In this episode of the iP Utility Safety Podcast, we take a deep dive into a common yet challenging workplace issue: bad attitudes. But instead of just discussing the problem, we explore proven leadership strategies to transform negativity into productivity. Drawing insights from an Incident Prevention magazine article, we uncover how effective leadership, empowerment, and strategic communication can shift workplace culture. Whether you’re in the utility industry or any team environment, these takeaways will help you lead with confidence and create a positive, high-performing team.

Read the article: https://incident-prevention.com/blog/bad-attitudes-and-how-to-handle-them/

Key Takeaways

✔ The Power of Leadership – How leaders set the tone and influence team dynamics.

✔ Circle of Control – Focusing on what you can change rather than dwelling on negativity.

✔ Turning Negativity Into Responsibility – Giving difficult employees more responsibility as a way to engage them.

✔ The Role of Positive Reinforcement – Why recognizing efforts and creating trust can transform even the toughest employees.

✔ Empowering Leadership – Strategies to inspire, rather than control, your team.

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#LeadershipDevelopment #UtilitySafety #WorkplaceCulture #SafetyLeadership #TeamSuccess #IncidentPrevention #BadAttitudes

Given the arc flash hazards and other risks that exist in electric utility work environments, an employer’s commitment to employee safety must never falter. It is essential for workers to wear personal protective equipment in these environments; in particular, prior to exposure, workers must don flame-resistant (FR) or arc-rated (AR) garments that meet or exceed assessed incident energy levels.

And while single-layer FR/AR garments are common in the utility industry, it’s important to recognize that they can fall short in areas such as weight, heat retention and comfort. Additionally, although the standard arc rating of 8 cal/cm² is frequently deemed sufficient, employers should be aware that it could leave workers vulnerable in certain hazardous scenarios.

With all that said, don’t forget that there’s an effective FR/AR clothing strategy that is sometimes overlooked: a layered approach to user protection that includes FR/AR undergarments, a critical component of the clothing system. Employers that use this approach can significantly enhance the safety, comfort and compliance of their workforce in hazardous environments.

The Importance of Protective Undergarments
Undergarments receive little attention in many FR/AR clothing programs despite their essential role in worker protection. Requiring workers to wear undergarments comprised of 100% cotton or natural fibers is a good step forward – but it still leaves room for error. A more robust solution for employers is to provide employees with FR/AR base layers, which offer greater protection.

FR/AR base layers act as a safety net in the event of an arc flash, preventing burns and avoiding combustion even when outer shirts are untucked. The use of this approach aligns with OSHA and NFPA guidelines, which emphasize the necessity of avoiding meltable fibers.

Three Key Benefits
A layered FR/AR clothing system offers a versatile, effective solution to the shortcomings of single-layer garments. By combining lightweight FR/AR garments, employers can achieve desired arc ratings without compromising employee comfort or mobility.

Specifically, layering provides these three key benefits:

1. Enhanced protection. The individual arc ratings of each layer of clothing, when added together, offer a better defense against break-open and ignition scenarios than a single layer.
2. Moisture management. Layered FR/AR garments improve sweat evaporation and overall comfort for the user, especially in extreme conditions.
3. Temperature regulation. Layering allows workers to adapt their clothing to changing weather conditions so that they can stay warm in cold temperatures and cooler in the heat.

Readers should take note that industry standards – including OSHA regulations and NFPA 70E – stress the employer’s responsibility to provide appropriate FR/AR clothing to workers who face exposure hazards. ASTM F1506 recognizes layering as an effective method for optimizing arc-flash protection, underscoring the importance of proper garment selection.

Layered System Components
A layered FR/AR clothing system that is well-designed typically includes two types of garments: base layers and outer layers. Base layers are those FR/AR undergarments that provide an initial layer of protection while also helping to ensure comfort. Outer layers – such as FR/AR shirts, trousers and coveralls – act as the primary defense against arc flash incidents.

Employers should be mindful that workers must wear appropriately rated FR/AR high-visibility garments in low-light environments where arc flash hazards are present. However, additional arc ratings from high-visibility vests should not be factored into the total arc rating of the clothing system.

Training and Best Practices
Good training is a cornerstone of any successful PPE program. OSHA requires employers to ensure that their workers understand when PPE is necessary, how to wear and use it correctly, and what its limitations are. Specifically, employers must ensure their workers are trained to:

• Wear all FR/AR layers properly, which includes zipping jackets and tucking in shirts.
• Always wear appropriately rated FR/AR outer layers where arc flash hazards exist.
• Avoid wearing non-FR/AR outerwear over FR/AR garments.

Employers and employees should be aware that regular care and maintenance of FR/AR garments is vital to preserving their protective properties.

Conclusion
Because workers in the electric utility industry face the persistent threat of arc flashes, employers must consider investing in a layered FR/AR clothing system for their crews that prioritizes the use of FR/AR undergarments. This is more than just a strategy; in some settings, it’s a necessity. When a layered clothing system is effectively implemented, workers gain enhanced protection to safely and comfortably perform their tasks – even in the most challenging environments.

About the Author: Derek Sang, CSHEP, QSSP, is the senior technical training manager for Bulwark Protection. He has served the FR/AR clothing industry for more than 25 years. Reach him at derek.sang@bulwark.com.

Let’s kick off this new series by considering a simple question: Why do we need safety?

Here’s my answer: Safety is a must because hazards and threats exist in our work environments that could cause harm to both our employees and our organizations.

Any initiative designed to protect workers from danger falls under the umbrella of safety. If we were to use minimum approach distances as an analogy, safety is the air gap that insulates an organization. When severe injuries and fatalities occur in our industry, weak safety initiatives – that is, initiatives that do not provide the insulating value needed to appropriately address an organization’s hazards and threats – are often the culprit.

Too many organizations invest their resources in “busy” initiatives that end up adding little value to their safety culture rather than taking a planned approach to determine and implement those activities that will insulate and protect them and their employees. It’s important for leaders to understand that simply increasing an organization’s number of safety initiatives doesn’t necessarily correlate to greater hazard protection for workers. Those safety initiatives must align with the organization’s needs based on the known hazards and threats faced by its employees.

The Approach
Safety is a critical component of all aspects of work in the electric utility industry. As such, it’s imperative to view it – and to work to develop and implement it – as a purposely designed system that aligns with organizational goals and can be integrated into the organization’s operating procedures.

That’s why I developed this series of six articles: to provide electric utility industry professionals with focused discussions about the various facets of using a system approach to determine an organization’s safety initiatives.

The reality is that protection from job-site hazards can be consistently achieved only through a purposely designed approach that allows for continuous improvement. To use a power-line analogy, think of the system approach as a loop feed. Loop feeds are adaptable; one can easily be isolated and fixed so power can continue to flow. Meanwhile, a radial feed loses all connectivity. A well-planned system approach – often referred to as a safety management system, or SMS – will be flexible, allow for improvement and enable continuous employee engagement. A safety program with no plan in place, however, offers no real direction, must often be redesigned and typically has lower levels of employee engagement.

The Plan
An organization that operates without a well-developed safety plan is much like a line crew that shows up to a job site with no staking sheet, materials, equipment or time to complete the job – and then their supervisor asks why the job isn’t getting done. Some companies believe that providing training, complying with regulatory standards and engaging in the latest safety fads will keep their employees safe. But the value of an organization’s safety initiatives is directly connected to their plan for success. A plan must outline these initiatives, including how they will be created, managed, monitored, coordinated, executed, assessed and consistently improved. Furthermore, all employees must be involved in the plan to help ensure they stay engaged with it.

Standards Can Help
Industry organizations use national and global standards to aid them in successfully building power systems. Standards can also be used to help build safety systems. You can refer to these two standards to assist your organization in building a comprehensive SMS plan:

• ANSI/ASSP Z10-2019, “Occupational Health and Safety Management Systems.”
  • ASSP GM-Z10.100 provides requirement-by-requirement suggestions to implement and maintain an occupational health and safety management system.
  • ASSP GM-Z10.101 is a Z10 quick-start guide for small- to medium-sized organizations. It is offered as a free download.
• ISO 45001, “Occupational Health and Safety Management Systems.”

OSHA also offers excellent recommendations for implementing safety and health programs. These resources are available at www.osha.gov/safety-management.

Future Articles
The remaining articles in this series will describe how to successfully connect and align SMS components and initiatives throughout an organization. In particular, the following topics will be addressed:

• Leadership and employee involvement.
• SMS planning.
• Human performance.
• Implementation and operation.
• Evaluation and effective action.

Summary
To effectively protect workers, utility organizations must develop safety initiatives using a planned process that is based on their assessed hazards and threats. Industry standards can assist in creating and implementing a plan that provides ample opportunity for employee engagement, opening the door for greater organizational safety success.

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 20-plus 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.

In a recent survey we conducted, 97% of safety professionals who responded confirmed that gaining senior leader buy-in for their safety programs was either very important or extremely important to them.

This research project was a joint effort between the National Electrical Contractors Association, HR Resources of the Carolinas LLC and Habit Mastery Consulting, with the purpose of discovering the secrets to gaining greater senior leadership support for safety initiatives. Our research included surveying 128 safety professionals and conducting in-depth interviews with 15 deeply experienced safety professionals.

We revealed our research results at the October 2024 iP Utility Safety Conference & Expo in Allen, Texas, sharing with attendees what our data indicates are the eight practical stops on a safety professional’s roadmap to securing full senior leadership support for their next safety initiative. The remainder of this article will focus on those stops, which fall into three categories – preparation, marketing and follow-up – providing a clear structure to guide professionals on their journey.

Part I: Preparation
The safety professionals who most successfully earn senior leader buy-in for their safety initiatives typically work for organizations that have established strong foundations. What does that mean exactly? These organizations have put the right leaders and reporting structures in place, and there is a great amount of trust and psychological safety among employees that has been built over time.

Stop #1: Have the Right Leaders in Place
In the surveys and interviews we conducted, safety professionals told us that an ideal senior leader values safety, aligns it with the organization’s priorities and demonstrates a commitment to protecting workers. Three personal factors influence a senior leader’s willingness to support safety efforts:

• Risk tolerance: We know that different people have different levels of comfort where risk is involved. Leaders who are naturally risk-averse may more easily understand the need for safety interventions.
• Values: Leaders who strongly value protecting the well-being of others may be more inclined to prioritize safety efforts.
• Past experiences: Significant injuries and fatalities make a lasting impression. Leaders who have worked for organizations where employees were hurt or killed on the job may better understand the realities of such situations – and be more likely to show support for safety initiatives.

Utility organizations must actively recruit, develop and promote leaders who naturally champion safety. And although safety professionals may have limited influence on hiring practices, one thing they can do is provide hiring teams with targeted questions to better identify job candidates who view safety as both a core personal value and a core business imperative.

Stop #2: Establish the Right Reporting Structure
Direct, meaningful communication channels between safety professionals and senior leaders are critical to safety program buy-in. In our interviews, safety professionals who have regular access to their senior leaders reported the greatest satisfaction with their ability to move initiatives forward.

Safety professionals should report as high up the leadership ladder as possible – ideally to the CEO or another senior executive. This helps to ensure that safety is a frequent topic of conversation. Safety professionals should also advocate for dedicated time on leadership agendas and/or weekly one-on-one meetings with key organizational leaders.

Stop #3: Build Trust
Trust among co-workers is built over time and requires intentional effort from all parties. To strengthen relationships and build trust, safety professionals must invest time in meaningful interactions with senior leaders to better understand their priorities, values and communication preferences. They also must intentionally strive to build a track record of safety success, which could start with small projects that eventually evolve into larger initiatives (e.g., pilot programs).

Part II: Marketing
Marketing is key to garnering strong leadership support for initiatives. Safety professionals who consistently earn buy-in for their programs have learned how to get people excited about and involved with their ideas.

Stop #4: Collaborate to Create Ownership
In the interviews we conducted, safety professionals told us their senior leaders want to influence a safety initiative’s final design. So, instead of presenting leaders with fully developed plans, these safety professionals now invite leaders to participate early in an initiative’s development process.

Senior leaders often have unique insight into the organizations they work for; when shared with safety professionals, this insight can improve a safety initiative’s alignment with organizational goals. Plus, a senior leader who actively participates in the development of a safety initiative is typically much more inclined to support that initiative when it’s rolled out.

During our research, one safety professional shared the process of revising what would have turned out to be an expensive behavior-based safety program. The revisions were prompted by senior leader feedback and resulted in a more cost-effective, impactful solution.

Stop #5: Get the Timing Right
Timing can significantly influence whether an initiative succeeds or fails. External events, internal organizational disruptions and competing priorities can propel or derail efforts. Safety professionals should strongly consider postponing the launch of safety initiatives during major company changes and when competing demands exist, such as restructurings or major rollouts.

However, safety professionals can also use timing to their advantage by highlighting internal incidents, external news stories and published studies to make the case to senior leaders that now is the right time to implement a specific safety initiative.

Stop #6: Craft a Compelling Argument
Whether senior leaders want to support a safety initiative depends on how safety aligns with their priorities. So, safety professionals must quantify the impact of a specific problem as well as the projected savings from a recommended safety initiative due to reduced injury rates, increased productivity and/or improved retention.

It’s also important for safety professionals to humanize safety issues that still exist in the work environment. For example, use the names of workers who were hurt during the last reporting cycle to tell a compelling story to senior leaders about the organizational impact of those incidents – and the many ways the organization stands to benefit by adopting targeted safety initiatives.

Part III: Follow-Up
By documenting and sharing the results of a safety initiative with senior leaders, safety professionals can gain more credibility – and greater leadership support for future initiatives.

Stop #7: Create Metrics and Ask for Accountability
Metrics must be established and tracked to measure an initiative’s impact. Tracking should include tangible changes. For example, a safety initiative that targets job planning could track how frequently multiple voices are heard during a job planning discussion. That number should then be communicated to leaders each month to help maintain their focus on the initiative. Metrics can also help senior leaders and safety professionals identify when additional efforts or new strategies are needed.

Another important item to note: Metrics reporting is a great opportunity to communicate specific steps senior leaders can take to further support the initiative. If a leader chooses not to take those steps, schedule time with them to discuss their hesitancy to contribute to the initiative’s success.

Stop #8: Be Persistent – and Patient
Change takes time, and resistance to change is inevitable. That’s why safety professionals must set realistic expectations about the length of time it will take to (1) see results from an initiative and (2) identify and advocate for new solutions if the initiative does not initially succeed.

But don’t worry – safety professionals don’t have to do this all on their own. By following this article’s guidance, they can collaborate and forge strong relationships with senior leaders to develop and implement targeted organizational safety initiatives to better protect their employees.

About the Authors: Sharon Lipinski is the Habit SuperHero and CEO of Habit Mastery Consulting (https://habitmasteryconsulting.com), which helps organizations increase their targeted safety behavior by up to 150%. She is a Certified Gamification for Training developer, certified cognitive behavioral therapist for insomnia instructor, speaker, TV personality and coach dedicated to helping people create the right habits so they can be happier, healthier and safer at home and in their work.

Wesley L. Wheeler, SMS, CESCP, MSP, is the executive director of safety for the National Electrical Contractors Association (www.necanet.org). He joined the organization in 2014 and has over 45 years of electrical experience.

Keith Wheeler is president and chief human resources officer at HR Resources of the Carolinas LLC (https://hrresourcesofthecarolinas.com). With over 30 years of human resources management and leadership experience, he provides guidance to a variety of U.S. organizations and industries to help them meet the challenges of a rapidly changing workforce.

This story is about a devastating accident that took the life of one of my best friends many years ago. I have always been somewhat reluctant to speak or write about it because dealing with my friend’s family in the aftermath of his death was extremely painful. As time has marched on, however, I’ve found myself thinking it’s time to share the details of the accident with other lineworkers in hopes of helping them avoid and prevent similar accidents in the future.

Background
During my high school years in Salinas, California, I became friends with a fellow student by the name of David White. We became close over time, playing football and hunting together, among other activities. After high school, we were both hired as groundmen by a local utility company. We progressed through our apprenticeships together and, in 1963, became journeymen linemen at the same time.

Off the job, our families frequently spent time together. Jane, David’s wife, was employed as an X-ray technician at a hospital in Salinas; together they had a son who was about 3 years old at the time of this story. David’s father also worked for the local utility company for many years, eventually advancing to the position of customer services supervisor.

Our career paths split after David and I had worked as linemen for a few years. I became a line foreman while David became a troubleman. At that time, the utility company’s troublemen worked alone performing a variety of tasks, such as switching, setting meters and investigating customer problems. Each troubleman was assigned a geographic area of the company’s service territory.

On the day of the accident, my crew and I were installing underground cables for a new commercial development in North Salinas. Around 2 p.m., the line superintendent was visiting my job site to discuss the progress of the job. While we were talking, he received a call from the dispatcher, who explained that a customer had called to say that he’d observed a utility worker hanging from a pole near Zabala Road. The dispatcher also stated that earlier in the day, he had dispatched David White to investigate a power outage to an irrigation pump in the area.

After hearing all this, I immediately threw my lineman tools and a handline into the back of the superintendent’s pickup truck. The two of us then headed off toward Zabala Road.

Arrival at the Scene
The Salinas Valley is relatively flat, so when we arrived near Zabala Road, we were able to visually scan the area. Sure enough, we saw a man hanging from a transformer pole at the secondary level. He was supported by his safety strap and bent over backward. The superintendent and I sped off along a dirt road and, after arriving at the transformer pole, confirmed it was my friend David White hanging from the pole. We then contacted the utility company’s dispatcher to request emergency services at the scene.

Next, I rapidly donned my tools, grabbed the handline I’d brought with me, climbed up to where David was hanging and positioned myself underneath him. While I was rigging up to lower him, it became obvious to me that he was no longer alive. The superintendent and I attempted artificial respiration after we got David to the ground, but it was hopeless. When emergency services arrived, they confirmed he had been dead for about one hour. Upon removal of David’s badly burned leather gloves, I saw that his hands had sustained severe burns as well. Emergency services loaded David’s body into the ambulance and headed back to town. Meanwhile, the superintendent and I attempted to figure out the details of what had happened to my friend.

Investigating the Accident
We first noticed that one fuse was blown on the primary side of a wye/delta three-phase connection that supplied three-wire 480-volt service to the irrigation pump. The superintendent and I also observed that the meter protector was burnt and damaged. It was clear that David had been attempting to figure out whether the blown fuse was caused by a defective transformer or a problem within the service riser or metering equipment.

From what we were able to determine, David had taken the following steps to identify the source of the problem:

• Inspected the transformer bank, service and meter.
• Opened the customer’s main switch, isolating the wiring and pump motor.
• Replaced the blown fuse to see if the bank was OK; the fuse then blew again.
• Opened the secondary jumpers to isolate the service and meter.

After David completed those steps, we believe he must have planned to re-fuse and then check to see if the bank was OK. This was the step during which his electrical contact occurred. For unknown reasons, he failed to open the other fuses. So, when David opened the first jumper, he placed himself in series with a flow of 7200 volts due to a short between the primary and secondary windings of one of the transformers.

A line crew that was dispatched to the scene replaced all three transformers. Each of the old transformers was thoroughly tested in the transformer shop, where it was confirmed that the winding insulation in one of the transformers had deteriorated, creating a dead short between the primary and secondary windings. The power flow diagram below shows the source and flow of the power that caused the accident.

Preventing a Recurrence
David could have prevented his electrical contact in these circumstances if he had opened all the primary fuses before he isolated the service and meter. Additionally, wearing rubber gloves would have insulated his hands from the flow of power.

This tragedy underscores the potential perils of solo work and the importance of being exceptionally careful and observant when working alone. Had David been a part of a line crew that responded to the trouble, it is likely another crew member would have reminded him to open the other fuses before isolating the service.

Prior to the accident, the utility company’s safety rule book already required employees to wear rubber gloves when working on energized 480-volt secondaries. After David passed away, the company added a rule requiring lineworkers to wear rubber gloves when working on the secondary side of any transformer suspected to be faulty. This accident is a prime example of how and why many safety rules and procedures have been established over the years.

The Aftermath
For me, the last part of this story is also the worst part.

The superintendent and I returned to the yard after we’d finished our preliminary investigation at the accident site. As you might imagine, the employees in the yard were in a state of concern and confusion as to what had happened. Once we confirmed that David was gone, the group consensus was that I should be the one to inform his father. I agreed and drove to the main office to speak with him, attempting to explain what had happened as best I could. When David’s father regained some of his composure, he said, “Alan, you have to be the one to inform his wife.” Once again, I reluctantly agreed and headed toward the hospital where Jane worked. We sat in a private room while I gradually explained what had happened to David. Not surprisingly, it was a highly emotional discussion.

Even now, decades later, it is difficult for me to describe how I felt that night once I made it home. I considered the upcoming funeral and how that would be. David’s accident left an indelible impression on me, further elevating my commitment to practice and promote safety at every opportunity.

Conclusion
This story is just one example of what can – and does – happen in our line of work. Transformers are some of the most common pieces of equipment lineworkers install and maintain. Their compact design places the high- and low-voltage windings close together, an arrangement that can result in a short circuit – the same as what occurred in David’s accident. Transformers are also susceptible to the buildup of internal pressure, which can result in hazardous explosions. The bottom line here is that lineworkers must be properly trained for the tasks they’re expected to perform; they must acquire the expertise to select appropriate transformers and transformer fuses, make the correct connections and safely investigate trouble situations.

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.

When we think about the word “consequences,” we typically consider it in terms of unwanted outcomes; consequences are “bad.” But they can also be good, the desired outcomes of specific, targeted actions. And then there are those times when an action’s consequences seem good – yet they have unexpected, adverse side effects that may go unrecognized until an injury occurs.

This is precisely the case with rubber gloves.

For two decades, I have been warning our industry that overuse of rubber gloves can result in damage to workers’ hands. I knew this was a possibility because of my own hand issues some 25 years ago. I even took a pair of Class 2 rubber gloves to my orthopedic appointment so I could ask my surgeon for his opinion. He explained to me something called the “coefficient of friction,” noting that less friction exists when a worker’s gloves are wet inside; this can cause even greater hand strain, especially in the wrists.

The coefficient is a correlation value that indicates the relationship between measured handgrip strength and another variable (e.g., gripping while wearing good-fitting leather gloves, then performing the same test wearing rubber gloves). Grip loss from the test conditions directly relates to the extra effort necessary to accomplish the task.

Armed with this information, I began examining records, counting the reported numbers of carpal tunnel syndrome (CTS) cases among those in our workforce. I then reviewed data from the American Medical Association and the U.S. Department of Health and Human Services regarding CTS case numbers in both the general population and other crafts whose workers endure hand stress similar to lineworkers. As informal as the activity was, some comparisons of the numbers indicated that lineworkers are four times more affected by CTS than other workers of the same median age.

Here’s something else that became apparent: Lineworkers are perhaps the only craft-workers with significant dexterity demands who use heavy rubber gloves. I’ve discussed this issue with various colleagues, and those discussions usually touched upon dielectric boot use as well. A common refrain I heard was, “We can’t stop using rubber gloves.” Well, of course that’s true – but can we use them in a way that’s less physically harmful to workers?

Industry Data Needs
Since then, the big issue has been a lack of testing and numbers. The industry needs research data and values to analyze the work environment and rubber glove use, with the goal of identifying opportunities to reduce hand stress.

Enter Austin Energy’s Alfred Sundqvist, D.C., a chiropractor with experience treating lineworkers.

I was introduced to Dr. Sundqvist by Wendy Ellen shortly after he joined the utility. A safety manager for Austin Energy, Ellen has the good sense not to turn down potential employees simply because they might be a little overqualified.

At the time of our introduction, Sundqvist knew little about how lineworkers complete our tasks, so I shared with him the industry’s rubber glove issue, explaining how we use the gloves and the concerns that their use could lead to chronic injury. Sundqvist immediately began a literature review. At the same time, he ordered a medical-grade handgrip dynamometer and began testing craft-workers, with Austin Energy’s support.

The initial testing of 50 craft personnel has already produced actionable results – but Sundqvist is not stopping at 50. Every Austin Energy craft employee will be assessed, and those results will be tabulated and analyzed. Thus far, some of the worst-case test results indicate a 33% coefficient loss of grip strength using Class 2 rubber gloves.

As part of his literature review, Sundqvist has found that chronic overstrain while performing gripping activities does correlate to the onset of common injuries such as tennis elbow (lateral epicondylitis), golfer’s elbow (medial epicondylitis) and CTS. His research data may ultimately give us trends related to work types, age and time spent on the job. There is more to come from Sundqvist, and we expect to publish his study results in the future pages of Incident Prevention magazine.

The Employer’s Obligation
So, what does all this mean? It means we have an obligation to those workers who are skeptical about or haven’t considered the possibility that they could develop chronic, debilitating physical conditions due to overuse of rubber gloves – some of which may not begin their onset until after retirement. This obligation is clearly described in OSHA’s General Duty Clause, which requires employers to provide their employees with a safe and healthy workplace that is “free from recognized hazards that are causing or are likely to cause death or serious physical harm.”

OSHA had this to say in a May 2019 letter of interpretation to the American Physical Therapy Association: “… work-related injuries and illnesses involving muscles, nerves, tendons, ligaments, joints, cartilage and spinal discs would meet the general recording criteria if they involve medical treatment beyond first aid, days away from work, job transfer or restricted work” (see www.osha.gov/laws-regs/standardinterpretations/2019-05-23).

Both CTS and medial epicondylitis among craft-workers are almost certainly work-related, making them recordable injuries. So, we know prevention is in order. But where do we start?

Next Steps and Recommendations
I expect Sundqvist will eventually make recommendations for preventive exercises or programs to help reduce the risk of chronic injury from rubber glove use. In the meantime, there are other things we can do.

Our industry has seen increasing use of rubber gloves over the past two decades, and frankly, some of it is unnecessary. One example is the use of rubber gloves with hot-sticks, especially lifting and holding them. I deliver hot-stick training and have lost count of the number of times I’ve seen a lineworker maneuver the weight of a stick in rubber gloves, with the stick wedged against their body to achieve the necessary control.

I understand why employers require this, and I’m not criticizing those that do, but I will offer my qualified opinion. Hot-sticking is a mode of energized work established as a primary means of worker protection. When a hot-stick is operated from outside the minimum approach distance and with a clear minimum distance between the working end and the user, no other secondary barriers are needed to protect the worker. There is no justification for using rubber gloves with hot-sticks in either the OSHA or consensus standards. If you maintain your sticks in accordance with consensus practices, they are unlikely to leak or flash over; 75 years of historical experience has demonstrated this.

Further, rubber gloves and sleeves have no mechanical performance rating. This means the rubber may not withstand the applied voltage at some point in compression. I have not seen data to clearly define that value, but the consensus standards limit pressure on the insulating rubber as no more than normal hand pressure. Sundqvist has already discovered that once you move from an 8-foot hot-stick to a 10-foot hot-stick while wearing rubber gloves, the grip necessary to maneuver and control the hot-stick exceeds what is assumed to be normal hand pressure.

The point here is that – out of an abundance of caution and with good intentions – the industry has traded a reliable tool for an increased likelihood of chronic hand injuries. At the same time, we’ve made it riskier for workers to control hot-sticks by making them wear rubber gloves, which compromise grip strength.

Working in the Rain
“What about working in the rain?” That’s a question I hear frequently during discussions about this topic. Well, for starters, we wet-test hot-sticks at 75,000 volts per foot for good reason, and that alone adds to the reliability of hot-stick use in wet conditions. But there is a practical answer, too. If it’s raining hard enough to compromise your hot-stick, then your rainsuit, arms and rubber gloves are also wet. Unlike the waxed fiberglass hot-stick that’s been wiped with silicone, your gloves and body do not have a tested wet resistance of 75,000 volts per foot. Wet gloves and protectors are much less reliable than the hot-stick they hold.

Now, let’s talk about ground-to-ground, an evolution related to the work practices required by the Electrical Transmission & Distribution Partnership. I support the partnership’s work, and my intention here is not to disparage its role in significantly reducing serious incidents within the partnership’s companies. Cradle-to-cradle and lock-to-lock are partnership-established rubber glove best practices (see https://powerlinesafety.org/best-practices/). Ground-to-ground (climbing poles/structures) use of rubber gloves is not. Climbing in rubber gloves is likely the most stressful of all the work access modes. Cradle-to-cradle is short term. Most of the hand stress occurs while performing work, with some additional stress for the operator of the bucket controls. Lock-to-lock is the same; when the transformer is open and determined to be safe, the gloves can come off. Climbing a pole in rubber gloves means the climber is continually torquing their hands with every step up the structure. They are constantly adjusting finger-sized controls on their portable fall prevention gear. If the climber is crossing an obstruction, they must attempt to manipulate snaps, adjusters and connectors in rubber gloves.

Last is the unnecessary use of higher-class rubber gloves, such as using Class 3 on a 23-kV system when Class 2 is perfectly acceptable. I still come across employers that believe glove ratings must meet system voltage. That’s not the case if you have a good cover-up program. OSHA has clearly explained that, in three-phase exposures, if the two phases not being worked are properly covered, the exposure to the worker is phase-to-ground. Unless you are gloving 34 kV, where phase-to-ground exceeds the working rating of Class 2 rubber gloves, you need not use Class 3 gloves. Getting your personnel out of Class 3 gloves would provide huge stress relief for their hands. And for secondary work, it may be advisable to provide craft-workers with Class 00/0 gloves.

Conclusion
I know the readers of Incident Prevention magazine are serious about protecting their co-workers. Now that we have some data available, the industry has work to do when it comes to rubber glove policies. It may be that you simply decide to perform an internal analysis of wrist and elbow injuries and adopt a preventive exercise program to counter the risks. I submit that there are also opportunities to reduce the number of ill-advised policies regarding when to wear rubber gloves.

In addition to gloves, I have asked Sundqvist to think about dielectric overshoe use as well, as many industry professionals have come to believe they contribute to lower-back and hip-stress injuries in workers required to wear them every day. There is no time frame for that, but I look forward to his findings and Austin Energy’s continued contributions to industry safety through his work.

About the Authors: After 25 years as a transmission-distribution lineman and foreman, Jim Vaughn, CUSP, has devoted the last 27 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.

Alfred Sundqvist, D.C., currently serves as occupational health and safety coordinator for Austin Energy, focusing on field operations safety as well as designing and implementing injury prevention programs. He earned his chiropractic degree in 2017 and worked clinically in the Austin, Texas, area for seven years. Prior to that, Sundqvist worked in residential and commercial construction and construction management for 13 years. He can be reached at alfred.sundqvist@austinenergy.com.

It’s a little late to say Happy New Year, but I still want to wish all of you a fantastic and safe 2025. One of my hopes for this year is that I won’t be asked to investigate another incident or fatality – because we’ll all work together to ensure they never occur. We’ve had more than enough injuries and deaths in our industry’s history, including just this past year.

That’s why I want to ask each person reading this to make sure you’re taking the time needed to perform your tasks safely. We must continue the important work of preventing incidents and strive to significantly lower serious injury and fatality rates in the industry.

Some of you may be familiar with Kirby Smart, head football coach for the University of Georgia. Once, when a reporter asked him how to win games, he repeated the same advice he gives the football team: “Do what you’re supposed to do every time you’re supposed to do it. Nothing less will win the game.” I believe applying that same philosophy will keep lineworkers safer – because although failure to do what we’re supposed to do doesn’t always end poorly, it has the potential to do so 100% of the time. A better, safer approach to line work is to always follow all the rules and best practices, including using appropriate cover-up and grounding techniques to prevent accidents.

Each year, Forbes magazine publishes a list of what it deems the most dangerous careers in the U.S.; “electric utility lineman/technician” recently placed in the top 10. When I read that, I found I humbly disagreed with the magazine’s use of the word “dangerous.” I believe lineworkers have one of the most hazardous careers in the U.S.; it becomes dangerous when we fail to follow Kirby Smart’s advice. We must adhere to proper work procedures, safe work practices and regulatory guidelines every time a task is assigned to us – no matter the task or how many times we’ve done it before.

Statistics from OSHA and NIOSH regarding reported electrical fatalities have not meaningfully changed in the past two decades. Each time I consider that fact, I wonder to myself for the umpteenth time why the industry hasn’t been able to improve workplace safety and lower accident rates – particularly given all the improvements in tools, PPE and training. Perhaps the solution lies in more closely focusing on human performance and supervision.

A Serious Responsibility
Early in my career at an investor-owned utility, I was blessed to work for and with some of the best linemen in the industry. They dispensed quite a bit of advice, and I worked hard to emulate those men who made such an impression on me.

Having learned a great deal from them and others during the 40 years I spent at the company, I’m now in a position to dispense advice to newer lineworkers and other utility employees, a responsibility I take very seriously. I try to share everything I know in hopes that the information can be used to prevent more tragedies in the field.

The unfortunate reality, however, is that I’m called on almost weekly to either investigate or offer opinions about terrible accidents, including fatalities. I’ve come to find that it’s a never-ending job, with the same errors being made over and over. Yes, every incident is different, but I still believe that most – if not all – on-the-job injuries and fatalities can be prevented by complying with OSHA’s regulations. The agency’s standards explain what must be accomplished and why. Employers should look to consensus standards and industry best practices for guidance on how to perform the work.

The Human Condition
I’ve made many great friends through my relationship with Incident Prevention; among them are Jim Vaughn, Bill Martin, Lito Wilkins, Rod Courtney and Pam Tompkins. We are trainers, consultants, writers and speakers with our own stories to tell, yet our varied experiences have led each of us to the same belief: that line work must be conducted with the utmost professionalism and attention to detail.

We also recognize that human beings are fallible. As a species, we make mistakes in large part because of biases, bad habits we form over time and bad advice we receive from others. We also tend to think our way of doing things is the best or easiest way – even if it doesn’t fully comply with safety rules and regulations. For example, I’ve asked numerous lineworkers whether they should be using more cover-up and PPE; some of them have quickly replied that they’re knowledgeable and experienced enough to do the work without those additional protective barriers. Even if that’s true for them, do all their other crew members have that same knowledge and experience? Here’s something else to consider: Do we risk normalizing deviation by opting against the use of additional protection?

Become a ‘Learn-It-All’
When I first started working in the industry, supervisors and linemen would tell me that if I didn’t get hurt on the job every so often, I must not be doing much of anything. That was a terrible message to communicate – something I recognized even back then – but I didn’t know what I could possibly say in response given that I was the new guy just out of high school.

My work practices and habits were influenced by many of those linemen, the majority of whom were great at their jobs. But others were not, something that became clearer to me as I advanced in my career. An important lesson I learned through observation is that a worker who doesn’t always follow all the safety rules will eventually experience an incident of some kind. Using luck as a protective strategy is never a smart choice.

Of the incidents I’ve investigated in recent months, two have really stuck with me. One resulted in the death of a lineman who’d recently graduated from a development program and worked on a crew for less than a year. The other involved a more experienced lineman whose injuries led to his limbs being amputated. In both cases, I found it was easy to determine which safety rules had been violated simply by reviewing the facts and eyewitness accounts.

As I shared earlier, I want 2025 to be a fantastic and safe year for all industry employees. Continuing your education is an excellent way to work toward that objective. Become what I call a “learn-it-all” – because no matter how far you advance in your career, there’s always something else to be learned about the trade. By the way, one opportunity to continue your industry-relevant education is to join me on the second Friday of each month for the Incident Prevention Institute’s monthly forum. Visit https://ip-institute.com/ipi-forum/ for more information.

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!

One of the questions I’m most frequently asked during leadership classes is how to handle people with bad attitudes. So, I’d like to take this opportunity to share some highlights from those discussions. I will remind you that leadership is much more of an art than a science. There is no perfect roadmap that shows us how to successfully work with every person in every scenario. I’ll also remind you that you get what you tolerate; while ignoring bad attitudes and hoping they’ll improve is technically a strategy, it’s probably not your best choice.

Your Circle of Control
Let’s begin with some discussion about creating culture and developing relationships. The investments you make in these two activities are the starting point for everything you do as a leader, including dealing with bad attitudes. Fostering good, strong cultures and relationships opens the door for us to provide coaching and feedback – and to challenge bad attitudes. While none of this guarantees success, the absence of good, strong cultures and relationships is likely to result in failure.

Next, understand that your TEAM (Together Everyone Accomplishes More) is a reflection of you. If one (or more) of your TEAM members has a bad attitude, take a look in the mirror to see if anything you’re doing – or not doing – is contributing to that. This isn’t to say you’re doing anything wrong or that you’re to blame; it’s to emphasize that before you point fingers at anyone else, you should engage in some self-reflection and consider whether you have opportunities to try different strategies, some of which I’ve outlined below.

Determine the Source
This isn’t always the case, but the people with the worst attitudes are often highly competent, capable performers who have had bad past experiences. Speak with them to see if you can identify the source of their bitterness. Sometimes simply giving them the opportunity to express their feelings aloud is enough to change their attitude for the better.

Explain the Impact They Have on Others
Someone once very proudly told me during a class I was leading that he didn’t wear rubber gloves on the job because he liked the thrill of it. I tried out many of the typical responses to such a statement with no success. Finally, I played to the man’s pride and said, “OK, if that’s actually true, you may be as good as you think you are because you’re still alive. But what about the people on your TEAM who aren’t that good? What are you teaching them? And what’s going to happen if they work like you?” That managed to get his attention and launch a more productive conversation.

Empowerment
This strategy must be used with caution, so here’s where it’s especially important to know your TEAM. If a TEAM member with a bad attitude is someone who likes to be the center of attention (e.g., they interrupt meetings, classes and job briefings and like to argue), empower them. What do I mean by that? Establish ground rules and clear objectives that must be accomplished. Then, let them lead the next safety meeting or job briefing. This will allow them to meet their need for attention and usually has lasting positive effects on their attitude. In fact, quite a few safety champions have been found using this method.

Embarrassment
This is the opposite of the empowerment strategy. If you choose to use it, embarrassing someone with a bad attitude must be done strategically and respectfully – meaning that you should embarrass the behavior, not the person.

Here’s a real-life example from my time as a youth basketball coach. One of my players once tried to dunk a ball during an Amateur Athletic Union game. He came close but couldn’t do it. So, at the start of our next practice, I had the rest of the TEAM sit on the baseline while I gave him 10 chances to dunk in front of them. I told him he only had to succeed once; if he succeeded, he could try to dunk as much as he wanted for the rest of the season, but if he failed, no more dunking. He missed all 10 attempts, and dunking was no longer an issue for him or the rest of the TEAM.

Again, be strategic and respectful. The goal of making your point must supersede the goal of embarrassment. When done well, this approach can shut down showoffs, loudmouths and those disrespecting others, making it clear to them and the rest of the TEAM that there is zero tolerance for such attitudes and behaviors.

Positive Reinforcement
The topic of bad attitudes once came up during a class I was teaching in Florida. Now, I’d never met him, but a guy named Joe came up in conversation. He must have had a horrible attitude because at one point, everybody in the class pointed to Joe’s manager and said, “Tell David about Joe.”

Joe’s story was this: He had been transferred around the entire organization because no one could work with him – until he got to Tony’s crew. A few months after he began working with Tony, a storm hit, and Joe found himself working around many people he had worked with before. Those co-workers watched Joe complete the orientation, coach and mentor crew members, develop work plans and encourage others, all with a smile on his face. Someone asked Tony, “What happened to Joe?” They couldn’t believe he was the same person who’d once been so difficult to work with. In response, Tony grinned and said that all Joe had needed was some praise and positive reinforcement. Until he began working with Tony, Joe had only received criticism and negative feedback – so that’s what he’d doled out in return.

Leadership Transfer
In the book “Extreme Ownership,” authors Jocko Willink and Leif Babin state, “There are no bad teams, only bad leaders.” If we take that to the extreme (pun intended), that means employees with bad attitudes are the results of poor leadership or personality conflicts with their leaders. So, a choice must be made: improve the leader or assign another leader to oversee an employee with a bad attitude. Now, on one hand, I’m not a big fan of making my problem someone else’s problem. But on the other hand, the story of Joe and Tony is one example of how a transfer could lead to positive change.

Conclusion
Handling bad attitudes is difficult work. Doing so requires leaders to demonstrate competence and courage. As I noted earlier, opting not to address an employee’s bad attitude is a strategy, but it’s not a good one. Their attitude will likely get worse, and at the same time, the rest of your TEAM members will be watching you do nothing, likely causing their attitudes to suffer as well.

The fact is that attitudes – bad or good – are contagious. That’s something you can use to your advantage. In addition to the strategies outlined in this article and others you may have thought of, your No. 1 strategy must be to manage your own attitude and actively care about each member of your TEAM. Caring increases courage, so think about the worst attitude on your TEAM and start there.

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://frontlineutilityleader.com). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint.

Webinar: Bad Attitudes
March 12, 2025, at 11 a.m. Eastern
Visit https://ip-institute.com/frontline-webinars/ for more information.

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 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

Buckingham’s PeerCheck Lanyard Detection system is made to eliminate, minimize and prevent catastrophic accidents involving bucket ejections and detachment of man baskets from cranes. The PeerCheck is designed to alert the user if a lanyard becomes detached or if the user forgets to connect to the proper anchor point. The device is equipped with an audible alarm that will notify the user if these mishaps occur. The kit includes a PeerCheck unit, 40-inch obstruction lanyard, steel triple-action carabiner and Buckeye bucket hook with a tether hole.

The PeerCheck is inexpensive, straightforward, portable and transferable. A one-size-fits-all structure meant to be used with any bucket truck, the PeerCheck is a onetime cost aside from annual replacement of its 9-volt battery. https://buckinghammfg.com/products/peercheck/

The Quick Grab Probe is the ultimate hot-stick probe. The new, fully machined version improves upon this lineworker favorite, providing a stronger, more durable product while offering wider compatibility and better fuse handling. This tool is equipped with an industry-leading limited lifetime warranty. https://utilitysolutionsinc.com/product/quick-grab-probe/

United Rentals Inc., the world’s largest equipment rental company, has launched its Excavation Safety Training for Competent Persons Program, offering an interactive approach to teaching trench and excavation safety. Designed to enhance compliance and productivity, the program has engaging activities for the learner to apply their knowledge in key areas tailored to one of the most hazardous tasks in construction.

The training helps competent persons – those overseeing excavation safety – along with employers and workers to understand and apply OSHA 29 CFR 1926 Subpart P. It goes beyond the basics, covering topics such as soil evaluation, protective systems and interpretations of safety standards.

Available through United Academy, the program offers flexible formats, including in-person classes, virtual instructor-led sessions and e-learning. Engaging features, such as virtual reality simulations and hazard hunts, make it an industry-leading resource for excavation work across various sectors, including infrastructure, oil and gas, and utilities. www.unitedrentals.com

R.MOR PROTECTIVE WEAR by Lac-Mac is an extensive line of high-performance protective garments for various FR and ARC applications. Whether you’re looking for waterproof high-visibility protective outerwear for your lineworker crew, 40-cal switch suits and hoods in a measurably thin and lightweight fabric, a high-visibility soft shell for cold and windy conditions, or FR ARC-rated garments for flammable liquid chemical splash protection, Lac-Mac’s PPE CAT 3 and CAT 4 garments will deliver outstanding performance with the breathable comfort your team is looking for. This proven line of FR ARC-rated PPE is expertly manufactured using trusted brands from W.L. Gore. www.lac-mac.com

The Milwaukee Tool Full Brim Hard Hat with 6-Point Suspension – Type 1 is designed to adapt to the professional job site. This hard hat has a MILWAUKEE BOLT Headlamp Mount that works with most headlamps for easy, secure attachment. Four BOLT accessory slots and two universal accessory slots allow users to easily integrate additional personal protective equipment and accessories onto the hard hat. This Milwaukee hard hat includes an adjustable swinging ratchet for better comfort and has a six-point ratcheting suspension for quick adjustment. The hard hat also includes a BOLT Marker Clip that allows for easy access to pens and markers, as well as a moisture-wicking sweatband to stay cool and dry fast. These construction hard hats are ANSI/CSA approved and can be customized by adding a logo. www.milwaukeetool.com

“Disaster Preparedness for Utility Operators: Simulation Training for Real-World Scenarios“

** THIS WEBINAR WILL BE RECORDED **

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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.

In this episode, we delve into “Win and Win Again: The Blueprint for Repeating Safety Successes,” an insightful article by David McPeak, CUSP, CIT, CHST, CSP, CSSM, featured in Incident Prevention magazine  . We explore strategies to define, reinforce, and replicate safety successes in the workplace. By understanding the WIN framework—Work, Influence, Normalize—we discuss how organizations can foster environments where desired behaviors lead to consistent, positive safety outcomes.

Read the article: https://incident-prevention.com/blog/win-and-win-again-the-blueprint-for-repeating-safety-successes/

Key Takeaways:

1.Defining Success: Success in safety is characterized by desired behaviors leading to desired results, emphasizing the importance of correct actions that prevent incidents.

2.Understanding Behavior Categories: It’s crucial to distinguish between incidents, chance occurrences, compliance, and true success to effectively address and promote safe practices.

3.The WIN Framework: Implementing the Work, Influence, Normalize approach helps in reinforcing successful behaviors and integrating them into the organizational culture.

4.Reinforcement of Positive Behavior: Consistent positive reinforcement encourages the repetition of safe behaviors, reducing the likelihood of accidents and fostering a proactive safety culture.

5.Addressing Complacency: Actively managing and providing consequences for ‘chance’ behaviors—where undesired actions don’t immediately lead to negative outcomes—is essential to prevent normalization of deviance.

#SafetySuccess #WorkplaceSafety #SafetyCulture #BehavioralSafety #IncidentPrevention

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

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

Working in a high-voltage environment means working in a high-risk environment. Doing so demands technical expertise, attention to detail and unwavering focus. When your mind wanders in such an environment – even for a split second – the consequences can be catastrophic.

Understanding the High-Risk Environment
Whether it’s in a power generation plant, a substation, or a transmission or distribution setting, a high-voltage environment is inherently hazardous. Workers are routinely exposed to electrical potential that can cause severe electric shocks, arc flashes and burns. Equipment maintenance, troubleshooting, testing and repairs are tasks that require meticulous attention to detail and strict adherence to safety protocols.

The hazards of working on or near high-voltage equipment or lines without the right mindset are regularly reported as leading contributing factors to incidents. A momentary distraction due to personal issues, a lapse in attention caused by repetitive tasks or a false sense of security from routine familiarity can turn deadly.

The Cost of Distraction
Imagine this: You’re on the job, about to connect test equipment to a high-voltage transformer. Your mind drifts for just a moment – maybe you’re thinking about an argument you had that morning or what you’ll have for lunch. In that split second of distraction, you mistakenly bypass a critical safety step. Before you realize it, you’ve created a direct path to a live circuit. An arc flash explodes in front of you, sending molten metal and intense heat in all directions.

Such scenarios are all too real. They serve as stark reminders that in high-voltage environments, complacency can be lethal. The statistics are sobering; electrical injuries account for thousands of workplace accidents each year, with too many resulting in fatalities. Many of these accidents are traced back to human error, often because the injured person did not have their mind fully on their task.

What Contributes to Distractions?
Several factors contribute to workers becoming distracted in high-voltage environments, including:

• Fatigue: Long hours and physically demanding work can lead to exhaustion, making it more difficult to maintain concentration.
• Complacency: When tasks become routine, it’s easy to drift into autopilot mode and potentially overlook critical steps.
• External stressors: Conflict with a colleague or stress from other parts of life can intrude upon a worker’s focus and divert their attention at crucial moments.
• Environmental factors: Noise, poor lighting, uncomfortable temperatures and other adverse working conditions can distract workers, affecting their ability to stay focused.
• Multitasking: Pressure to complete multiple tasks simultaneously or rush through work can lead to mistakes, especially in complex situations.

Maintaining Focus: Strategies for Success
To mitigate these risks, companies and workers must adopt proactive strategies to foster a culture of safety and mindfulness. Here are some to consider:

• Training and education: Regular training that reinforces the importance of staying focused and adhering to safety protocols is essential. Workers should be reminded of the potential consequences of distractions and trained to recognize when their minds are wandering.
• Mindfulness practices: Encouraging mindfulness techniques can help workers stay present. Deep breathing, short meditation breaks or even focused relaxation exercises before high-risk tasks can clear the mind and improve concentration.
• Frequent breaks: Implementing regular short breaks can help reduce fatigue and keep workers alert. These pauses provide a chance to step away from the environment, clear one’s head, and return refreshed and refocused.
• Environmental control: Reducing excessive noise, improving lighting and ensuring comfortable temperatures can help workers maintain focus on their tasks.
• Mental health support: Providing stress management and other mental health resources can help address issues that may distract workers from their tasks.
• Use of checklists: Employing checklists and procedural prompts can reduce the likelihood of missed steps due to distraction. These tools help workers to quickly refocus and verify that all steps are correctly followed.

Safety is in the Details
In a high-voltage environment, safety is not just about following protocols; it’s also about having a focused and present mindset. A single moment of distraction can lead to life-altering consequences.

By fostering an organizational culture that prioritizes safety and focus, and by understanding the critical importance of keeping each worker’s mind on their tasks, we can help all our employees go home safely at the end of each day.

About the Author: Scott Perrin is a journeyman power lineman with over 20 years of experience working for a utility company in Canada. As a work methods coordinator, he helps develop operational standards and training programs to ensure worker safety.

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

The patented BREAK-SAFE is designed to add a functional and portable switch to a mechanical jumper. The BREAK-SAFE has three operating functions: load break, continuous current duty and load pickup.

To keep personnel at a safe distance, the BREAK-SAFE is operated with an insulated fiberglass hot-stick for load-break and pickup functions. The yellow safety lock is also operated by a hot-stick and helps prevent the tool from an unintended load-break or pickup operation.

The BREAK-SAFE is available in four models with either a floating head or a duckbill: 15 kV/300 amp; 38 kV/300 amp; 27 kV/300 amp; and 46 kV/200 amp. https://utilitysolutionsinc.com/product/break-safe-load-break-pick-up-tool/

Working at height presents workers with unique challenges. Add in the potential for electrical arcs, and your PPE – including fall protection – must perform at the highest level under the harshest conditions.

To help you meet those challenges, Guardian is pleased to introduce a full line of ASTM F887 arc flash-rated height safety products in the U.S. and OSHA/ANSI regions, including the world’s first tool tether rated to ANSI/ISEA 121.23 and ASTM F887.

Guardian’s comprehensive suite of arc flash height safety solutions includes a standard five-point harness along with a Kevlar/Nomex version of the company’s award-winning B7-Comfort harness. Guardian also offers a variety of arc flash connectors, from a 9-foot web SRL to fixed-leg and stretch-leg lanyards, each with the option of steel, aluminum or web loop hooks. https://guardianfall.com/discover-arc-flash

Streamlight Inc., a leading manufacturer of high-performance flashlights, has introduced the Survivor Pivot. An intrinsically safe, right-angle LED flashlight, the Survivor Pivot features both spot and flood beams, a 90-degree articulating head and an easy-to-use push-button switch to control lighting modes. The versatile rechargeable light, which has multiple power options, is rated for use in Class 1, Division 1 environments that many industrial workers, first responders and other professionals find themselves in.

The Survivor Pivot features a forward-facing LED spot beam for distance illumination and a flood beam that is angled downward for up-close work. The two beams can be used individually or at the same time to create an uninterrupted light pattern that delivers 325 lumens while optimizing navigation and eliminating blind spots that can lead to slips, trips and falls. Its heavy-duty clip securely attaches to gear for hands-free use, and its optional removable magnet with 30-pound pull strength can be used to attach the light to metal surfaces. www.streamlight.com

CM Labs Simulations, a leading vendor of simulation-based training solutions, has expanded and updated SimGuide, a consulting service that simplifies the integration of simulation training tools into new and existing heavy-equipment operator training programs, helping clients use their simulators to maximum effectiveness.

With SimGuide, customers benefit from industry-expert training tailored to their specific organizational needs. This individualized assistance ensures that the simulation training system is not only effectively utilized but fully aligned with existing workflows and curriculums. Additionally, all documentation produced during the SimGuide process remains with the client, creating a valuable resource for ongoing reference.

SimGuide is now available in two packages: SimGuide and SimGuide Premium. With SimGuide Premium, customers can have their trainers and operators certified by an industry expert during the SimGuide process. CM Labs has partnered with Baker Technical Institute, a leading provider of career technical education, to offer this additional service to customers. www.cm-labs.com

The Cementex Feature Series of Arc Flash Protective Clothing PPE is designed for those seeking the next level of comfort, safety, durability and protection. With a focus on safety and usability, the Cementex Feature Series is made with USA labor and materials to ensure the highest quality arc flash protection.

The Feature Series clothing is made with Indura Ultra Soft FR treated cotton and meets current ASTM F1506 and F1959/1959M-99 standards. FR Velcro front closures provide secure closure, easy access and rapid removal in the event of arc flash exposure. FR Velcro calf/ankle closures allow for easy access and fit adjustment during donning and removal, as well as adjustment while wearing boots.

Clothing options include coats, parkas, bib/pants, coveralls and leggings, available in sizes S-5X with a standard inseam of 32 inches. Coveralls include elastic backs for ease of movement, and all coats and coveralls have Nomex knit wrist cuffs. Bib/pants have easily adjustable quick-disconnect shoulder straps to ensure user safety. Kits – which are available in a duffle bag, backpack or hard-sided storage canister – include hard hats, safety glasses and ear canal inserts.

In addition to the Feature Series of Arc Flash Protective Clothing PPE, Cementex also offers the Contractor Series for high-quality, classic protection of personnel around energized equipment, as well as the UltraLite Series, with innovative design and materials for the lightest, most comfortable arc flash PPE task wear available, according to the company. www.cementexusa.com

Despite widespread recognition of the importance of worker safety, gaining consistent buy-in for safety initiatives remains a significant challenge for many safety and operational leaders.

Even with the best intentions and efforts, safety programs too often become temporary “flavors of the month” or are reduced to routine check-the-box activities. As a result, these initiatives frequently fall short of their intended impact.

Over the last decade, my team and I have been fortunate enough to partner with dozens of utilities to successfully implement and sustain soft-tissue injury prevention programs. As we began to identify the common factors shared by our most successful customers, several key themes emerged. This article is intended to share those themes, with the goal of helping other safety and operational leaders gain true, consistent buy-in for safety initiatives across three key levels of their organizations: senior leadership, frontline management and frontline employees.

The Role of Senior Leadership
Securing the visible, active commitment of senior leadership is essential for driving safety initiatives that have a lasting impact. When leadership prioritizes safety, the rest of the organization is likely to follow suit.

Among our most successful customers, we’ve seen that senior leaders who go beyond approving budgets and signing off on policies truly set the stage for long-term success. These leaders are consistent, vocal advocates for safety. Through their active engagement (e.g., attending safety meetings, participating in training, discussing safety initiatives in regular briefings), they reinforce to the entire organization that safety is not just a formality or even a priority – it’s a core value embedded in how the organization operates.

When senior leaders model the safety behavior they expect from others, they emit a signal of authenticity that begins to create greater trust among frontline management and frontline employees. Actively participating in safety initiatives not only encourages others to do the same, but it also enables leaders to identify opportunities for improvement and suggest appropriate adjustments.

Tactics to Achieve Senior Leadership Buy-In
One of the most effective ways utility safety and operations managers can secure senior leadership commitment to their initiatives is to clearly outline the costs associated with safety issues and provide the projected return on investment of the proposed initiatives. By quantifying problems – whether through the cost of injuries, lost productivity, a decline in retention or a combination of these factors – senior leaders can gain a clear understanding of financial and operational impacts to the business. This helps to build a compelling case for action.

Further, our data suggests that regularly providing senior leaders with various ways to support a safety initiative greatly increases the likelihood of their engagement. Offer concrete, actionable steps they can take, such as attending a safety event, participating in a workshop, or recognizing individuals and teams for their safety achievements. These are excellent opportunities for senior leaders to demonstrate support, stay involved and reinforce their commitment to safety.

Weekly or monthly updates on a safety initiative’s progress – including both data-driven insights like injury reductions and cost savings as well as anecdotal evidence of cultural shifts – also help keep safety top of mind for senior leadership. Consistent communication often results in strengthening leaders’ commitment to safety initiatives and helps to ensure safety remains a focus throughout the organization.

Empower Frontline Management
Frontline managers are key to bringing safety initiatives to life in day-to-day operations. In fact, according to our data, employees consistently cite their direct manager’s level of support for an initiative as the top factor in determining their own level of participation.

Given that information, it’s no surprise that safety initiatives are much more likely to thrive when frontline managers allocate time, talent and treasure to promote them. This includes making safety a regular part of daily meetings, educating teams about – and encouraging them to take advantage of – available safety resources, and conducting consistent check-ins with workers to solicit feedback. We’ve observed that when frontline management actively prioritizes safety and integrates it into their teams’ daily work, safety becomes an operational necessity.

Tactics to Achieve Frontline Management Buy-In
It’s essential for safety and operational leaders to demonstrate to frontline managers how safety initiatives benefit both their team members and their operational efficiency. Quantify and highlight how improved safety reduces downtime, boosts productivity and minimizes disruptions caused by incidents; this can help managers better understand the direct impact of safety initiatives on their daily work.

Leaders should define frontline managers’ roles in supporting safety initiatives and ensure they have the right tools and resources to successfully execute those roles. Organizations may also want to consider developing a system of accountability for outcomes, which typically drives even greater frontline management engagement in safety initiatives, according to our data. Include safety criteria in key performance indicators and performance reviews; doing so will help to determine if initiatives are being actively promoted.

Both senior leadership and frontline management are more likely to stay committed to an initiative when they’re provided proof of the impact of their efforts. Safety and operational leaders will want to share regular updates with these groups about reductions in injuries, employee feedback and decreased days-away-from-work numbers. This helps keep safety top of mind and encourages continued investment in related initiatives.

Inspire Frontline Employee Ownership
Frontline employees must actively participate in a safety initiative for it to truly succeed. Through their participation, employees gain greater insight into how safety directly benefits them, shifting it from solely being an organizational requirement to something that also enhances their well-being. Among our most successful customers, we’ve found that those who foster a sense of employee ownership for safety initiatives see more sustained engagement from the workforce.

Tactics to Achieve Frontline Employee Buy-In
Frontline employees typically become increasingly motivated to support organizational safety initiatives when they are regularly educated about how safety supports their physical health, mental well-being and overall quality of life.

One way to highlight these benefits is to make safety training engaging, practical and connected to employees’ everyday work tasks. To keep sessions fresh and impactful, offer various training formats, including interactive workshops, videos and real-world scenarios in the field.

Another strategy to achieve frontline employee buy-in of safety initiatives is to regularly recognize those workers who consistently engage in the initiatives or help improve safety processes. Positive reinforcement for a job well done makes employees feel good about their successes and often motivates them to continue their safe behaviors in the future.

Lastly, leaders across the organization must work to ensure safety is woven into the fabric of daily operations. Make it a core organizational focus by including safety updates in weekly meetings and internal and external newsletters and by incorporating safety discussions into employee performance reviews.

Conclusion
Through our work over the past 10 years, we’ve observed that safety initiatives make the greatest impact when an organization’s senior leadership actively participates in them, frontline management consistently prioritizes them, and frontline workers feel a sense of ownership for them.

For senior leadership, visible commitment and engagement set the tone for the rest of the company. Leaders who model safe behaviors and provide visible support send a message that safety is a core company value, not just another checkbox.

Frontline managers are the bridge between senior leadership and frontline employees. When these managers prioritize safety each day, promote accountability and share outcomes, they empower their teams to integrate safety into their operational flow and contribute to long-term success.

Frontline workers are the heart of any safety initiative. When they can see the direct benefits to their well-being, they are more likely to take ownership of an initiative and remain actively engaged. So, make training relevant, ensure safety is part of employees’ everyday workflow and provide positive reinforcement for desired behaviors. These actions help organizations build lasting safety cultures.

Over time, my team and I have seen firsthand how these strategies have helped numerous organizations create a ripple effect of positive safety outcomes. When buy-in is achieved at every level, safety initiatives can evolve from short-term efforts into a sustained safety culture that protects employees and drives operational excellence.

About the Author: Kevin Rindal, D.C., is co-founder and CEO of Vimocity (www.vimocity.com), a soft-tissue injury prevention partner that has helped leading utility companies reduce common and costly injuries. Rindal has a robust background in human performance, including working with the U.S. Olympic Swim Team as a member of the medical staff. Over the last decade, he’s brought the latest human performance and safety practices to over 40,000 utility workers through targeted education to promote physical and job readiness.

Utility workers face numerous challenges in their quest to build, maintain and improve infrastructure. One significant yet sometimes overlooked challenge is the risk associated with equipment instability. Crucial aspects of equipment setup include stabilization of the machine and selection of appropriate supporting materials – such as outrigger pads and cribbing blocks – to enhance work-site safety.

Case Study: EnergyUnited
From busy roadsides to uneven terrain and unstable surfaces, utility workers are no strangers to operating in precarious environments. These conditions can increase the risk of equipment tip-overs, which remain one of the most common – and preventable – job-site accidents. The consequences of such accidents range from equipment damage and project delays to worker injuries and fatalities.

To mitigate the risk of tip-overs, employers should consider a three-pronged approach to proper equipment setup that includes comprehensive employee training, proper work planning and effective use of supporting materials.

To illustrate the importance of work planning, let’s examine an approach taken by EnergyUnited, a North Carolina-based electric cooperative. Under the leadership of Jimmy Brown, director of fleet services, the cooperative established a formal policy for the use of outrigger pads and cribbing.

EnergyUnited collaborated with industry experts to assess their organization’s outrigger requirements, examining factors including truck weight, boom length, lift capacity and typical site conditions. As a result of this study, the cooperative implemented three key policies:

• Mandatory use of outrigger pads for all bucket trucks, digger derricks and small crane trucks.
• Use of cribbing blocks when operating on uneven terrain.
• Implementation of a fleet specification policy intended to ensure all company trucks are equipped with storage bins to carry the necessary stabilization tools.

This approach demonstrates how organizations can systematically address safety concerns related to equipment stability.

Stabilizers and Outriggers
Utility crews employ a wide range of equipment (e.g., aerial devices, digger derricks, boom trucks, compact crawler lifts). These machines typically come equipped with either stabilizers or outriggers.

Stabilizers keep a truck from tipping over or shifting while the bucket or digger is in use, providing lateral support during equipment operations. Equipment with stabilizers is operated “on rubber” – that is, its wheels or tracks stay on the ground – with the equipment’s suspension acting as the primary support. Loads and pressure transferred to the ground through stabilizers are usually lighter than with an outrigger-equipped machine. However, supporting materials are essential as sudden shifts in the boom can create dynamic loading that results in much heavier loads and pressure. Typically, a relatively small effective bearing area or area of supporting materials is required.

In contrast to stabilizers, out-and-down outriggers provide full equipment support. Equipment with these outriggers is operated “off rubber” (i.e., wheels or tracks are raised above ground level). Out-and-down outriggers significantly increase the base of the equipment, allowing for a wider range of motion or heavier lifting capacity. Because the total weight of the equipment, rigging and load is transferred directly through the outriggers, a larger area of supporting materials – properly spec’d to provide the appropriate strength and stiffness properties – is required to support these loads and pressures and to reduce them to levels the ground can withstand.

Materials Selection and Equipment Setup
When utility equipment is involved, two key elements should be incorporated into work planning:

• Guidelines for the selection and use of appropriate supporting materials.
• Procedures for equipment setup, which serve as a roadmap for safe operation.

Supporting materials such as outrigger pads should be selected by engineers and lift planners who are trained and competent to do so, including choosing the appropriate size of the materials. During the selection process, it’s important to evaluate:

• Loads and pressures that will be generated by the equipment.
• Allowable ground-bearing pressures and site-specific ground conditions.
• Whether supporting materials create a sufficient area to reduce ground-bearing pressures to levels the ground can withstand.

Supporting materials must also be inspected before each use to ensure they are not damaged, rotted, bent, delaminated or rusted in any way that could impact safety or stability.

Equipment setup procedures should provide step-by-step instructions for deploying stabilizers or outriggers. They should also include a pre-operation checklist to help ensure all safety measures are in place before work begins. Remember to work within the equipment manufacturer’s guidelines for levelness. Here are some other pointers to keep in mind:

• Always follow the equipment manufacturer’s setup requirements.
• Ensure the ground is firm, drained and level.
• Inspect for visual signs of excavations, standing water or poor soil.
• Ensure your setup plan is communicated to your team and that they fully understand it.
• Assess the work area for potential overhead and underground hazards.
• Properly deploy stabilizers or outriggers.
• Verify equipment stability before operation.

Cribbing Considerations
Cribbing plays a vital role in leveling equipment when the ground is uneven or sloped. Many different materials are used to “crib up,” and most can be stacked or interlocked to provide additional height and stability. However, to ensure a stable setup, it’s essential to use the correct cribbing based on the equipment’s weight and the severity of the slope. And because stacking increases risk, it is often best to use products manufactured for this specific purpose. Cribbing blocks with an interlocking surface or mechanism are an excellent option because they help prevent lateral sliding.

Key considerations when choosing cribbing materials include:

• Strength, stiffness and overall capacity of the materials.
• Safe stacking height.
• The interface between the cribbing and the outrigger pad.
• Overall stability of the cribbed structure.

Note that training on proper cribbing use must be provided to workers; improper use can create additional hazards.

The Science of Supporting Materials
The primary purpose of supporting materials like outrigger pads is to provide a flat, level surface that spreads a piece of equipment’s forces over a large area.

When assessing and selecting materials for outrigger pads, it’s important to understand the properties that contribute to their strength and stiffness. Strength refers to a material’s ability to resist breaking under load. A strong material can withstand great amounts of force without fracturing or failing catastrophically. Stiffness refers to a material’s resistance to bending under load. A stiff material maintains its shape and distributes loads more effectively over its entire surface.

The ideal supporting material should be a balance of both these properties. A pad that’s strong but lacks stiffness may bend excessively, leading to a functional failure even if it doesn’t break. Conversely, a stiff pad with less overall strength might break under extreme loads.

Several materials are commonly used for outrigger pads, each with its own set of characteristics. The best choice of material will depend on specific applications, expected loads, ground conditions and environmental factors. In some cases, a combination of materials may offer the optimal solution.

Factors such as moisture, temperature extremes and chemical exposure can significantly affect a material’s performance and longevity. Wood, an organic material, is particularly susceptible to environmental degradation. Exposure to moisture can rot and weaken the wood, while repeated stress from loading can also cause problems over time. In contrast, engineered materials like high-density polyethylene and fiber-reinforced polymers offer more consistent performance across a range of environmental conditions.

For operations in areas with extreme temperatures, it’s important to select materials that maintain their properties in both hot and freezing conditions. Keep in mind that some plastics may become brittle in extreme cold, while others may soften excessively in high heat.

Commit to a Culture of Safety
Ensuring safety and equipment stability in utility operations requires dedication at all levels of an organization. Without training on their proper use, even the best equipment and supporting materials can’t keep workers safe. A comprehensive employee training program should be equipment-specific and address the correct use of outrigger pads, cribbing and other supporting materials. By teaching equipment stabilization principles through training, selecting appropriate supporting materials and continuously working to sustain a culture of safety, utility companies can reduce their risk of job-site accidents.

About the Author: Kris Koberg is the president and CEO of DICA (https://dicausa.com), a family-owned manufacturer and distributor of supporting materials, ground protection, site access mats and associated products. He is a contributing member of the ASME P30 committee, a member of the North American Matting Association’s technical committee, and recent chair of the Specialized Carriers & Rigging Association’s task force to create “A Guide to Outrigger Pad Materials, Selection and Usage.”

There is an inextricable link between employee safety and mental and physical wellness that is often overlooked. Taking a holistic view of your employees includes looking wholly at each person to better understand and address their mental and physical health challenges and related distractions that can affect their personal safety and the safety of others.

Additionally, demonstrating you care about your employees’ well-being can translate into improved morale, engagement, productivity, and recruitment and retention.

At its foundation, your employee safety program should be viewed as an act of caring about your employees. However, our safety focus can often be siloed. It’s time to break through the silos and take a more comprehensive look at how we can – and should – take care of our employees.

But first, a question. Why do we view employee safety almost exclusively through the lens of a traditional safety program in terms of training, safety rules, tools, equipment and compliance? The simple answer is that we are not typically trained to do otherwise.

To illustrate the opportunity, here’s another question. How do you think your employees would respond to an anonymous survey that asked this: Does my leader care about my well-being? Unfortunately, according to a recent Gallup poll, “Fewer than one in four U.S. employees feel strongly that their organization cares about their well-being” (see www.gallup.com/workplace/390776/percent-feel-employer-cares-wellbeing-plummets.aspx).

‘His Head Just Wasn’t in the Game …’
You’ve heard a statement like this before. It’s recognition of the potential effect of a mental distraction when performing a task. Do you agree that distractions can lessen the focus on personal safety and increase injury risk? If so, do you want your employees to engage in work tasks – particularly high-risk tasks – when they are significantly mentally or physically distracted? In many injury events, it only took a second for a distraction to lead to the injury.

What about an employee who was served legal papers late yesterday and is anguished and distracted today? Would you want them attempting to correctly use fall protection or follow a lockout/tagout process today, on their own without extra care and supervision? What if they’re on a new medication that makes them sensitive to heat until they acclimate to the medication? Would you want them working outside in the summer or inside a hot warehouse in their normal role for the next few days?

These types of distractions are very real and can affect your employees’ personal safety.

Let’s dive a bit deeper into some other emotional and physical stressors (distractions) that leaders can learn to better recognize and address with their employees:

• Anxiety or depression. The employee’s demeanor has changed; they may appear to be sad and/or nervous, display signs of low energy or have trouble concentrating. Learn more about signs and symptoms at www.nimh.nih.gov.
• Argument with a spouse or significant other. The employee has a bad argument the night before and comes to work distraught.
• Money/debt issues. Perhaps creditors are calling the employee, or they have financial worries that are disrupting a relationship; these issues can be significant distractors.
• Negative performance appraisal or discipline rendered. A poor employee review and/or discipline can be potential sources of anguish and even anger, both of which can lead to distraction.
• Not fitting in with co-workers. The employee may be socially excluded from their work group. Signs include the employee regularly taking a break or lunch alone and being left out of work task planning and meaningful tailboard discussions.
• Children. There may be health-related or other challenges with an employee’s child that are causing stress and distraction on and off the job.
• Off-the-job injury or illness. The employee comes to work ill or injured, which can cause distraction.
• New medication. Some medications initially affect mental alertness, reaction time, perception, stamina and personality.

Would you want an employee facing any of these challenges to perform high-risk work? Further, since you are likely not a mental health or other medical professional, how do you navigate these challenges? Are they even any of your business?

Employee Safety is Your Business
When it comes to the safety of your employees, these types of challenges are your business. Sometimes all that’s needed is to have a one-on-one conversation with an employee and listen with sensitivity to understand that they are in some way compromised. Simply acknowledging that these challenges could be safety distractions can help increase the employee’s safety focus as well as your own.

Work toward creating a culture that provides a psychologically safe environment in which to talk to one another. Communicate to your employees that you have an open-door policy. Let them know they don’t have to be specific about their stressors; the goal is to make them comfortable enough to willingly speak with you when they are feeling stressed or dealing with other challenges that could make them vulnerable to distraction and injury.

Keep in mind that it’s unlikely you are going to solve the underlying issues (if the employee chooses to disclose them), but kindness, compassion and caring go a long way to help relieve stress.

When you become aware that an employee is struggling, it’s a good idea to consider adjusting their work tasks as needed or delaying safety-sensitive tasks until a more appropriate time. Be sure to meet with your organization’s human resources representative or team to confirm any dos and don’ts regarding temporary job modifications.

The Stigma of Using EAP Resources
Many companies have employee assistance program (EAP) resources available. The ideal time to promote these resources is both routinely – including during new-hire onboarding – and when your employees are obviously stressed.

Unfortunately, multiple studies show EAP utilization rates are typically less than 10% across an employee population. There is still a stigma that EAPs are mostly intended for people who are mentally ill, addicted to drugs or alcohol, or facing marital issues. Thus, one of your opportunities as a leader is to help your employees overcome the typical reluctance to use the EAP. Let them know that using EAP benefits is easy and confidential, and doing so can help in addressing a broad range of mental well-being challenges, such as stress, anxiety and depression.

Here are some additional strategies to promote safety, mental wellness and physical well-being.

Leader Training
Employees with mental health challenges may not take the initiative to reach out to their leaders. When they don’t reach out and don’t seek help elsewhere, their challenges may go unaddressed and potentially get worse. With the proper training, leaders can make a profound difference by recognizing the signs of mental health challenges and referring employees to the appropriate resources. Check with your EAP provider for available leader training.

Holistic Communications and Campaigns
Many companies have separate internal publications and campaigns covering safety, physical wellness and mental health. Consider combining these into a single publication with one holistic theme. Explain how improved mental and physical wellness positively affects personal safety and can improve overall quality of life. The message you want to send is that the organization’s leaders care about – and have resources to help – employees and their families.

Broaden Your Safety Meeting Agenda
Include physical wellness and mental health challenges in your agenda for safety and other team meetings. Periodically invite an EAP or benefits representative to review the scope of mental health and physical well-being services offered. Invite the speaker to discuss why seeking help is critical to keeping your head in the game. Other guest speakers could include an athletic trainer to discuss exercise and ergonomics as well as a nutritionist to speak with your team about food choices to support a healthy lifestyle.

Model the Way
How are you personally demonstrating best practices – both in terms of safety and mental and physical health? Revealing how you are working on a personal challenge can increase employee engagement and even loyalty. Show vulnerability!

Use Testimonials
Solicit testimonials for your internal publications from employees who have benefited from a wellness service offered by your company or who are willing to discuss physical or emotional distractions that led to an injury or a near-miss.

Incident Investigations and Wellness
Have you dug deeply enough into your event investigations to determine if physical or mental health issues were contributing factors?

In addition to the tips above, event investigations are another opportunity to better understand and address the connection between safety and mental and physical wellness. Here are some specific questions to ask:

• Was the employee’s mental state a contributing factor when the event occurred?
• Did the employee have physical limitations, either temporary or permanent, that led to the event?
• If the answer to either of the questions above is yes, what were the missed leadership opportunities to address the employee’s mental or physical wellness issues?

By identifying these contributing causes, you can then develop more effective countermeasures that also address supervisor recognition of employee physical and mental wellness challenges.

In summary, when you take a holistic view of your employees, you can capitalize on an extraordinary opportunity to make a difference. Following this strategy can create additional goodwill with your employees while helping them improve their well-being. A great byproduct will be safer employees.

About the Author: Mark L. Morgan combines his unique skill set, observations and experiences from a 35-year career spanning three Fortune 200 companies to help leaders focus on how to make a difference in safety. He recently completed his service as the founding chairman of the Florida Chamber Leadership Cabinet on Safety, Health and Sustainability. Morgan is also a public speaker, a guest columnist and the author of “The M.A.D.* Safety Book for Leaders (*Make a Difference).”

Editor’s Note: This article contains edited excerpts from “The M.A.D.* Safety Book for Leaders (*Make a Difference).”

In the world of utility work, where daily tasks often involve inherent risks, the need for a robust support system for workers’ safety and welfare cannot be overstated. This is where the United Support & Memorial for Workplace Fatalities (USMWF) comes in. Established with a mission to honor the memories of fallen workers and advocate for safe workplaces, the USMWF has made remarkable strides in raising awareness, supporting families affected by workplace tragedies and driving meaningful change.

But what exactly does this organization offer to the utility industry, and why should utility professionals consider collaborating with or supporting the USMWF? This article will explore the organization’s background, mission, core activities and the unique benefits it can bring to the utility sector.

Origins and Mission
USMWF was founded in response to a tragic reality – that thousands of workers lose their lives each year in preventable workplace accidents. For the families left behind, navigating the aftermath can be overwhelming. Recognizing this, a dedicated group of family members, survivors and safety advocates came together to form the USMWF to provide resources, support and advocacy for families and to assist in the prevention of future tragedies.

The organization’s mission is twofold: to honor fallen workers and to advocate for safety reforms. This unique focus on both remembrance and advocacy sets the USMWF apart, making it not just a support network but also a driver of change. By promoting legislative improvements, raising safety standards and offering a platform for the voices of those affected by workplace tragedies, the USMWF has become a critical force for advancing workplace safety.

Core Activities and Services
The USMWF offers a range of services that are especially relevant to industries like utilities, where hazardous work conditions are often part of the job. Some of the organization’s key activities include:

• Family support services. The USMWF provides direct support to families affected by workplace fatalities. This includes emotional support, resources for navigating legal and regulatory processes, and connections to other families who have experienced similar losses. The organization’s Family Connect program creates a network of understanding and shared experiences, helping to ease the emotional burden on grieving families.
• Awareness campaigns and memorial events. To honor fallen workers and ensure their stories are not forgotten, the USMWF organizes events such as Workers’ Memorial Day and maintains an online tribute site. Sharing these stories emphasizes the real human cost of workplace hazards, helping to foster a culture that values safety as paramount.
• Advocacy for safety regulations. The USMWF actively works to improve occupational safety laws and standards, providing testimony, collaborating with regulatory bodies and advocating for changes that make workplaces safer. This involvement is particularly valuable for high-risk industries like utilities, where safety regulations can significantly impact worker protection.
• Educational initiatives and safety training. In partnership with various organizations, the USMWF offers educational materials and safety training, with a focus on preventing common workplace hazards. Training sessions and workshops are designed to raise awareness about effective safety measures among workers and employers; these offerings are often tailored to industry-specific needs.
• Partnerships with industry leaders. The USMWF regularly partners with unions, industry associations and safety organizations to amplify its impact. By working with these groups, the organization brings its mission to industries that have the potential to benefit from its expertise, further extending the USMWF’s reach and influence in improving workplace safety.

Benefits for the Utility Industry
In the utility industry – where workers are exposed to electrical hazards, heavy equipment, heights and extreme weather conditions – safety is a top priority. Here’s how the USMWF can enhance safety outcomes and support utility workers.

Empower Workers and Families
For utility companies, having a partnership with an organization like the USMWF demonstrates a commitment to supporting employees beyond their immediate working environment. In tragic cases where a workplace accident occurs, the USMWF offers families a community of support, access to critical resources and guidance through the complex legal landscape. When utility companies connect with the organization, they offer their workforce a powerful message: that employee well-being, both on and off the job, is valued and prioritized.

Strengthen Safety Culture
The USMWF’s dedication to honoring fallen workers reminds us of the importance of safety in every aspect of our work. By incorporating the organization’s mission and message into safety training programs, utility companies can further develop a culture of safety that resonates on a personal level. This focus on individual lives lost as a reminder for vigilance can lead to a stronger collective commitment to safe practices.

Policy Advocacy
By working with the USMWF, utility companies have an avenue to voice their concerns and needs in policy discussions. The organization’s advocacy efforts focus on strengthening safety regulations that protect workers, often directly impacting policies related to the utility industry. Partnering with or supporting the USMWF means the industry’s unique challenges are better represented in legislative discussions, leading to policies that reflect the real needs of utility workers.

Enhance Stakeholder Trust and Company Reputation
Today, companies that prioritize corporate social responsibility, or CSR, are typically viewed more favorably by customers, partners and the public. By supporting the USMWF, utility companies send a strong message about their commitment to worker welfare, helping to enhance their reputation and build trust with employees and stakeholders alike. This association with a respected safety advocacy group can also positively influence employee morale.

Impact on High-Risk Industries
To understand the real-world impact of the USMWF’s work, it’s helpful to look at industries with similar risks to utilities. For example, in the construction sector, the organization’s advocacy led to heightened awareness of fall protection, which resulted in regulatory changes and widespread adoption of improved safety measures. In mining, the USMWF’s family support initiatives helped foster stronger support networks for workers, which eventually contributed to mental health and safety being recognized as essential components of workplace well-being.

These examples underscore how an organization like the USMWF, when partnering with companies and unions, can drive change that not only saves lives but also transforms workplace culture. The utility industry stands to benefit in much the same way, especially as the USMWF’s expertise and resources continue to grow.

Now is the Time to Engage
Utility companies operate in a landscape of rapid technological change, increasing regulatory demands and a growing emphasis on sustainability. Amid these shifts, the safety of the workforce remains the bedrock of operations. In this context, aligning with the USMWF offers utility companies an opportunity to enhance their safety protocols, improve compliance with evolving regulations, and build a reputation as a socially responsible, worker-centric organization.

Furthermore, with OSHA’s ongoing rulemaking processes and a renewed emphasis on injury and illness prevention, utility companies have much to gain from an ally with deep expertise in safety advocacy. The USMWF’s network can provide utilities with insights into regulatory changes, effective safety measures and family support mechanisms that are aligned with industry best practices. This engagement can serve as a proactive measure to prevent accidents, reduce costs associated with workplace injuries and demonstrate a commitment to safety leadership.

A Call to Action
For utility professionals committed to safeguarding their workforce, supporting an organization like the USMWF is more than a philanthropic gesture – it’s an investment in a safer, more resilient industry. By partnering with the organization, utility companies gain access to valuable resources, a network of safety advocates and an enduring reminder of the importance of protecting every worker. Through its programs, advocacy and family support initiatives, the USMWF offers a holistic approach to safety that aligns well with the goals of the utility industry.

And in a sector where risk is inherent, the organization offers a path forward that respects the lives lost while striving for a future in which every worker can return home safely. For utility companies ready to lead by example, now is the time to connect with the USMWF, champion workplace safety and contribute to a legacy of meaningful change.

About the Author: With over three decades of experience in the utility industry, John “Scotty” MacNeill, CUSP, serves as the national safety director for the Utility Workers Union of America. He has worked in roles ranging from lead mechanic to crane operator and rigger, and he also has extensive experience as a business agent representing line-clearance workers. In his current role, MacNeill is dedicated to ensuring safe working environments for utility workers nationwide, overseeing safety initiatives, and advocating for industry-wide health and safety standards. His commitment to worker safety drives his collaborations with OSHA, ANSI and various national safety committees, including his position on the USMWF board of directors.

Collaborating with the USMWF can reinforce a safety-first culture within utility companies while also supporting families and preventing future tragedies. For more information about the organization, including how to get involved, visit www.usmwf.org.

The primary goal of safety is to prevent injuries. We achieve that goal in most cases, though our rare failures often overshadow our frequent successes. And while it’s essential to analyze failures and apply lessons learned, it’s equally if not more important to highlight and replicate our successes. So, let’s explore how to define success, reinforce success and, most critically, ensure repeated and continuous success.

Success Defined
Success can be defined as desired behaviors achieving desired results – with extreme preference given to behaviors. From that definition, and in order from least to most desired, we get the following.

Incident: undesired behaviors with undesired results – someone doing something incorrectly that causes damage, injury or death. For example, I use improper work methods and cut myself with a knife.

Chance: undesired behaviors with desired results – someone doing something incorrectly that does not cause damage, injury or death (e.g., I walk under a suspended load that doesn’t fall).

Compliance: desired behaviors with undesired results – someone doing something correctly that results in damage, injury or death. For instance, I stop at a red light while wearing my seat belt and get rear-ended.

Success: desired behaviors with desired results – someone doing something correctly that does not cause damage, injury or death. As an example, let’s say I use lockout/tagout while performing electrical work and complete the work without shock or flash.

Reinforcing Behavior
To win and then win again, step one is to win and succeed. Assuming success, how do we reinforce and repeat it? Remember WIN, an acronym that stands for work, influence, normalize. The idea is that WIN results in work performed that influences future behavior through its consequences, eliminates undesired behaviors and reinforces desired behaviors.

Before discussing reinforcement of compliance and success, let’s briefly discuss incidents and chance. If an incident has occurred (i.e., undesired behaviors with undesired results), someone did something wrong and got hurt doing it. Aside from the application of disciplinary policies, this person had a negative experience and probably learned their lesson. You touch the stove, it’s hot, you get burned, you don’t touch it again. You don’t need additional reinforcement, punishment or penalty to stay away from the stove in the future.

Chance – undesired behaviors with desired results – needs additional consequences. In the example above, I walk under a suspended load and don’t get hurt. Unless I am provided with consequences that decrease this behavior in the future, complacency will set in and compound over time into normalization of deviation. The key is to understand why the behavior occurred. Was it because I didn’t know better, wasn’t paying attention or made a poor choice?

Compliance, which we earlier defined as desired behaviors with undesired results, is where we must use caution. Negative consequences, such as punishment or penalty, should not be given based on results when the behavior is good. The behavior needs to be positively reinforced, and training may be needed if a skills gap is identified.

Now let’s talk about success (i.e., desired behaviors with desired results) and make it our primary focus moving forward. Look for successes and make sure they are positively reinforced. Too often our attitude is “that’s what we pay them for,” and we don’t provide any feedback or reward. When people succeed, they should be given something they want or be able to avoid things they don’t. Examples include verbal feedback, opportunities to provide training or conduct job briefings, involvement in decision-making, and formal rewards programs.

Correlating Consequences in Practical Applications
One of the most important things to consider is giving each individual and crew a mechanism to do this for themselves, which comes in the form of post-job briefings or after-action reviews. Implement those and let the following questions be part of the conversation: What could we have done better? What did we do well that needs repeating? Were we lucky or were we good? How can we make lucky good and good great?

When performing observations and providing feedback, designate a success reinforcer. Find people above the line on the hierarchy of controls and/or who have direct controls in place for high-energy exposures, and then provide positive feedback. When you deliver that feedback, make sure you understand why the behavior occurred and that the individuals understand the value of repeating their behavior.

Formal rewards programs can be effective at reinforcing and normalizing behavior – if we shift from rewarding what didn’t happen to rewarding what did. Give incentives, for instance, to the person who provided the most peer-to-peer coaching rather than the group that had the lowest incident rate. Or praise the group that reported the most near-misses and good-catches rather than the group with the longest injury-free streak.

Conclusion
One of the biggest challenges in safety is that when it’s working correctly, it gets ignored because nothing happens and no one gets hurt. This can lead to organizational and individual complacency, thinking we have figured this out and can move on to the next thing. If you study human behavior, you’ll quickly learn that any behavior that doesn’t get reinforced – in other words, no good or bad consequences happen – becomes nearly extinct. That means we must positively reinforce success for it to be repeated. If we don’t, success will shift to compliance and ultimately chance and incident.

Learn More
You can learn more about this article by reading my book “Frontline Incident Prevention – The Hurdle: Innovative and Practical Insights on the Art of Safety,” and I hope you’ll join me for the free webinar on this topic January 8 at 11 a.m. Eastern. Thank you for reading, stay safe and be well.

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://frontlineutilityleader.com). Frontline covers critical knowledge, skills and abilities for utility leaders and aligns with the Certified Utility Safety Professional exam blueprint. 

Webinar: Win and Win Again
January 8, 2025, at 11 a.m. Eastern
Visit https://ip-institute.com/frontline-webinars/ for more information.

Q: Here in Australia, we recently read Jim Vaughn’s “Trainer the Trainer 101: Substation Entry Policies” (https://incident-prevention.com/blog/train-the-trainer-101-substation-entry-policies/). We have a 415-volt substation on-site; its doors and cabinets are locked. However, we are not comfortable allowing entry to the substation without some control over who is able to enter and the qualifications they must have. Do you know of any reference materials pertaining to entry requirements for non-qualified electricians, or is allowing them entry simply a no-no? We appreciate any help you can provide.

A: We are glad to hear from Australia and gratified to know that Incident Prevention magazine’s reach is becoming more international. Because we are based in the U.S., we are not experts on Australian labor law, but we do have colleagues who are members of the International Electrotechnical Commission (IEC). We’ve had some discussions over the years with Australian IEC members made possible by those colleagues. As it turns out, because today’s ability to exchange information in real time has made our work environments more uniform, Australia has work practices that have become somewhat universal.

We know that Safe Work Australia (www.safeworkaustralia.gov.au) has rules for employers and safety directors that mirror international standards. The only issue is whether your local enforcement jurisdiction has adopted the principles found in Safe Work Australia’s Model Codes of Practice.

Those codes require the employer – often referred to in Australia as a “person conducting a business or undertaking” or “PCBU” – to assess the workplace and ensure workers are not exposed to hazards. We think the most important practice is ensuring the competency of workers who could be exposed to energized electrical equipment. The definition varies slightly from source to source, but “competent” typically refers to a person trained, tested and qualified by the employer to understand and avoid the risks associated with their job tasks.

We don’t think your company’s integrated alliance is classified as an electric utility. That means your workers would fall under the code of practice intended to prevent their exposure to energized work unless there were no reasonable alternative; this would prohibit substation entry by individuals who are not specifically qualified to identify and control their exposure hazards.

As with most international standards, Safe Work Australia requires the employer/PCBU – even where no rule exists that defines safe work practices for substation entry – to consider all risks associated with the work, not just those covered by regulations and codes of practice.

The bottom line is that you have a responsibility to assess the workplace and establish safety and health standards that ensure your employees are not unnecessarily exposed to uncontrolled hazards.

Good luck, keep in touch, and let us know how things go.

Q: Our company has a rule that requires use of a portable equipotential mat when switching, but a question came up: How good is this type of mat – or any mat – if it is underwater due to heavy rain?

A: Thanks for sending us this question. We’re going to provide a very detailed answer because although the answer is as simple as yes, use of a portable equipotential mat does make a difference even in water, it’s important that readers understand why that’s the case.

The answer depends on the resistance of the path between the structure and the worker’s feet (touch potential) or the resistance between the worker’s feet (step potential). Whether ground is dry, damp or soaked makes a big difference in voltage (potential) and the level of the hazard to the worker.

Keep this in mind as we dig through the weeds here to understand the risk. Touch potential creates a parallel path with the structure, which will very likely include a division of total fault current between the path through the structure and the path through the worker touching the structure. That is not the case with step potential. Electrical current cannot flow across the earth’s surface without a complete electrical path to ground, and there is no complete horizontal path as opposed to down into the earth along the path of the structure, which is the earthing electrode.  Voltage can flow horizontally, but that’s only because a conductive element in earth gains a charge from the conductive element next to it and passes it on to the next conductive element simply by transfer of electrical charge. Electrical current cannot do that. Voltage without a current component is rarely deadly. Although fatal step-potential injuries occasionally occur in non-power-line exposures, they are very rare in power-line exposures.

Regarding touch potential, the goal of the equipotential mat is to electrically bond the structure and the worker touching the structure to prevent a potential difference between the two. In the case of structure-mounted switch operator handles, this is the lesser of the issues. Even if a portable mat were underwater, we suggest that protection would not be degraded for a worker standing on that mat, which is electrically bonded to the structure. We also know that wet ground is highly conductive, so it is very likely that if a worker is within reach of the structure, the distance between the worker’s feet and the structure is very short. Since the resistance is very low across the wet soil and the distance is very short, the potential difference across that distance is likely to be negligible. However, it’s not guaranteed to be completely without risk, so the equipotential mat is appropriate. Now, the earth-potential argument is based on principle and theory, lacking the assurance of a physical bond across the gap provided by the portable mat. The point here is that there is low risk to the worker with their hands on the switch operator handle in water, but those conditions cannot be assured – whereas using the portable mat ensures protection of the worker even in water.

The step-potential hazard in the gap between a worker’s feet is similar when assessed based on principle and theory. First, we must understand the IEEE definition of step potential as related to the voltage developed across the resistance of the earth 3 feet apart. That might be a good working definition, but on the ground, the distance does not matter. Voltage flowing across a resistance creates a potential across that resistance proportional to the voltage available and the resistance between the two points, distance notwithstanding. Like the issue of touch potential, the relative risk is the resistance in the gap, not the voltage crossing the ground. A worker standing with their feet together in highly conductive, wet, low-resistance earth is not likely to be exposed to a high-potential voltage. But as with the touch-potential principle, the resistance and voltage conditions at the time cannot be known; thus, we cannot assume the level of risk without commonly bonding that space between the worker’s feet through use of a portable mat or by insulating the worker’s feet.

Trying to manage the use of a portable vinyl mat in water must be difficult and might create a tripping hazard. Perhaps a vendor will invent a portable EPZ mat constructed with some form of non-floating material or a lightweight, rigid, conductive screen. We hope this detailed answer to your question helps you and other readers better understand both the risk and remedy. Keep in touch and let us know how the discussion goes.

Q: We spoke about underground distribution transformers last year during an iPi Monthly Forum (https://ip-institute.com/ipi-forum/), and I was wondering if you could provide some insight on overhead this time. We have a process called “half-tapping” or “back-tapping” of a pole-top transformer. Here is the wording: “Method for ‘piecing out’ (transferring) existing energized taps to a newly installed live conductor: This method is commonly practiced in the field, and it is known as ‘half-tapping’ or ‘back-tapping.’ This method allows an energized piece of equipment (e.g., a pole-top transformer) to remain energized while transferring load from existing primary conductors to newly installed primary conductors.”

This has been done in the past but hasn’t been taught in school; it is considered something to be learned during on-the-job training. It also hasn’t been taught in the field in quite some time. The process does mention proper isolation using rubber goods as well as proper PPE for live work. Are you aware of this process? Do you have any information that could help us better understand it?

A: What you’re referring to is a practice often used to keep a transformer in service while transferring load to a new three-phase system. It’s pretty much an old-school practice as the rule back then was no outages, especially if the transfer affected several transformers in a line section. Today, following the hierarchy of controls, many utilities take an outage as the preferred alternative to an energized transfer.

With planning, experience and proper cover-up, this practice is legal and can be done safely. The process is to spread the old phases; pull in and energize the new phases; and parallel tap all the transformers to both the old system and the new system. From there, crews go back to each bank or transformer and untap the old feed, leaving the transformers on the new feed. The parallel phase taps were always Kearney-squeezed on above the transformer fuse.

This is not a task for new or apprentice lineworkers, especially on two- or three-pot banks. Single pots are easy to half-tap, but utilities most often take outages on three-pot banks.

Without close supervision of workers and a true commitment to safety, cover-up as a policy can be a real problem; that’s because crews moving from pole to pole to half-tap a single transformer don’t want to slow down to cover up. That’s no excuse at all. It is possible to glove on the new tap and stay below the feeder, but crews should always blanket the dropout switch while they bug-on the tap.

Q: We are a small distribution contractor with eight trucks. Recently, while returning from storm restoration work in North Carolina, we were stopped by state troopers in two different states. In one state, the troopers had all our drivers get out and talk to them while they assessed the drivers for alertness, or that’s what we assume. They let the crew continue driving. In the second state, the troopers cited all of our drivers for record-of-duty-status (RODS) violations. We thought we had an emergency exemption. The troopers said the ride home is not considered an emergency under Federal Motor Carrier Safety Regulations (FMCSR) and that RODS applies. What are your thoughts?

A: It is a distinct possibility that some readers who respond to storms are not necessarily going to agree with our answer, but please don’t ignore this advice. During every storm response event, our industry sees crashes on the way home that often include serious injuries and fatalities. The Federal Motor Carrier Safety Administration (FMCSA) has exemptions for some of its regulations – such as hours of service and RODS – but there are limits. Specifically, 390.23(b) states the following: “Except as provided in paragraph (b)(1) of this section, §§ 395.3 and 395.5 of this chapter shall not apply to a motor carrier or driver operating a commercial motor vehicle so long as the motor carrier or driver is providing direct assistance during an emergency declared by the Governor of a State, their authorized representative, or FMCSA during the emergency period or 14 days from the date of the initial declaration of emergency, whichever is less.”

The FMCSA further states in 390.23(e)(3) that when “the driver has been relieved of all duty and responsibilities upon termination of direct assistance to an emergency relief effort, no motor carrier shall permit or require any driver used by it to drive, nor shall any such driver drive in commerce, until the driver has met the requirements of §§ 395.3(a) and (c) and 395.5(a) of this chapter.”

We’ve seen internet commentary from lineworkers who were stopped after recent storm restoration efforts. Some comments included hasty criticism of law enforcement, but that criticism is out of place. The practical defense of highway rules enforcement is right in our own metaphorical backyard. Lineworkers demand that our brothers and sisters work safely, that our employers provide the tools and support to keep us safe, and that each of us follows the rules to make it safe to work even in the harshest of conditions. None of that is any different than the FMCSA rules that are designed to keep drivers and the public safe. When you leave the bucket for the cab, you become a commercial motor vehicle (CMV) driver maneuvering a multi-ton vehicle at interstate speeds – and there are rules. The rules are based on practical experience. And just as in line work, the rules are to be followed to prevent accidents.

There are a few voices in our industry asking storm restoration managers to recognize that exhausted lineworkers are a hazard to themselves and the public. Planners should recognize that the FMCSA explicitly requires CMV drivers to follow the RODS and hours-of-service rules once they’re relieved from emergency restoration duties. Driving home is not part of the emergency, so driver logs apply, meaning that in compliance with federal rules, a driver leaving North Carolina must have a log entry showing 34 off-duty hours before they begin the trek home.

By the way, the FMCSA is very clear that “on-duty not driving” is any work for the employer that does not include driving duties. Yes, that seems impractical, but a very easy solution is to ferry return drivers to the storm location to begin those drives home.

The FMCSR exception has been around for a long time and many states give some leeway on enforcement. Interstate communications among highway law enforcement officers have put a spotlight on the number of line-truck crashes that occur, and the trends have been noted. Some of us have already heard that more states may be tightening up on enforcement of the return-home “end of exception.” So, as planners, we should be finding solutions to follow the law. There really is no excuse for lineworkers putting in 16-hour days for three to four weeks without incident during a storm restoration effort – only to fall asleep and crash on the drive home. We think sending fresh workers to drive trucks home at the end of deployment is one good solution.

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.

I was so excited when I became a journeyman lineman in the early 1970s. In those days, there was no such thing as a journeyman ticket – a union member or business agent would let you know that you had arrived. Seniority alone was the driver.

I was a union lineman in IBEW 84/896 located in Macon, Georgia. As there was no junior apprenticeship development program at the time, the senior linemen on the crews taught young apprentices. Apprentice school consisted of a two-week class to determine if an apprentice could climb a 40-foot pole well enough to become a journeyman. There was also a small segment of the class dedicated to building transformer banks and framing poles. That was it. The real learning began after being promoted to journeyman.

I was fortunate to learn from excellent, experienced senior linemen. Most had 10 years of crew experience or more, and I was privileged to work with them for the first five or six years I was on a line crew. Back then, we had six-man crews: three linemen, an apprentice, a winch truck operator and a foreman who was part of management (i.e., not a working foreman). The foreman was in charge, and he doled out a lot of advice to younger crew members as their on-the-job training was advancing.

Don’t Do This: Scenario 1
All of this was well and good until a task came along that no one on our crew had much experience with. For example, on one occasion, a customer simply could not find time for a scheduled outage that would allow us to relocate a bank of transformers feeding the building. So, the crew members put their heads together and devised a plan to parallel the YY bank with another bank. We set a pole and built a bank of 100-kVA transformers about 75 feet away. After the new bank was completed, we closed the switches, heated up the bank, and checked the voltage and phasing to ensure everything was correct with the existing bank. Everything looked good.

Next, we pulled a piece of 4/0 quadruplex from the new bank to the existing bank pole to connect the service from the new bank to the existing quadruplex. We then energized the existing bank, cutting the existing service in the clear. We had successfully completed a similar task at other locations in downtown Macon when converting the system from 4 kV to 12 kV – but this time we overlooked one step. Once the voltage and phasing checks had been completed, a lineman at the new bank pole opened the cutouts and de-energized the bank. At the same time, the old bank was still energized and serving the customer. While I was on the existing bank pole, I was instructed to recheck the markings on the quadruplex, confirm everything was correct, and make the connection from the new service to the existing service. The weatherproof jacket was removed, and we used H-frame compression connectors.

The problem was that when I connected the new and old services, a flash occurred that nearly scared me to death. I thought I had made a phasing mistake, but it turns out that none of us on the crew had realized that heating up the transformer from the secondary coil side was just like picking up a large load. That’s why the flash occurred, not because of a fault. Afterward, our resident engineer asked us why we didn’t have the transformers energized on the new bank. It was because we’d energized the new bank to parallel and had never had problems with that in the past.

So, another lesson was learned, even by the senior linemen on the crew. We had never asked about or verified the task we were to perform, and we had assumed everything would be fine using the procedure we chose. Had we asked for clarification, we could have avoided the incident altogether. Luckily, in the end, there was no injury to anyone other than some embarrassment.

Don’t Do This: Scenario 2
The next real-life “don’t do this” scenario I want to share with you involved a crew building a two-transformer open delta UD bank. We were continually building these banks to feed sewerage lift points in subdivisions that did not have three-phase primaries when they were designed and cable was installed. After load surveys were conducted, engineers decided that splitting the loads of the total number of houses into two different phases would be adequate and not cause a load imbalance on the overhead system that fed underground.

Keep in mind that because of terrain and land elevation, gravity flow of sewage is not always possible. Inevitably, some of it must be pumped uphill. When we were building these types of banks, a three-phase lift pump would typically be needed on the backside of the subdivision.

A two-transformer open delta bank must be built with only two phases available. I’ve never personally had a problem installing one, but in this cautionary tale, a crew learned a valuable lesson after one of their crew members was nearly killed by an energized bank. The crew had been instructed to build a two-transformer open delta bank – although they’d never installed one before. The incident report stated that the crew was following the company specifications book as required. To use the entire coil for the high leg on delta service, the neutral spade in the power transformer of the two-transformer bank had to be isolated. Next, the specifications book stated that the transformer tank ground must stay in place after removing the neutral strap from the transformer bushing. The crew missed that step.

As a result of the tank not having the concentric neutral or neutral bus attached to the system neutral, the internal high-side coil needed to be connected to the system neutral by the tank ground. That means the tank had primary voltage potential given that the high-side primary-side coil was internally attached to the tank. When elbows and bushings energized the transformer, the tank was also energized. Unfortunately, one of the crew members contacted the power transformer and the lighting transformer. He didn’t sustain any severe injuries, but again, lessons were learned. First, if you’re unsure, stop the work you’re doing and ask for clarification. And second, be sure to test and verify that all connections have been made per your company’s specification requirements.

Conclusion
I feel that stories like these are worth passing along to new lineworkers who are learning the trade as I did many years ago. You can read about other events I’ve witnessed – and the lessons learned from them – in my book, “Legends of an Ole’ Lineman.”

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!

Employers in our industry must have policies and procedures in place that align with OSHA’s qualified worker requirements. Each employer also must be able to defend its interpretation of those requirements. Many can’t do it. This is something I come across in almost every OSHA and civil litigation case I work on. Whether it’s General Industry (29 CFR 1910.269) or Construction (1926 Subpart V), the requirements are the same. If an employer assumes a journeyman’s ticket is proof of qualification, they have made a mistake. The employer’s duty is not met by third-party certification alone under the employee qualifications standard.

In 2018, OSHA issued a final rule – “Cranes and Derricks in Construction: Operator Qualification” – that includes the following paragraph: “This rule continues to require operator training. It likewise clarifies and continues the employer duty to evaluate operators for their ability to safely use equipment. Just as an employee’s driver’s license does not guarantee the employee’s ability to drive all vehicles safely in all conditions an employer may require, crane-operator certification alone does not ensure that an operator has sufficient knowledge and skill to safely use all equipment. The record makes clear that employers need to evaluate operators and provide training when needed to ensure that they can safely operate cranes in a variety of circumstances. Similarly, and also consistent with many employers’ current practices, employer evaluation of a crane operator’s experience and competency with respect to the particular equipment assigned is essential to ensuring the safe operation of cranes on construction sites. This final rule accordingly continues the common-sense requirements that employers train operators and assess their competence and ability to work safely” (see www.osha.gov/laws-regs/federalregister/2018-11-09).

Now, let’s cover the qualified worker requirements clearly and concisely. To make it simple, we will review them from the perspective of the General Industry rules. Paragraph 1910.269(a)(2), “Training,” is part of the OSHA regulations concerning safety standards for electric power generation, transmission and distribution. It is a portion of the broader regulations found in 1910.269, which address hazards specific to the electric power industry.

As I noted earlier, readers should understand that the General Industry and Construction qualification requirements are the same. They have nothing to do with how well a lineworker, plant electrician or mechanic makes up an elbow or motor or frames a pole. Also be aware that the 1910.269(a)(2) training rules apply to generation plants. Specifically, these rules apply to how an employee analyzes and mitigates hazards, which is a product of training by the employer.

Training Requirements
Paragraph 1910.269(a)(2) instructs the employer to train employees in the recognition and avoidance of hazards in their work environment related to electrical power generation, transmission and distribution. It requires employee understanding of the safety-related work practices that pertain to their assigned tasks, necessitating training by the employer on how to identify and mitigate or avoid hazards.

Employee training also must cover any procedures involving electrical safety and the correct use of personal protective equipment.

The OSHA regulation emphasizes that employees who are expected to work on or near energized lines or equipment must receive training that ensures they are qualified to do so safely. Training should be specific to the hazards employees will face in their working conditions.

Further, 1910.269(a)(2) requires all employees to be trained in first aid, including CPR, and competent to perform rescue.

This section reinforces OSHA’s commitment to ensuring that workers who are exposed to electrical hazards are properly trained to avoid accidents and injuries.

Per paragraph 1910.269(a)(2), an employer must confirm – through a combination of training, verification and demonstration – that employees are qualified to perform their job tasks. Following are the key elements an employer needs to consider when confirming qualification:

• The employer must provide sufficient training to employees so that they understand the specific hazards associated with their tasks and work environment. This training should cover all relevant safety-related work practices, procedures and emergency response actions.
• Employees must be trained to recognize and avoid unsafe conditions and in the safety practices applicable to their jobs.
• Training must include both knowledge and skills assessments. The employer must verify that employees comprehend and are competent in the work practices they are taught. Verification can involve written testing, oral testing, hands-on demonstrations and job-specific evaluations.
• Employees must demonstrate proficiency in the use of PPE, tools and methods for electrical safety.

Practical Demonstration
Employees must demonstrate their ability to safely perform work tasks under normal or simulated conditions. Demonstration could include supervised fieldwork or controlled exercises during which employees apply what they have learned to both their normal and occasionally assigned tasks.

The employer must ensure each employee can perform their work without creating risks for themselves or others.

Recordkeeping
Written training records are not required by 1910.269(a)(2). However, the employer must be able to convincingly demonstrate that employees have been trained. You can rely on a supervisor’s testimony and co-worker witnesses, but it is much more defensible to be able to provide training records to compliance officers investigating an incident. Such records document that employees received the necessary instruction and can serve as proof that employees were adequately trained.

Reevaluation and refresher training are required by 1910.269(a)(2) under specific circumstances. If an employee is injured and determined to be in violation of the training they received, OSHA will want to know how the employer keeps track of employee performance and when retraining is required. Employers must periodically evaluate employees to ensure they continue to perform their work safely, and they may need to provide additional training if deficiencies or new hazards are identified.

Qualification for Specific Tasks
Employees working on or near energized lines or equipment must be qualified to perform their tasks safely. Being qualified means that the employee has been trained in the specific hazards of electrical power and demonstrated the ability to perform assigned duties in a way that minimizes risks.

To read the specific requirements, see paragraphs 1910.269(a)(2)(i) through (a)(2)(ii)(E).

Supervision and Observation
Employees must work under direct supervision until they are fully qualified. The employer must ensure that employees in training are not exposed to hazardous situations without proper oversight.

The employer is also responsible for ongoing observations to ensure that employees maintain the necessary qualifications over time. That means supervisors must be trained to recognize their responsibility in ensuring that employees demonstrate – and continue to demonstrate – their qualifications.

In essence, the employer ensures employees are qualified under 1910.269(a)(2) by providing thorough training; verifying employee understanding through demonstrations and assessments; documenting the process; and ensuring ongoing supervision and reevaluation to maintain safe work practices.

Should We Hire a Third-Party Trainer?
While third-party trainers can be part of the process to train employees on safety-related work practices, using their services does not fully satisfy an employer’s obligation to ensure employees are qualified. OSHA places the ultimate responsibility for employee qualification on the employer, which involves more than just providing training.

There are two key points to understand about the role of third-party training in meeting the employer’s obligation. First, even if third-party training is provided, the employer remains responsible for ensuring that employees are fully qualified to safely perform their tasks. And second, this means the employer must verify that any third-party training is adequate, relevant, and specifically addresses the tasks and hazards employees will encounter in the workplace.

Third-Party Training Verification
After third-party training is conducted, the employer still must evaluate employee knowledge and skills to ensure that the training was effective and that each employee truly understands the material.

The employer should verify that the employee can demonstrate proficiency in the specific work practices, procedures and safety measures necessary for their job. This verification often includes hands-on assessments, on-the-job observations or performance-based testing.

Since third-party training may cover general principles and practices, the employer also must ensure that employees receive any additional, site-specific training necessary to address unique hazards and procedures they will face at the employer’s location.

Task-specific qualification may be required based on the actual work to be done (e.g., work near energized lines or equipment), which may not be fully covered by a third-party training program.

Third-party training using qualified trainers with specialized knowledge and skills can be effective, and when effective, this is a defensible method of meeting the 1910.269(a)(2) requirements. The training contract should define what the third party is going to deliver and how they intend to ensure their training’s efficacy.

Still, the employer must ensure that the employee is fully qualified by verifying their ability to perform their job safely, providing additional training when necessary, and ensuring the employee understands site-specific hazards and procedures.

Ultimately, the employer is responsible for the employee’s competence and safety on the job, even if they use external training providers. Third-party training can be a helpful component of an employee’s overall training program, but it must be supplemented and validated by the employer.

About the Author: After 25 years as a transmission-distribution lineman and foreman, Jim Vaughn, CUSP, has devoted the last 27 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.

The holiday season is a wonderful time to spend with family and friends and to reflect on our gratitude for all the blessings we have. The joy and love we share during this magical season often graces us with memories we’ll cherish for years to come.

But once the holidays are over and Monday rolls around again, it’s time to get back to work. How do you come down from your emotional high and begin to refocus on your work responsibilities?

It’s all about dialing in.

Each of us has an internal switch that we must flip to help ensure we stick around to make more beautiful memories with our loved ones. When we actively, consciously shift our mindset from holiday mode to work mode, we adjust our focus. A significant portion of maintaining that focus involves asking ourselves questions that matter throughout every workday. For example, how engaged do I need to be during this tailboard? Can I get away with only wearing half of my PPE today? I’m just going to make this quick connection – is it OK if I work by myself?

To better understand what I mean, imagine a worker who doesn’t ask himself those questions. Or, imagine if he asked those questions but still felt it was OK not to engage in the tailboard, OK not to wear all his required PPE or OK to work by himself. If that worker were injured or killed because of any of those actions (or inactions), what would you say about him? Probably something along the lines of, “I can’t believe he did that – that’s crazy.”

Now, ask yourself how many times you have put yourself in those same or very similar scenarios. The only difference between you and that injured worker is one word: yet. None of those things has happened to you yet. Next, consider your family and friends for a moment. Think about all the holiday seasons – past and present – you’ve had together making beautiful memories. Then consider the people you work with every day. Picture their families and friends and all the good times they’ve celebrated. Don’t you want those good times to last for many years, for every single one of you?

Maybe you’ve cheated danger in the past. You didn’t fully engage in that tailboard. You chose not to wear all the required PPE for that job you performed. You decided to work alone even though you knew it was safest for two workers to perform that task.

This moment, however, is your opportunity to change your behavior. As the holiday season begins to wane and you’re beckoned back to work, take some time to reflect, refocus and shift back into game mode. Think about all the years of holiday seasons (and much more!) still to come. And then make a daily commitment to (1) asking yourself safety questions that matter and (2) reminding yourself that the decisions you make today will impact all of your days ahead – so be sure to choose wisely.

About the Author: Jennifer A. Martin works as a safety manager for Michigan-based D and T Power LLC (www.dandtpower.com).

Hand Protection for Electrical Shock and Arc Flash Hazards

Written by Hugh Hoagland and Zarheer Jooma, BSEE, M.S. on October 1, 2024. Posted in Worksite Safety.

Read the full article:
Click here.

Ensuring proper hand protection against electrical shock and arc flash hazards is vital for worker safety. This podcast explores advancements in protective gloves, safe work practices, testing methods, and international standards.

Key Takeaways:

• Evolution of Hand Protection: From basic gloves to advanced multihazard protective gear.
• Standards and Testing: Overview of ASTM D120-22 specifications.
• Safe Work Practices: Integrating proper glove use into safety protocols.
• International Standards Updates: Recent developments in global standards.

FAQs:

1. What are the main types of hand protection used for electrical work?

Rubber Insulating Gloves: Protect against electrical shock, classified by voltage rating.

Protector Gloves: Provide mechanical and thermal protection, now available in advanced materials.

2. Why are protector gloves worn over rubber insulating gloves?

• Mechanical Protection: Prevents punctures and cuts.
• Thermal Protection: Shields against heat and flames.
• Grip Enhancement: Improves handling in challenging conditions.

3. What are the key considerations for selecting hand protection for electrical work?

• Shock Hazard: Use gloves rated for appropriate voltage.
• Arc Flash Hazard: Select gloves with sufficient arc ratings.
• Mechanical Hazards: Consider cut and abrasion resistance.
• Environmental Conditions: Assess factors like temperature and chemicals.
• Dexterity Requirements: Choose gloves that allow safe, efficient task performance.

4. How often should rubber insulating gloves be tested?

OSHA mandates electrical testing every six months per ASTM D120, with daily visual inspections before use.

5. What are the recent advancements in hand protection for electrical work?

• New Materials: Improved dexterity, grip, and cut resistance.
• Multi-Hazard Protection: Gloves that combine insulation with other safety features.
• Enhanced Comfort and Fit: Innovations for better usability and compliance.

6. What are the challenges of hand protection in clean room environments?

Non-leather gloves, such as those conforming to ASTM F3258, address contamination concerns while maintaining protection.

7. How do international standards compare to US standards for hand protection?

IEC 60903 lacks thickness requirements but aligns more closely with US practices through updates like IEC 63232.

8. What should workers do when exposed to both shock and arc flash hazards?

Combine rubber insulating gloves with arc-rated protector gloves to meet OSHA and ASTM standards for dual protection.

#ElectricalSafety #ArcFlashProtection #HandProtection #WorkerSafety #PPE #SafetyStandards

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 the Safety by Design podcast, Pam Tompkins, CUSP, shares her extensive 40-year journey in the utility safety industry. Pam dives into the critical importance of intentional safety planning and proactive assessments, emphasizing the need for quality over quantity in safety initiatives. With insights drawn from her global consulting experience, Pam provides actionable strategies to design systems that protect both employees and organizations. She also previews her upcoming article series in Incident Prevention Magazine, which will provide a deep dive into transforming safety practices for utility professionals.

Key Takeaways

1. Proactive Assessments are Vital: Most safety assessments are reactive, conducted after incidents occur. Pam stresses the need for proactive assessments to prevent significant injuries or fatalities.
2. Quality Over Quantity: Simply adding more safety initiatives doesn’t translate to better safety outcomes. Organizations must ensure their programs are effective and aligned.
3. Importance of Standards: Leveraging ANSI and ISO standards can guide organizations in creating robust safety systems.
4. Systemic Alignment Matters: Safety programs should align at all organizational levels to ensure effectiveness and consistency.
5. Baseline and Metrics: Establishing a baseline and measurable goals for every safety initiative is essential for tracking success.

#SafetyByDesign #UtilitySafety #ProactiveSafety #CUSPLeadership #IncidentPrevention #WorkplaceSafety

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

As part of its mission to make the road a safer place, Grote Industries has announced its new line of warning lights, Grote WorkShield. Powered by HINVII technology, WorkShield lamps use minimally visible, low-wavelength light to illuminate high-visibility material, significantly raising its conspicuousness without distracting personnel or disturbing traffic.

Designed to deliver the visibility critical to worker safety, Grote’s WorkShield lights are versatile enough for any application and can be strategically mounted on a wide variety of equipment like utility trucks, tow trucks and emergency response vehicles. This allows them to illuminate the high-visibility clothing and material on a work site without directing visible light into traffic or other surroundings.

The WorkShield product line currently features two flat-mount options. The first uses six LED diodes producing low-wavelength HINVII light, while the second supplements the base model with four amber light diodes for added versatility. Both versions mount easily to nearly any solid, flat surface. www.grote.com

KASK, a designer and manufacturer of head protection, has launched the Utilities Collection – created to protect U.S. utility workers from electrical hazards, heat and flames.

This new collection combines advanced helmet features with safety accessories, focusing on fire-resistant, fire-retardant and arc-rated equipment. It is specifically designed to meet the demanding safety requirements of U.S. professionals in industries responsible for maintaining city infrastructures. The KASK Utilities Collection has been tested against multiple arc flash safety standards.

At the heart of the new collection is the ZENITH X2 FR helmet, which meets ANSI Z89.1 Type I and Type II standards, providing all-around protection against impacts and penetration from the front, rear and sides. KASK subjected Zenith X2 FR to the ASTM F2621 test to ensure that it did not melt, drip or ignite when exposed to high levels of thermal energy. The helmet passed the test, ensuring protection at energy levels of up to 19 cal/cm².

To further enhance worker safety in fire-prone and high-risk environments, the helmet can easily be equipped with an FR sun shield, FR neck protector, arc visor and FR padding. www.kask-safety.com/en-us/utilities-collection.htm

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

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/