary to create the resonant circuit.

The last preventive effort is leaving some or all of the secondary load connected. This, of course, contradicts what we have always been told (i.e., “Don’t single-phase the customer”), but not to worry. You won’t kill the three-phase customer equipment in the time it takes to close three pothead switches – and you’ll almost certainly avoid blowing up a costly transformer.

About the Author: After 25 years as a transmission-distribution lineman and foreman, Jim Vaughn, CUSP, has devoted the last 28 years to safety and training. A noted author, trainer and lecturer, he is a senior consultant for the Institute for Safety in Powerline Construction. He can be reached at jim@ispconline.com.

Editor’s Note: This is an update to Jim Vaughn’s article “Ferroresonance Explained,” first published by Incident Prevention magazine in 2012.

In this installment of “Voice of Experience,” I am going to share a safety perspective that struck a real chord with me when someone offered it during a recent meeting. My goal in passing it along during this season of reflection is to prompt readers to contemplate and continue refining their safe work practices.

From the time we are born, we learn about the world in various ways, often in the form of instructions about what we should and should not do. Our parents forbid us from crossing the street without their assistance. We are warned to keep our hands away from hot stovetops. Even before learning to read, we begin to observe and understand visual cues – for instance, a child riding in a car seat might notice different types of lines on the roadways (e.g., a single dotted white line, two solid yellow lines). Such instructions and cues provide details about our surroundings to help us make safer, more informed choices.

As teenagers, many of us learn to operate a car and undergo testing to earn a driver’s license. It would make sense, then, for us to increasingly respect the rules of the road – including those white and yellow lines we noticed well before we were permitted behind the wheel – as we accrue more driving experience. After all, we must protect not only our personal safety but the well-being of our passengers, pedestrians and other motorists. Yet in 2023, U.S. Department of Transportation data tells us that more than 40,000 people were fatally injured on American roadways (see www.transportation.gov/NRSS/SafetyProblem).

Safety vs. Potential Peril
Let’s talk about a different type of line for a moment. Have you ever heard someone in politics or business warn others against crossing a proverbial line in the sand? That is highly likely; it is not an uncommon statement.

When the individual at the meeting I attended shared his safety perspective, what sprang to mind was the industry-specific line in the sand that we can almost always spot on any given jobsite. It is the line that divides a worker’s physical safety from their potential peril.

In terms of line work, where do you think that line in the sand should be, particularly for energized work? A student enrolled in an accredited lineworker development program must complete four to seven years of training to graduate; by the time they finish, they almost certainly know the line’s precise location. But all lineworker development programs are not created equal, nor do testing and proficiency demonstrations always adequately assess whether an employee has received the requisite training. These inconsistencies are significant contributors to incidents that continue to seriously injure and kill our brothers and sisters. Employees who had served the industry for less than three years at their time of death account for far too many of the cases I have investigated during my career.

As I noted earlier, the dividing line between worker safety and potential peril is visible at nearly every jobsite – but only if we are willing to look. On one side of the line, we are guided by regulatory standards and industry best practices; on the other, employees engage in hazardous and even illegal work practices. Here is my question to you: In recent months, how close to that line have you been standing? If you were to cross it, do you truly understand what could happen? Would you be prepared to handle the full weight of any adverse consequences? Because the fact is, workers cross the line every day. And each year, dozens of our brothers and sisters pay the price with their lives.

You may be wondering if there is a specific reason why so many employees cross the line into unsafe work practices. Investigations often determine that an incident stemmed from intentional choices made by an inadequately trained worker or crew who lacked sufficient management oversight. This is why it is paramount for every worker to be appropriately trained on each task they will be required to perform, including the prescribed way to complete it, the reasons it must be done in that specific order, and what happens if any steps are transposed or omitted.

Conclusion
Legally, morally and ethically, standing on the safety side of the line is the right thing to do. Let’s vow to step as far back from that line as possible rather than standing the closest we can without crossing over. We are human, so mistakes will be made; we must give ourselves room to fail safely instead of teetering on the edge of possible catastrophe.

As we head into 2026, I urge you to reflect on the past 12 months and evaluate your performance. Did you cross the line between safety and potential peril, or perhaps find yourself working right up against it? If so, what will you do differently tomorrow to increase your distance – and your margin of safety?

About the Author: Danny Raines, CUSP, is an author, an OSHA-authorized trainer, and a transmission and distribution safety consultant who retired from Georgia Power after 40 years of service and now operates Raines Utility Safety Solutions LLC.

Learn more from Danny Raines on the Utility Safety Podcast series. Listen now at https://utilitysafety.podbean.com!

Q: Can I ground through a wave trap?

A: General discussion about wave or line traps centers on their function. At operating frequency, they have extremely low impedance to any voltage at 60 Hz. Some would say that for the sake of convenience, it’s OK to ground at a switch even where there is a line trap on its load side. That is a bit too simplified. Historically, we isolated a transmission line and grounded it to protect the crew. Sometimes a trap would be situated between the ground point and the work location. Today, we don’t ground to protect workers; we bond to protect them and ground to isolate the source.

Most traps have both a surge suppressor and a capacitor parallel with the trap circuit. Does that affect sudden current rise on the grounded circuit? It might, but that depends on existing conditions and what caused the fault current. We create typical ground paths that are expected to be as resistance-free and reliable as possible to accomplish the task (i.e., tripping the circuit). Any circuit elements that might compromise ground path performance should be eliminated, which is accomplished by bonding across the wave trap to ensure a reliable, resistance-free ground path. However, if we examine what we are attempting to accomplish, doing so may not be that important.

Many current opinions are based on misapplied grounding policy, so let’s start there. The purpose of grounding in a substation is to trip the protective devices of an offending circuit. It is the arrangement of the grounding connections to create an equipotential environment that protects the worker. If our bonding arrangement on the field side of the wave trap is effective, the worker will be protected. The grounding of the circuit in the work area passing through the wave trap, just like any ground fault on the circuit, should not be much of an issue. The low impedance will pass the current necessary to cause a trip of the circuit protectors. We think most readers would agree that it is still a good idea to place sufficient grounds at the load side of the open switch in the substation.

Any personnel protected by a transmission ground is in an equipotential zone, meaning near the worker, with much less likelihood of a trap in the pathway. Remember, since the ground scheme requires short-circuiting phases one, two and three, that short-circuiting – as well as any ground – will do its part to trip the circuit while the bonding connection protects the worker.

Q: In an underground transformer, my understanding is that the neutral or concentric neutral should be treated as a potential source when it places a worker in the minimum approach distance. I have always struggled to address bonded neutrals when explaining this concept to lineworkers who have worked them uncovered for years. Can you help?

A: First, we must understand the nature of the overhead system neutral and minimum approach distance, which is not a simple task. MAD includes two modes of protection for the worker. Per OSHA 29 CFR 1910.269(l)(3)(iii)(B), the “employer shall ensure that no employee approaches or takes any conductive object closer to exposed energized parts than the employer’s established minimum approach distance, unless the energized part is insulated from the employee and any other conductive object at a different potential.” This rule has an important difference from insulating the worker, as described in 1910.269(l)(3)(iii)(A). Paragraph (l)(3)(iii)(B) is conditional, requiring the energized part to be insulated from any other potential, including ground. The rule appears to be constructed largely around worker exposure to higher voltages within the vicinity of a neutral while handling conductive objects, especially unfixed objects like jumpers or moving phases. It also applies where a worker’s exposure could be between an energized phase and path to ground, including poles, hardware and crossarms. To comply with (l)(3)(iii)(B), if you are within the MAD of a distribution phase, you must cover the neutral or maintain the primary MAD from it.

It makes sense, then, that per (l)(3)(iii)(A), if the worker is insulated from contact, the MAD for the exposure voltage applies to each level of exposure. Since the voltage of a grounded system neutral is near zero, the “avoid contact” rule from 1910.269’s Table R-6 applies, provided you are outside the MAD for any other exposure.

But we’re not done yet. The question now is, will you be in contact with the system neutral? If so, we must accommodate all conditions of exposure, including a fault condition. Additionally, depending on the grounding and bonding of the neutral, a voltage exposure could exist based on the principle of potential difference. Electrical insulation (i.e., either gloves or coverup) is required where a difference is present. These same exposure conditions apply to insulated URD.

OSHA defines “insulation” as insulating cover rated for the voltage involved. However, we know from experience that URD primary insulation is not universally trustworthy.

When the primary is insulated, properly bonded bare neutrals do not create primary exposure and thus are not treated with primary MADs. Neutrals are grounded and bonded to the enclosure so that the voltage is lower than secondary, meeting the requirements of “avoid contact.” However, the potential between a primary neutral and any ground potential could be lethal under fault conditions or if bonding is poor or nonexistent.

A visual inspection can provide relative confidence that the elbow is safe and insulation for the voltage MAD does not apply. We also know that as an industry rule, we don’t handle elbows with rubber gloves or contact them in any way except with rated sticks. While we have historically treated an uninsulated concentric neutral differently, it is no different than an overhead system neutral.

Covering the elbow with a blanket is one more step toward safety that can be performed with rubber gloves. While this approach is not required, it is permitted under the rules for insulated facilities. Neutrals in pad-mounts should always be handled with rubber gloves. Many employers allow Class 0 for URD neutrals; we suggest Class 2.

Q: Do you have any updates about infrastructure resilience planning? A group of us who work for a small cooperative recently attended a meeting with state officials who asked what’s being done to harden systems due to climate change pressures. We heard a few speakers say that state regulatory actions were forthcoming, particularly regarding storm response plans. I know OSHA requires emergency actions plans, but which agencies require storm response plans? Does FERC or NERC require them?

A: In 2016, the U.S. Department of Energy published a guide titled “Climate Change and the Electricity Sector.” The agency assembled a group of about a dozen utility stakeholders representing municipal employers, investor-owned utilities and cooperatives, with the goal of establishing an approach to future aspects of environmental change. Only a few utilities established a plan, finding it challenging to set goals in the face of a substantial amount of contradictory information.

While utilities may be keeping an ear to the ground regarding the environment, it appears they are still basing their infrastructure growth primarily on predictions, the economy and maintenance of their aging systems. Few utilities can say that there has been a trend of system disturbance related to unusual climate events that did not occur in previous decades, so the urgency seems to be lacking in some respects. Interconnecting grids and microgrids has helped establish reliability as structure technologies are hardened for various reasons, most of which are not related to climate change. Few industry professionals will agree that there is one primary reason for setting these goals.

Each U.S. state has its own version of a public service commission, which is required to carry out various duties. Some commissions, like the one in Texas, mandate emergency action plan filings. Many requirements are related to National Incident Management System coordination.

FERC/NERC Critical Infrastructure Protection (CIP) authorities focus on cyber and physical safety and reliability, particularly with large and bulk suppliers that require incident reports and action plans related to NERC goals. To achieve these goals, many utilities have various levels of CIPs depending on their interconnected transmission and generation infrastructures.

Do you have a question regarding best practices, work procedures or other utility safety-related topics? If so, please send your inquiries directly to kwade@utilitybusinessmedia.com. Questions submitted are reviewed and answered by the iP editorial advisory board and other subject matter experts.

“This little light of mine, I’m gonna let it shine, let it shine, let it shine, let it shine.”

Light. We literally cannot live without it.

In addition to sustaining life, light can be used in various other ways, including helping us to see clearly and sanitizing unsafe conditions. That sounds a lot like what safety is all about, which means that safety professionals need to be the light. With that in mind, let’s discuss how you can become a safety light – one that shines brightly.

Light is Revelatory
When you lose something in the dark and then turn on a light, what you couldn’t see before becomes obvious. Put another way, what was always there can easily be found in the light.

The same is true with human factors, such as rushing, risk tolerance, overconfidence, distractedness and complacency. People are subject to inaccurate risk perception and unsafe behaviors. They make errors. But these factors are difficult to identify without light.

In your role as a safety leader, you can serve as the light by incorporating human factors discussions into job briefings and huddles. You can also use human and organizational performance (HOP) tools to manage controls and reduce errors. Start with the self-checking tool, remembering the STAR acronym: stop and think before performing a task, take action, and then review performance by comparing desired versus actual outcomes.

Light Helps Us Focus
Sometimes we use overhead lighting to see more broadly. When narrower lighting is required, we might use a flashlight. You can act as an overhead light by kicking off pre-job briefings with general discussion about the day ahead and the work to be completed. Then switch to flashlight mode, using two-minute drills to sharply focus crew members on the task to be performed. Consider how a football TEAM (Together Everyone Accomplishes More) huddles before every play and use that as a model. Huddles are a fantastic opportunity to use the HOP self-checking tool.

Here’s another opportunity to shine your safety light: use football TEAMs watching game film as a model for post-job briefings. Briefings must be ongoing, not singular events.

Light Purifies – If We Don’t Bypass Safety Protocols
With good intentions, people navigating their way through airport security often pick up their empty bins and stack them at the end of the conveyor belt. That’s a problem at many airports. Why? Because there’s an ultraviolet light situated at the end of the conveyor that cleans the bins. Light purifies, turning hazardous conditions into safe ones.

We can draw two points from this. First, you must be the light for your own personal safety. Don’t wait for someone or something else to protect you. Shine your light by identifying and mitigating unsafe conditions; too often we wait for those conditions to correct themselves or be corrected by others. And second, as with the airport bins, never circumvent safety procedures or disable or remove safety devices.

Light Burns
At the start of every summer, I tell my wife, “This is the year I’m going to get a darker tan than you.” She laughs because she knows it won’t happen. I burn and peel because sunlight is a hazard that can cause harm if you don’t protect yourself from it.

Be the light by using the hierarchy of controls to protect yourself from hazards. In this case, I would first opt to stay out of the sun. If that’s not possible, I’ll need to curb my exposure by going outdoors early or late in the day; limiting the time I spend in direct sunlight; finding shade; slathering on sunscreen (reapplying when necessary); and wearing a hat, sunglasses and adequate clothing.

Light Ignites
Kindling catches fire when you use a magnifying glass to direct sunlight onto it. In the same way, you can use your light to ignite your passion for protecting people and encouraging their growth.

Don’t hide your brightness. Shine your safety light from a hilltop for all your TEAM to see, a constant reminder to them that light sustains life. We never want to leave anyone on our TEAM – or ourselves – alone in the dark.

About the Author: David McPeak, CUSP, CIT, CHST, CSP, CSSM, is the director of professional development for Utility Business Media’s Incident Prevention Institute (https://ip-institute.com) and the author of “Frontline Leadership – The Hurdle” and “Frontline Incident Prevention – The Hurdle.” He has extensive experience and expertise in leadership, human performance, safety and operations. McPeak is passionate about personal and professional development and believes that intrapersonal and interpersonal skills are key to success. He also is an advanced certified practitioner in DISC, emotional intelligence, the Hartman Value Profile, learning styles and motivators.

About Frontline Fundamentals: Frontline Fundamentals topics are derived from the Incident Prevention Institute’s popular Frontline training program (https://ip-institute.com/frontline-online/). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint.

Be the Light
January 14, 2026, at 11 a.m. Eastern
Visit https://ip-institute.com/frontline-webinars/ for more information.

“Dangers & Safety in Overhead Utility Work: Training Safer Operators Through Simulation”

WEBINAR RECORDING

MEET YOUR SPEAKERS

CM Labs builds hi-tech solutions to help clients design advanced equipment and prepare for skilled operations.

Developer of Vortex Studio, the industry-leading platform for creating real-time interactive simulations within virtual environments, CM Labs provides capabilities for training simulators, mission rehearsal, serious games, virtual prototyping and testing.

As the grid transitions to green energy, battery energy storage systems (BESS) are popping up everywhere—from utility substations to residential neighborhoods. But what happens when lithium-ion technology fails? In this episode of The Voice of Experience, host Danny Raines and Fire Test Specialist Josh Dinaburg from the CSA Group dive deep into the reality of battery fire safety.

Josh brings nearly 20 years of lab experience to explain why the “let it burn” strategy is often the safest choice for first responders and the environment. We dispel common myths about toxic runoff, explore how AI is revolutionizing failure detection, and discuss the rigorous testing standards keeping our communities safe. If you work in utilities, safety operations, or fire protection, this is the essential guide to understanding the risks and remedies of modern energy storage.

Learn More: https://www.csagroup.org/

Contact Josh: josh.dinaburg@csagroup.org

Danny Raines, CUSP Book – Legendas of an Ole’ Lineman: Order Here

Key Takeaways

• The “Let It Burn” Strategy is Intentional: Contrary to public perception, the safest tactic for large-scale battery fires is often isolation rather than active suppression. Attempting to extinguish the fire can leave “stranded energy” in damaged cells, creating a “ticking time bomb” for secondary events, whereas letting it consume itself renders the waste safer for disposal.
• Manufacturing Quality is Improving Rapidly: While cell counts in storage facilities are increasing, the failure rate has dropped significantly—now estimated in the “one out of millions” range rather than hundreds.
• Environmental Impact is Manageable: Extensive testing indicates that water and air quality impacts from these fires are generally comparable to standard structure fires. Runoff has not been demonstrated to cause immediate “forever chemical” threats to groundwater, provided the site is managed correctly.
• AI is the Future of Prevention: The industry is moving toward advanced Battery Management Systems (BMS) that use AI to analyze temperature and voltage trends, allowing operators to identify and isolate failing cells months before a thermal runaway event occurs.
• Firefighter Safety is Paramount: The primary risk to first responders is not just the fire, but the potential for explosion and high-voltage hazards. The current standard emphasizes life safety and evacuation over asset protection.

Q&A: Addressing Common Concerns

1. What is the biggest myth about battery storage fires?

Answer: The biggest myth is that if fire departments aren’t spraying water, they don’t know what they are doing. In reality, standing back and monitoring is a calculated containment strategy. Active firefighting can waste water and endanger responders without effectively stopping the thermal runaway, so isolation is often the professional standard.

2. Does a battery fire pose a unique toxic threat to the local community?

Answer: While lithium-ion electrolytes contain fluorinated compounds, the combustion products are remarkably similar to a typical house fire involving polyurethane furniture or cleaning chemicals under a sink. The smoke should be avoided like any other fire, but it does not generally require unique HazMat protocols beyond standard breathing protection and evacuation.

3. Can technology stop a fire once it starts?

Answer: Once thermal runaway begins in a specific cell, the chemical and electrical energy makes it nearly impossible to stop that specific event. However, engineering controls—such as insulation barriers and novel injection systems—are designed to prevent that single-cell failure from propagating to the rest of the battery bank, turning a potential catastrophe into a minor, contained incident.

#BatteryStorage #FireSafety #RenewableEnergy #UtilitySafety #LithiumIon #CSAGroup

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Read the article – https://incident-prevention.com/blog/safety-by-design-human-and-organizational-performance/

In this installment of the Safety by Design podcast series, host Nick sits down with Pam Tompkins, President and CEO of SET Solutions, to explore the transformative philosophy of Human and Organizational Performance (HOP). Based on her latest article in Incident Prevention magazine, Pam breaks down why traditional, compliance-based safety programs often fall short in high-risk utility environments.

Listeners will discover how shifting from a “blame culture” to a “learning culture” can drastically improve safety outcomes. Pam details the five core principles of HOP, offering actionable advice on how to identify predictable “error traps,” why context matters in human decision-making, and how leadership’s response to failure defines an organization’s future. Whether you are a frontline leader or a safety executive, this episode provides the blueprint for building a resilient system that protects employees even when mistakes happen.

Keywords: Safety by Design, Human and Organizational Performance, HOP Principles, Utility Safety, Safety Culture, Pam Tompkins, Incident Prevention, Error Traps, Operational Learning.

Key Takeaways

• The “Blame” Trap vs. System Design: Traditional safety often assumes employees should be perfect 100% of the time. HOP accepts that people will make mistakes and focuses on fixing the systems (procedures, equipment, pressures) that support them, rather than trying to “fix” the people.
• The 5 Principles of HOP: The episode outlines five foundational principles:
  1. People will make mistakes.
  2. Error-likely situations are predictable.
  3. All human actions are influenced by context.
  4. Operational upsets can be avoided.
  5. How we respond to failure matters.
• Identifying Error Traps: Many incidents are preceded by “error traps”—predictable conditions like fatigue (working 16+ hours), unfamiliar tasks (e.g., a mobile sub not used in a year), or unclear switching orders. Identifying these early prevents errors from becoming accidents.
• The Critical Role of Leadership Response: A leader’s reaction to a failure determines if an organization learns or hides. Asking “Who messed up?” creates fear, while asking “What conditions led to this?” builds trust and encourages the reporting of near-misses.
• Learning From Daily Work: You don’t have to wait for a major accident to learn. Simple habits, like a two-minute “after-action review” at the tailgate or informal learning teams, can uncover operational gaps before they cause harm.

Questions & Answers

Q1: What is the biggest misconception about adopting Human and Organizational Performance (HOP) in the workplace? A: The biggest misconception is that HOP ignores accountability. In reality, HOP shifts accountability from “who is to blame” to “how do we fix the system.” It acknowledges that while individuals are responsible for their actions, they often work within flawed systems that set them up for failure. As Pam Tompkins explains, you cannot fix a human being, but you can fix the pressures, tools, and procedures that influence their decisions.

Q2: What are some practical examples of “error traps” that utility crews face? A: “Error traps” are specific conditions that increase the probability of a mistake. Common examples discussed in the podcast include:

• Fatigue: Crews working long shifts during storm restoration.
• Infrequent Tasks: Performing a job or using equipment (like a mobile substation) that hasn’t been touched in months.
• Poor Documentation: Switching orders that bundle multiple critical tasks into a single step without checks and balances.
• Production Pressure: Implicit or explicit messages from management prioritizing speed over safety protocols.

Q3: How can a team start implementing HOP principles tomorrow without a massive administrative overhaul? A: Implementation can start with a simple question. Pam suggests that frontline leaders ask their crews daily: “What part of your job is most likely to hurt someone today, and what gets in the way of doing it safely?” Additionally, shifting the post-incident conversation from discipline to curiosity—asking “Walk me through what happened” instead of “Why didn’t you follow the rule?”—immediately begins to build the trust necessary for a HOP culture.

#SafetyByDesign #UtilitySafety #SafetyManagementSystem #ProactiveSafety #LeadingIndicators #WorkplaceSafety #SafetyCulture

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Telesteps has introduced the world’s first and only DuPont Kevlar telescoping ladders, available in both a Type 1A extension and a Type 1AA A-frame stepladder. Unlike aluminum ladders, these models are fully nonconductive, significantly reducing electrocution risk for lineworkers and electricians working near energized lines. Compared to fiberglass, Kevlar is lighter, stronger, and far more resistant to cracking and UV degradation, extending service life while reducing replacement costs.

Widely trusted in applications ranging from ballistic protection to aerospace, Kevlar brings the same proven strength-to-weight advantage to utility safety. These ladders collapse for compact transport, deploy in seconds and are OSHA compliant, tested to ANSI A14.5 and EN131 standards. For safety managers and fleet supervisors, Kevlar telescoping ladders offer a next-generation alternative to aluminum and fiberglass, combining uncompromising crew protection with durability and portability in the field. https://telestepsladders.com

Gritty Tools designs and builds rugged, American-made tools for the electric utility industry. Built by utility professionals for utility professionals, our products are engineered to make substation and line work safer, faster and more efficient.

From our GT-1500 distribution wire puller to our battery and control equipment lifters to our fully air-operated 5,000-pound wire puller, every Gritty Tools innovation is purpose-built for the demanding conditions faced by field crews. All products are field-tested by experienced lineworkers and substation technicians to ensure durability, reliability and compliance with the highest safety standards. Whether it’s safely moving heavy control equipment in a confined substation or pulling conductor with precision and control, Gritty Tools delivers dependable performance that helps crews get the job done right. www.grittytools.com

STUDSON, an above-the-neck safety innovator, recently announced general availability of the HighBar-Equipped STUDSON SHK-1 Type II safety helmet, featuring the revolutionary buckle-free HighBar safety system with a single, stowable chinstrap.

After introducing the concept version last year, the HighBar-Equipped STUDSON SHK-1 helmet is now shipping to workers in construction, oil and gas, manufacturing, utilities and industrial maintenance industries. The system is a first for the industrial safety market, providing a more adjustable, breathable, hygienic fit compared to legacy designs.

The HighBar system utilizes hygienic, polymer material strap arms that allow for a precise fit for increased comfort and convenience. The arms can be easily rotated up for storage and quickly rotated back down below the chin when the helmet is in use. Different from traditional four-point, Y-shaped nylon harnesses, the simple one-strap system can be intuitively adjusted using a twist dial on the bottom of the strap, enabling workers to tighten or loosen it with one hand, even while wearing heavy gloves.

Like the company’s other helmet models, the High-Bar equipped STUDSON SHK-1 helmets use Koroyd welded polymer tubes designed to absorb shock upon impact more efficiently than traditional EPS foam. The material also enhances heat dissipation and improves ventilation due to its open cellular structure. Additionally, the helmets feature embedded Twiceme Technology, giving users the option to upload critical health data for ease of access by first responders in an emergency. https://studson.com

Milwaukee Tool’s M18 FUEL Covered Conductor Cable Stripper with Adjustable Bushings is the industry’s first cordless tool optimized for end-stripping insulation on aerial, 600-volt secondary and medium-voltage cables, offering an unmatched cable-stripping experience.

Designed for ultimate versatility, the six adjustable bushings accommodate cable diameters from 0.5 to 2.1 inches, eliminating the need for excess accessories while ensuring a clean, precise strip every time. Powered by M18 FUEL, this cordless stripper removes covered conductors at 1 inch per second, up to four times faster than manual tools, boosting efficiency and productivity. With no exposed blades, this solution significantly reduces the risk of cuts and lacerations, providing a safer way to strip the covered conductor. AUTOSTOP kickback control prevents over-rotation in a bind-up, while user-controlled speed and optimized max RPMs provide precise control during operation. Equipped with an adjustable 6-inch depth gauge for precise strip lengths, the tool eliminates over- and under-stripping and can be removed for extended-length applications as needed. Delivering optimized ergonomics, the tool’s pistol-grip design ensures easy maneuverability in tight spaces. The POWERSTATE Brushless Motor delivers more power to handle tough materials in any environment; REDLINK PLUS Intelligence ensures peak performance while protecting against overload; and ONE-KEY delivers easy tracking and tool management. www.milwaukeetool.com/products/2937-21

CM Labs, the leading vendor for simulation-based training solutions in the utilities industry, recently debuted the Intellia Horizontal Directional Drilling (HDD) Simulator Training Pack. It joins a growing catalog of utilities-focused solutions, including the industry’s only mini excavator and digger derrick simulators. The HDD training simulator equips operators with skills needed for the complete underground workflow, from excavation and backfill to trenchless installation.

Presenting a cost-effective, scalable alternative to live equipment and OEM simulators, the HDD training pack combines realistic machine behavior with a complete training management system. Trainees develop essential skills in a risk-free environment, leveraging features like bore path planning, fault and hazard simulation, and a structured HDD curriculum that builds competence and confidence before operators step onto a real jobsite.

Fully integrated with CM Labs’ Intellia Instructor and Intellia Drone View tools, the simulator enables real-time monitoring and performance tracking even below ground, allowing instructors to deliver targeted feedback and track trainee progress with precision. www.cm-labs.com/en/simulators/horizontal-directional-drill-simulator-training-pack

If you spend enough time in the safety world, you’ll notice something about the word “accountability”: everyone uses it and claims to value it. If you listen closely to safety-related conversations, you’ll also discover that accountability means different things to different people.

For some, it’s a co-worker getting written up (i.e., identifying “who did it” and making sure there are consequences). The word essentially becomes a euphemism for “blame.” But while pointing fingers might feel satisfying in the moment, rarely does it lead to meaningful, positive change.

Playing the blame game is short-sighted and potentially dangerous. True accountability, on the other hand – the kind that builds stronger crews and safer jobs – means taking ownership of incidents and the search for solutions. It’s not about punishment; it’s about seeing a problem through to its resolution and being part of what prevents its recurrence.

A perfect example of the industry blame game has been playing out on social media. In a dramatic dashcam video, an employee works from a bucket truck parked just off the shoulder at an intersection. The bucket is positioned over the right lane, beneath a traffic signal. As a semitruck turns through the intersection, you see its trailer swing wide and slam into the bucket, causing the bucket to flip. The employee is ejected but saved by his harness.

Not unexpectedly, online reactions to the video have been intense. Comments point fingers in every direction: “Where was the traffic control?” “Why was the bucket positioned like that?” “That driver wasn’t paying attention.” “Somebody should be fired.”

The truth is that none of us knows all the details involved with that job – not the constraints the crew was working under, the pressures they faced nor the decisions that led to their roadside setup. What we do know is that when a situation goes awry, people can rush to place blame, an instinct that inhibits the continuous development of a healthy safety culture.

Breaking the Habit
To break the habit, we must change our definition of accountability. The book “Extreme Ownership: How U.S. Navy SEALs Lead and Win” by Jocko Willink and Leif Babin is one resource that has shaped my thinking in this area. Its premise is simple but powerful: a true leader owns everything in their world. They take full responsibility for good and bad outcomes, stepping up and saying, “I may not be able to control everything, but I will take ownership of how I lead and respond.”

Any worker who is part of an organizational system can use this approach. That’s ideal because incidents rarely have one cause, meaning that real accountability can only exist where responsibility is integrated across an entire organization, from frontline workers and supervisors to planners and leadership. Too often, we try to assign each failure a singular cause (e.g., “That was human error,” “That was a system flaw,” “That was a leadership miss”), but failure almost always stems from a combination of factors, all of which must be addressed for a solution to stick.

Pivoting From Fear to Solutions
If used as a disciplinary tool, accountability typically creates fear in others. We begin to identify and develop solutions, however, when accountability is treated as a commitment to ownership and learning. Outputs include workers who speak up, teams who care, leaders who listen and safety cultures that continuously improve.

Instead of outrage, the viral video I described above should prompt each of us to honestly assess ourselves and ask, which conversations do I continue to avoid? What shortcuts have become normalized on company worksites? Do I tolerate certain risks because I’ve become complacent?

True accountability forces us to ask – and answer – better questions. On the day that viral video was recorded, for instance, what jobsite pressures existed? Who had the authority to pause work? Did everyone with authority feel safe to exercise it? Was the incident an anomaly or a symptom of something deeper? What will we do differently next time to avoid a recurrence?

To create accountability that goes beyond paperwork and penalties, we must lead differently. Stay involved after incident reports are filed and invite the people closest to the work to help identify and implement solutions. Model what it looks and sounds like to say – implicitly and explicitly – “This happened on my watch, and I’m not walking away from it.”

That’s the kind of safety accountability our industry needs more of. Not blame. Not silence. Ownership.

About the Author: Jamie Conn, CLCP, is a safety professional with over 20 years of experience working as a lineman for electric cooperatives. He earned a theology degree and is passionate about people, purpose and driving cultural change rooted in real-world experience.

Recorded live from the IP Utility Safety Conference in Glendale, Arizona , this free-flowing conversation features Kate Wade of IP magazine , Billy Martin of Think Tank Project, LLC , and Brant Jeffries of Bierer Meters. The group discusses how conferences and networking change our perspectives , using analogies like Billy’s “fire corn” and Heraclitus’s river. They dive deep into the dangers of “reactiveness” , citing examples from Arizona’s freeway development to local city council decisions. The conversation emphasizes the need to move to “upstream thinking” and use the “space between stimulus and response” to build trust and make more rational, safer decisions.

Key Takeaways

Learning requires discomfort. True growth at conferences comes not from seeking confirmation , but from being stretched and a “little bit uncomfortable”.

Shift your perspective. The group uses the analogy, “You’re not stuck in traffic; you are the traffic” , to illustrate how we are the ones who apply negative emotion (the “suck”) to a situation , which blocks our ability to learn from it.

Beware the “reactive” trap. Humans are programmed to be reactive. The speakers note that we often react to problems—like traffic or accidents—long after they began , rather than using “upstream thinking” to find the root decisions that caused them.

Use the space between stimulus and response. Citing Viktor Frankl , the group stresses the importance of taking time before responding. This space allows our “thinking selves” to override an immediate reaction , de-escalate conflict , and choose a rational response.

Modern media may be programming us for reactivity. The group discusses how modern movies and video games, with their “flash, flash, flash” editing , are rewiring our brains for shorter attention spans and making us more reactive.

iPi Forum – https://ip-institute.com/ipi-forum/

You can read the current magazine at Incident Prevention Magazine.

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In this incredibly moving and vital episode of Incident Prevention’s Utility Safety Podcast, host Kate Wade is joined by Rob Duplain, a project superintendent, and Bill Martin, President of Think Tank LLC. The conversation centers on the critical issue of suicide, particularly within the utility and construction industries, sparked by a powerful LinkedIn post Rob wrote in honor of National Suicide Awareness Month. Rob shares his profound personal story of losing both his best friend and his mother to suicide, opening the door to a candid discussion on navigating grief and leveraging trauma to help others.

Together, they explore practical ways to foster genuine human connection and psychological safety in the workplace. The discussion covers simple but powerful actions like a “buddy check”, the importance of authentic leadership, and how to create an environment where it’s safe for employees to be vulnerable and support one another. This episode is more than a conversation; it’s a model for how to talk about uncomfortable but necessary topics to build stronger, safer, and healthier teams.

Key Takeaways

• The Power of the “Buddy Check”: A simple, consistent text message like “buddy check” can be a powerful tool to let a coworker know you are thinking of them beyond the scope of work. It helps build a foundation of genuine care that makes it easier to notice when someone is struggling.
• Authentic Leadership Builds Trust: True leadership isn’t just about being in charge; it’s about showing up for your people, especially when mistakes happen. By meeting people where they are and creating a safe space to be vulnerable, leaders can build the trust necessary for open communication.
• Proactive Connection Over Reactive Rituals: The industry often shows solidarity after a tragedy, such as with bucket trucks at a funeral, but fails to see the weak signals beforehand. The focus must shift to building foundational, day-to-day relationships to prevent tragedies before they happen, as there’s “no party for the thing that doesn’t happen”.

Proactive Connection Over Reactive Rituals: The industry often shows solidarity after a tragedy, such as with bucket trucks at a funeral, but fails to see the weak signals beforehand. The focus must shift to building foundational, day-to-day relationships to prevent tragedies before they happen, as there’s “no party for the thing that doesn’t happen”.

Question 1: What is a simple, actionable step someone can take to support a colleague’s mental well-being?

• Answer: Rob Duplain suggests sending a quick, simple text that just says “buddy check”. This small, consistent action lets the person know you are thinking of them and opens the door for deeper connection beyond just project updates.

Question 2: Why do traditional classroom-style trainings often fail to engage workers in the utility industry?

• Answer: Bill Martin explains that many field workers are kinesthetic learners who “have to move to think”. When forced to sit in rows, they often disengage, slouch, and cross their arms, whereas on a job site, they naturally gather in circles to communicate and collaborate.

Question 3: What does it mean to be “above the line” vs. “below the line” when handling a problem at work?

• Answer: Drawing from the work of Brené Brown, Bill Martin explains that being “below the line” means reacting to a problem by becoming a villain, victim, or hero. To be “above the line,” one must act as a creator, challenger, or coach, focusing on learning from the outcome and moving forward constructively.

iPi Forum – https://ip-institute.com/ipi-forum/

You can read the current magazine at Incident Prevention Magazine.

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#MentalHealthInConstruction #SuicidePrevention #UtilitySafety #WorkplaceWellness #AuthenticLeadership #BuddyCheck

In this powerful episode of Incident Prevention’s Utility Safety Podcast, host Kate Wade sits down with Tom Murphy, the founder and CEO of Sweethearts and Heroes. Tom shares the deeply personal journey that led him from the railroad industry and professional mixed martial arts to creating a vital organization focused on “upstream prevention” for mental health. He sheds light on the alarming suicide crisis within the utility sector, where linemen are taking their own lives at a rate of 67.8 per 100,000—more than five times the rate of workplace fatalities. Tom explains the intentional meaning behind his organization’s name, the science of building community, and how their unique “Fifth Wire” program uses an ancient practice called “circle” to forge life-saving connections among workers. Tune in to learn how we can combat hopelessness and prevent “voltage drop” in our own lives and organizations.

Key Takeaways

• Upstream Prevention is Key: The world often focuses on intervention after a crisis has already occurred, but the real work lies in “upstream prevention”—giving people the tools and community support they need before they reach a breaking point.
• The Alarming Suicide Rate Among Linemen: The suicide rate for electrical linemen is a staggering 67.8 per 100,000, significantly higher than the general population (12-14 per 100,000) and even the Marine Corps (34.9 per 100,000).
• The Meaning of “Sweethearts and Heroes”: The name is intentional. In the 16th century, the word “bully” originally meant “sweetheart“—an endearing term for someone who pushes you to be better and gives you hope. “Heroes” are those who choose to jump into action to help others.
• The Power of Circle: Beyond high-impact presentations, the core of the programming is “circle,” a 400,000-year-old practice where individuals sit together to commune and build deep, neurological connections. This helps create healthy, adaptive social norms within a peer group.
• Preventing “Voltage Drop”: Tom uses the electrical concept of “voltage drop” as a metaphor for losing the momentum gained from an inspiring event due to life’s resistance. Sweethearts and Heroes implements follow-up systems, like circle, to keep the “voltage” high and ensure the message sticks.

Questions and Answers

Q1: What is the “Fifth Wire” program? A1: “The Fifth Wire” is the name of the program Sweethearts and Heroes developed specifically for the electrical industry. It builds on the organization’s core principles of upstream prevention and creating strong peer networks to combat the high suicide rate among linemen and other utility workers.

Q2: Why does Tom Murphy say suicide is a male issue? A2: While suicide is a human issue, Tom points out that men are statistically more affected. Young men are five times more likely to die by suicide than young women. He theorizes this is partly because men are evolutionarily driven to seek agency (power and resources), whereas women are more driven to seek communion (social bonds). Modern society has often removed the traditional outlets for men to build agency, contributing to a sense of purposelessness and hopelessness.

Q3: How does Sweethearts and Heroes ensure their message has a lasting impact after they leave? A3: They are only interested in working with organizations that want to fix the system, not just host a one-time awareness speech. To prevent “voltage drop,” they implement spaced, repetitive practices like circle sessions over several months. They also offer a “train the trainer” model, including master classes, to teach people within the organization how to facilitate circles themselves and maintain momentum long-term.

Vist https://www.sweetheartsandheroes.com/

#UtilitySafety #MentalHealth #LinemanLife #SuicidePrevention #SweetheartsAndHeroes #UpstreamPrevention

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You can read the current magazine at Incident Prevention Magazine.

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Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The MADI 12″ Adjustable Lineman Big Wrench is engineered to give linemen unmatched speed, strength and versatility on the job. Designed for transmission and distribution work, this wrench features a jaw with up to 25% more width and depth, handling a transmission nut up to 1.5 inches with ease. It offers up to 50% faster opening and closing because of the 20% larger adjustment screw, making it the most glove-friendly adjustable wrench on the market. The integrated 12-point sockets (3/4 inch and 9/16 inch) add convenience and eliminate the need to switch tools for common hex sizes. Precision jaw grips deliver maximum nut-gripping torque, while the I-beam handle design provides superior strength and comfort. The black phosphate handle ensures a secure, slip-resistant grip, and laser-etched markings make measurements quick and accurate. Weighing just 2.1 pounds and measuring 12 inches long, the Adjustable Lineman Big Wrench packs powerful performance into a compact, lineman-focused design built for the toughest conditions. www.madilinemantools.com

In this episode, Danny Raines, CUSP, joins the show to discuss the critical transition from being a crew member to a leader in the utility industry. Drawing from his extensive career—from journeyman lineman to safety consultant—Danny explores the challenges of supervision, such as navigating generational differences and the importance of communication skills. The conversation delves into the “glass house” effect, highlighting how a leader’s actions on and off the job, including on social media, influence safety culture. Danny also breaks down different leadership styles, advocating for servant leadership as the most effective approach for modern crews.

Buy Danny’s Book – https://www.amazon.com/Legends-Ole-Lineman-learning-Journeyman-ebook/dp/B0FXN6G7V8/ref

Key Takeaways:

• The Difficulty of Transition: Moving from a “doer” to a leader is a long road because it is often easier to do the job yourself than to get others to do it according to expectations.
• The “Glass House” Effect: Leaders must realize they are always being watched by their crew and peers. This extends to social media, where liking or interacting with unsafe content can undermine a leader’s credibility and influence new apprentices negatively.
• Servant Leadership: The most successful leadership style is “servant leadership,” defined by Danny as never asking a crew member to do something the leader hasn’t done or isn’t willing to help with.
• Admitting Knowledge Gaps: Leaders should never “blow smoke” or pretend to know everything. If a leader doesn’t know the answer, they should admit it, pause the work, and find the correct information to maintain trust.
• Generational Awareness: Effective leadership requires understanding generational differences (e.g., Baby Boomers vs. Millennials) and adapting communication styles to different personality profiles.
• Succession Planning: A vital first step for any new supervisor is to identify and mentor the person who will eventually replace them.

Questions & Answers

1. What inspired Danny Raines to write his recent article on leadership? Danny was inspired by reflecting on his own career progression from a crew member to various leadership roles, as well as a book written by his pastor titled Yes, I Can, which resonated with his experiences of rising to new challenges.

2. How does Danny define the “Glass House” concept in leadership? The “Glass House” means that a leader is constantly under observation. Everything they do, whether on the job site or on social media, is seen by others, and mistakes or endorsements of unsafe behavior (even online) can negatively influence the workforce.

3. What are the four main leadership styles discussed in the podcast? Danny identifies four primary styles: Autocratic (authority-based), Democratic (voting/consensus-based), Bureaucratic (rule-governed), and Servant Leadership (leading by example and support).

4. Why is “Servant Leadership” preferred over the “Autocratic” style in today’s workforce? While autocratic leadership (“my way or the highway”) was common in the past, it creates friction, especially with younger generations. Servant leadership fosters better buy-in because the leader reasons with the crew, explains the “why,” and proves they are willing to do the work themselves.

5. What should a leader do if they encounter a situation they don’t understand? They should immediately stop and admit they aren’t sure, rather than acting like they know. Danny advises saying, “I’m not real sure about this, but let me check and I’ll get right back with you,” to avoid breaking trust or causing safety issues.

6. What is Danny’s “one piece of advice” for new leaders? His advice is “Don’t rush it.” Leadership takes time and experience to build. He urges new leaders to be humble, learn as they go, and seek advice rather than expecting to know everything immediately.

#UtilitySafety #LeadershipDevelopment #LinemanLife #ServantLeadership #SafetyCulture #CUSP

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As the grid transitions to green energy, battery energy storage systems (BESS) are popping up everywhere—from utility substations to residential neighborhoods. But what happens when lithium-ion technology fails? In this episode of The Voice of Experience, host Danny Raines and Fire Test Specialist Josh Dinaburg from the CSA Group dive deep into the reality of battery fire safety.

Josh brings nearly 20 years of lab experience to explain why the “let it burn” strategy is often the safest choice for first responders and the environment. We dispel common myths about toxic runoff, explore how AI is revolutionizing failure detection, and discuss the rigorous testing standards keeping our communities safe. If you work in utilities, safety operations, or fire protection, this is the essential guide to understanding the risks and remedies of modern energy storage.

Learn More: https://www.csagroup.org/

Contact Josh: josh.dinaburg@csagroup.org

Danny Raines, CUSP Book – Legendas of an Ole’ Lineman: Order Here

Key Takeaways

• The “Let It Burn” Strategy is Intentional: Contrary to public perception, the safest tactic for large-scale battery fires is often isolation rather than active suppression. Attempting to extinguish the fire can leave “stranded energy” in damaged cells, creating a “ticking time bomb” for secondary events, whereas letting it consume itself renders the waste safer for disposal.
• Manufacturing Quality is Improving Rapidly: While cell counts in storage facilities are increasing, the failure rate has dropped significantly—now estimated in the “one out of millions” range rather than hundreds.
• Environmental Impact is Manageable: Extensive testing indicates that water and air quality impacts from these fires are generally comparable to standard structure fires. Runoff has not been demonstrated to cause immediate “forever chemical” threats to groundwater, provided the site is managed correctly.
• AI is the Future of Prevention: The industry is moving toward advanced Battery Management Systems (BMS) that use AI to analyze temperature and voltage trends, allowing operators to identify and isolate failing cells months before a thermal runaway event occurs.
• Firefighter Safety is Paramount: The primary risk to first responders is not just the fire, but the potential for explosion and high-voltage hazards. The current standard emphasizes life safety and evacuation over asset protection.

Q&A: Addressing Common Concerns

1. What is the biggest myth about battery storage fires?

Answer: The biggest myth is that if fire departments aren’t spraying water, they don’t know what they are doing. In reality, standing back and monitoring is a calculated containment strategy. Active firefighting can waste water and endanger responders without effectively stopping the thermal runaway, so isolation is often the professional standard.

2. Does a battery fire pose a unique toxic threat to the local community?

Answer: While lithium-ion electrolytes contain fluorinated compounds, the combustion products are remarkably similar to a typical house fire involving polyurethane furniture or cleaning chemicals under a sink. The smoke should be avoided like any other fire, but it does not generally require unique HazMat protocols beyond standard breathing protection and evacuation.

3. Can technology stop a fire once it starts?

Answer: Once thermal runaway begins in a specific cell, the chemical and electrical energy makes it nearly impossible to stop that specific event. However, engineering controls—such as insulation barriers and novel injection systems—are designed to prevent that single-cell failure from propagating to the rest of the battery bank, turning a potential catastrophe into a minor, contained incident.

#BatteryStorage #FireSafety #RenewableEnergy #UtilitySafety #LithiumIon #CSAGroup

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It’s not just downed lines and high voltage you need to watch out for during storm restoration. In the mud and floodwaters lies a hidden, deadly threat: flesh-eating bacteria. In this critical episode, we’re talking about Necrotizing Fasciitis, a rare but devastating infection that can start from a tiny cut or scrape exposed to contaminated water. We break down what every line worker and utility professional needs to know—how to identify the risks on a storm-ravaged site, the crucial first-aid steps that can save your life, and the early warning signs you can’t afford to ignore. Don’t let a small nick turn into a career-ending injury. This is a must-listen for anyone working in the aftermath of a hurricane, flood, or major storm.

Key Takeaways

• The Threat is Real: Necrotizing Fasciitis is caused by bacteria (like Group A Strep or Vibrio vulnificus) found in contaminated water, mud, and debris common after storms. It enters the body through any break in the skin, including minor cuts, scrapes, or even insect bites.
• Prevention is Proactive Wound Care: Standard PPE is your first defense, but it’s not foolproof. The most critical step is to immediately and thoroughly clean any wound—no matter how small—with soap and clean water. Follow up with an antiseptic and a waterproof bandage.
• Know the Early Warning Signs: The infection progresses with terrifying speed. Watch for pain that is far more severe than the injury looks, rapidly spreading redness or swelling, fever, chills, and flu-like symptoms. Do not “wait and see.”
• Time is Tissue: If you suspect an infection, seek immediate medical attention. Go to an emergency room and explicitly state your concern about a severe skin infection from exposure to storm water. Early and aggressive treatment is the key to survival and recovery.

Q&A Session

1. I’m always covered in PPE. Isn’t that enough protection?

While waterproof gear and gloves are essential, they can be punctured or torn. Bacteria can also enter the body if you touch a contaminated surface and then inadvertently touch a small, existing cut. The real defense is vigilant personal hygiene and immediate wound care. Think of your first-aid kit as being just as important as your climbing gear.

2. How can I tell the difference between a regular infection and flesh-eating bacteria?

The two key indicators are pain and speed. A typical localized infection might be sore, red, and develop over a few days. Necrotizing Fasciitis is characterized by excruciating pain that seems completely out of proportion to the minor wound. The redness and swelling will also spread incredibly fast, sometimes visibly changing within a single hour. If the pain is the worst you’ve ever felt, it’s a major red flag.

3. What if I get a cut but I’m in the middle of a 16-hour shift?

Don’t tough it out. Stop what you’re doing immediately. At a minimum, douse the wound with clean water from your water bottle and apply antiseptic from your personal or truck first-aid kit. Cover it securely. As soon as you are able, clean it more thoroughly with soap and water. Report the injury to your supervisor, no matter how minor, so there’s a record. This ensures you’re covered and encourages a culture of safety.

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You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvzc

#LineWorkerSafety #StormRestoration #UtilityWorker #NecrotizingFasciitis #Lineman #SafetyFirst #LineLife #WorkplaceSafety #CUSP #FleshEatingBacteria

In this powerful episode of the Utility Safety Podcast: Voice of Experience, veteran lineman and safety consultant Danny Raines, CUSP, shares hard-earned lessons from decades of storm response—from Hurricane Katrina to ice storms in Georgia. With hurricane season in full swing, Danny offers real-world guidance on preparing for storm duty, understanding system hazards, and staying mentally and physically resilient in the face of chaos. Whether you’re a new lineworker heading out on your first storm or a seasoned pro, this episode delivers critical insights to keep you safe, sharp, and storm-ready.

Key Takeaways:

1. Preparation is Everything: Danny emphasizes the importance of personal checklists, including meds, hygiene, and weather-appropriate gear.

2. Test and Verify: Don’t assume equipment is de-energized—especially with the increase in generators, solar, and battery backups.

3. Mental & Physical Fatigue is Real: After 14–18 days, exhaustion sets in, increasing the chance of errors. Know your limits.

4. Find a Mentor: For new linemen, a trusted mentor can be a lifeline during complex storm work.

5. Storm Hazards Go Beyond Electricity: Environmental dangers like snakes, alligators, and aggressive customers add to the challenge.

3 Questions & Answers:

Q1: What’s one of the most overlooked parts of storm prep?

A: Personal medications. Many new crew members forget that pharmacies may be closed or destroyed post-storm, making it impossible to refill critical prescriptions.

Q2: Why is it so important to “test and verify”?

A: With so many modern power sources—from Honda generators to solar panels and battery storage—assumptions can be fatal. Always check for voltage, even on lines you think are isolated.

Q3: How long can a lineworker realistically stay sharp on storm duty?

A: According to Danny, the magic number is around 14–18 days. After that, physical fatigue and mental exhaustion dramatically increase the risk of mistakes and injuries.

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvzc

#UtilitySafety #StormResponse #LinemanLife #HurricanePrep #ElectricalSafety #DannyRaines #CUSP #Lineworkers #StormWork

In this episode of Voice of Experience, Danny Raines, CUSP discusses the critical importance of mental awareness and focus in utility work. Using real-life accident investigations, he explores why experienced professionals sometimes repeat dangerous mistakes and how a “checkup from the neck up” can prevent incidents. From miscommunication in substations to lack of hazard recognition, this episode is packed with insights to improve safety culture and accountability in the field.

Key Takeaways:

• The Importance of Mental Awareness: How small lapses in judgment can lead to catastrophic accidents.
• The Role of Dedicated Observers: Why having a second set of eyes can prevent mistakes.
• Lessons from Incident Investigations: Real-world case studies of preventable accidents.
• Following Procedures & Training: Why workers revert to unsafe practices despite training.
• Taking Accountability: Leadership’s role in enforcing safety and stopping unsafe work.

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvz

#UtilitySafety #LinemanLife #WorkplaceSafety #IncidentPrevention #ElectricalSafety #SafetyCulture

Join Danny Raines, CUSP, as he shares critical lessons learned from the field in this episode of The Voice of Experience. Danny dives into real-world incidents, including a tragic fatality and a near-miss, emphasizing the importance of testing and verifying in the utility safety industry. With decades of experience, Danny provides actionable insights to prevent accidents, improve safety protocols, and foster a culture of vigilance among utility professionals.

Key Takeaways:

1.Testing and Verifying Saves Lives: Never assume safety; always verify conditions to prevent catastrophic incidents.

2.Human Error Is Inevitable: Acknowledge that mistakes happen and take proactive steps to minimize risks.

3.The Power of Speaking Up: Encourage crews to challenge unsafe practices and prioritize safety over production.

4.Importance of Job Briefings: Thorough planning and hazard identification are critical to mitigating risks on-site.

4 Questions to learn from this podcast with Answers:

Q1: What is the primary cause of unsafe practices in the field?

A1: Assumptions and rushing to complete tasks often lead to neglecting crucial safety checks, like testing and verifying.

Q2: Why is “speaking up” vital in utility safety?

A2: It prevents potential accidents by addressing hazards early. Crew members should challenge unsafe practices without fear of backlash.

Q3: How can utility workers improve safety culture?

A3: By consistently practicing thorough job briefings, hazard identification, and compliance with safety regulations.

Q4: What role does leadership play in utility safety?

A4: Leaders must ensure oversight, provide proper training, and foster a culture where safety is prioritized over production.

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvzc

#UtilitySafety #WorkSafe #CUSP #LinemanSafety #IncidentPrevention #SafetyLeadership

In this episode, safety consultant Danny Raines, CUSP, reflects on critical issues facing the utility industry, including safety practices, training gaps, and the persistent challenges of electrical fatalities. Danny delves into the importance of adhering to safety protocols, fostering a culture of accountability, and embracing innovation in personal protective equipment (PPE). Through stories from his career, Danny emphasizes the life-saving significance of vigilance and teamwork in high-risk environments.

Key Takeaways:

1.Window vs. Mirror Perspective: Evaluate whether you are self-reflective (mirror) or outward-focused (window) in safety practices.

2.“Learn-It-All” Mindset: Embrace a continuous learning approach over the “know-it-all” attitude.

3.The Numbers Don’t Lie: Despite advancements in PPE and training, electrical fatalities remain stagnant, demanding deeper industry introspection.

4.Accountability Saves Lives: The role of dedicated observers and adherence to safety protocols cannot be overstated.

5.A Culture of Safety: Building relationships and fostering open communication among crews enhance workplace safety.

6.Personal Responsibility: Safety isn’t just about individual choices—it impacts families and communities.

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvz

#UtilitySafety #ElectricalSafety #PPEInnovation #LinemanLife #SafetyCulture #DannyRaines

In this episode of The Voice of Experience, Danny Raines, CUSP, shares his invaluable insights from decades of storm work as a lineman and utility safety expert. From the devastation of Hurricane Katrina to modern-day storm recovery challenges, Danny takes us through the physical and mental toll of responding to natural disasters. He explains the dangers of backfeeds, the rise of alternative energy sources, and the importance of verifying safety before restoring power. Learn from his firsthand stories, safety lessons, and how the landscape of utility work has evolved over the years. Whether you’re in the utility industry or just curious about storm response, this episode offers a wealth of knowledge from one of the most respected professionals in the field.

Key Takeaways:

1. The dangers of storm work: Power restoration involves more than meets the eye, especially with evolving technology like solar panels and generators creating backfeed hazards.
2. Mental and physical challenges: Long hours, dangerous conditions, and the emotional impact of storm recovery can lead to severe fatigue and stress.
3. Importance of testing and verifying: Danny stresses the importance of safety procedures, especially when dealing with energized systems after a storm.
4. Stories from the field: Real-life experiences from Hurricane Katrina and other storms demonstrate the unpredictable nature of storm recovery.
5. Utility evolution: Changes in technology, regulations, and community expectations are reshaping the utility industry’s response to natural disasters.

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com

Purchase Danny’s Book on Amazon – https://a.co/d/556LDvz

#UtilitySafety #StormWork #HurricaneKatrina #LinemanLife #BackfeedDangers #MentalHealthMatters #TestAndVerify #PowerRestoration #StormRecovery #AlternativeEnergy #UtilityIndustry #SafetyFirst #DannyRaines #CUSP #ElectricGrid #DisasterResponse

Challenging the Status Quo: Rethinking Safety in the Utility Industry

Is safety truly the utility industry’s first priority? And is it even a real thing, or just a byproduct of something deeper? In this thought-provoking episode of Influencing Safety, Bill Martin, President and CEO of Think Tank Project LLC, joins host Kate Wade to challenge traditional views on safety. They explore the critical role of teamwork, communication, and human connection in fostering a truly safe work environment. Bill shares insights on the psychological factors that influence workplace culture, the hidden impact of mental health, and how shifting our focus from compliance to competency could change the game.

Key Takeaways:

✅ Safety isn’t just about compliance—it’s a byproduct of strong teamwork and communication.
✅ A psychologically safe work environment fosters better decision-making and fewer incidents.
✅ The traditional “safety first” mindset might be limiting our ability to create real change.
✅ Human connection and mental health are critical factors in workplace safety.
✅ Small changes, like pre-job huddles and open conversations, can have a major impact.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

#WorkplaceSafety #UtilityIndustry #SafetyCulture #PsychologicalSafety #TeamworkMatters #LeadershipDevelopment #IncidentPrevention #CommunicationIsKey #CUSP #IncidentPrevention

In this episode of Utility Safety in Depth, host Kate Wade sits down with John “Scotty” MacNeill and Rena Harrington to explore the mission of the United Support & Memorial for Workplace Fatalities (USMWF). They discuss the critical role USMWF plays in supporting families affected by workplace fatalities, advocating for stronger safety regulations, and raising awareness in the utility industry. With personal stories, industry insights, and a call to action, this conversation highlights the human impact of workplace safety failures and the importance of proactive prevention.

Key Takeaways:

✔️ The Mission of USMWF: How the organization supports families affected by workplace fatalities.

✔️ Bridging the Safety Gap: Why family members must be involved in post-incident investigations.

✔️ The Power of Storytelling: How sharing personal loss creates real change in workplace safety.

✔️ Advocacy & Legislation: Efforts to improve safety laws at the state and federal levels.

✔️ What Utility Companies Can Do: How organizations can collaborate with USMWF to make a difference.

USMWF’s MISSION

Offers support, guidance and resources to those affected by work-related injuries, illnesses or diseases. Dedicated to sharing lessons learned that leads a movement of change in promoting actions for safe and healthy working conditions. Through the collective voice of families of fallen workers and other activists, we strive for the elimination and controls of workplace hazards– therefore preventing future tragedies.

​

USMWF’s VISION STATEMENT

USMWF is an organized community of dedicated family member victims, a nationally recognized non-profit leader driving the transformation of the work environment to safe and healthy conditions for all employers and employees – both today and tomorrow.

Read the article in iP Magazine – Read Here

Visit https://www.usmwf.org/ to support The United Support & Memorial for Workplace Fatalities.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

#UtilitySafety #WorkplaceSafety #IncidentPrevention #LinemanLife #SafetyAdvocacy #StaySafe #USMWF

In this episode of the Incident Prevention Utility Safety Podcast, Kate Wade interviews Dr. Kevin Rindal, DC, chiropractor, human performance expert, and co-founder of Vimocity. Drawing from his extensive experience with the U.S. Olympic Swim Team and industrial athletes, Dr. Rindal shares insights on preventing soft tissue injuries, implementing dynamic warmup programs, and securing organizational buy-in for holistic well-being strategies. Learn how utilities can leverage sports medicine principles to enhance safety, reduce costs, and improve workers’ quality of life.

Key Takeaways

1. Industrial Athletes and Soft Tissue Injuries: How utility workers face similar physical demands to athletes and the role of dynamic preparation in reducing injury rates.
2. Proactive vs. Reactive Approaches: The importance of addressing leading indicators like pain to prevent more significant injuries or reliance on opioids and other pain mitigations.
3. Integration with Daily Routines: Methods to seamlessly incorporate warmups, muscle maintenance, and recovery into existing workflows, making it scalable for smaller organizations.
4. Leveraging Technology and Gamification: How apps, micro learning, and team challenges foster engagement and create sustainable safety habits.
5. Leadership and Culture: The critical role of leadership buy-in at all levels in making safety and well-being programs successful.

Connect with Kevin:

• LinkedIn – https://www.linkedin.com/in/kevinrindal/
• Email – kevin@vimocity.com

Resource Links:

• Short form job-task specific training video | LINK
• Dynamic/ Full-body movement routine (5 min or less) | LINK
• Avoid Slips, Trips and Falls video | LINK

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

#UtilitySafety #IndustrialAthletes #InjuryPrevention #Vimocity #WorkplaceWellbeing #DynamicWarmups

In this episode of Utility Safety In Depth, we delve into the fascinating concept of the 100th monkey effect and its implications for safety in the utility industry. Join us as we discuss how collective consciousness and human connection can drive significant improvements in safety culture and outcomes. We’ll explore practical strategies to foster a more caring and supportive work environment, emphasizing the importance of communication, empathy, and mutual respect. Discover how embracing the power of human connection can lead to a safer and more resilient workforce.

Key Takeaways:

• The 100th Monkey Effect: How collective consciousness can influence individual behavior.
• The importance of human connection in safety culture.
• Practical strategies to foster a more caring and supportive work environment.
• The power of communication, empathy, and mutual respect.
• The role of leadership in creating a positive safety culture.

#utilitiesafety #safetyculture #humanconnection #100thmonkeyeffect #workplacewellbeing #safetyleadership #utilityindustry

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

Are you tired of hearing the same safety jargon without seeing real change? Join Bill Martin, President and CEO of think Tank Project, LLC, and Kate Wade, Editor of Incident Prevention magazine, as they dive deep into the root causes of workplace injuries and fatalities. Discover how to move beyond motivation and empty slogans to create a truly safe and connected work environment.

Key Takeaways from this podcast:

• Importance of Synchronization: The way forward in safety management involves creating a synchronized workforce where everyone is connected on a deeper level. Synchronization allows for better communication and understanding, reducing the chances of injuries and accidents.
• Action Over Motivation: Motivational speeches and slogans alone are insufficient to bring about real change in workplace safety. There needs to be actionable steps that translate motivation into tangible improvements on the ground.
• Understanding Human Behavior: The podcast emphasizes that much of human behavior is automatic, driven by the brain’s need to conserve energy. Safety programs should account for this by focusing on changing automatic behaviors rather than expecting constant vigilance.
• The Role of Leadership: Effective leadership is about asking the right questions and involving workers in safety decisions. Leaders should model the behavior they want to see and create environments that encourage participation and ownership of safety practices.
• Continuous Learning and Experimentation: The podcast suggests that safety improvements should be approached as ongoing experiments, where teams try out new ideas, evaluate their effectiveness, and adjust accordingly.
• Dealing with Resistance: Resistance to change is natural, especially in large organizations with many layers. The podcast highlights the importance of addressing this resistance by aligning everyone around common goals and encouraging openness to new ideas.
• Mental and Emotional Health: Addressing mental health issues, such as addiction and depression, is crucial for creating a safe work environment. A connected and supportive team can help identify and mitigate these risks.
• Practical Applications: The podcast concludes with a call to action—what small, tangible change can be implemented on Monday to make the workplace safer? It’s about translating ideas into real-world actions that have a measurable impact.

#safetyculture #workplaceinjury #safetymanagement #safetyleadership #industrialaccidents #safetytraining #safetytips #safetypodcast #accidentprevention #riskmanagement

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/

Welcome to Incident Prevention’s Utility Safety Podcast, hosted by Kate Wade, editor of Incident Prevention magazine. In this episode, Kate sits down with Scott Francis, the technical sales manager for Westex, a Milliken brand renowned for pioneering protective textiles since 1941. Scott brings decades of experience in the safety industry, especially in the flame-resistant and arc-rated clothing markets.

During this insightful discussion, Scott shares his expertise on the latest advancements in flame-resistant and arc-rated apparel, the importance of live demonstrations, and how Westex is leading the way in educating safety professionals. He also touches on the challenges of balancing cost and safety standards, and the critical role of comfort in ensuring protective clothing is worn consistently.

Whether you’re a safety manager looking to enhance your PPE program or simply interested in the latest trends in utility safety apparel, this episode is packed with valuable information.

Key Takeaways:

1. Impact of Live Demonstrations: Live flash fire and arc flash events leave a lasting impression, helping safety professionals understand the severity of thermal hazards.
2. Survivor Stories: Hearing from thermal exposure survivors like Brad Livingston emphasizes the real-life consequences of not wearing proper PPE.
3. Education and Training: Westex offers extensive educational resources, including webinars, regional safety conferences, and online materials to keep safety managers informed.
4. Balancing Cost and Safety: The competitive landscape in flame-resistant fabric manufacturing drives innovation and helps maintain affordable prices without compromising safety.
5. Comfort Equals Protection: Comfortable PPE is more likely to be worn consistently, directly impacting worker safety.

#UtilitySafety #FlameResistantClothing #ArcRatedApparel #PPE #WorkplaceSafety #SafetyPodcast #IncidentPrevention

You can read the current magazine at Incident Prevention Magazine.

Subscribe to Incident Prevention Magazine – https://incident-prevention.com/subscribe-now/

Register for the iP Utility Safety Conference & Expo – https://utilitysafetyconference.com/