The Time is Now: Reevaluating Threat and Violence Exposures in the Field

A lineman’s work was relatively straightforward in the early days of our trade: We built power lines with wire and poles, making sure the big end of each pole went into the ground first.

Now, as I begin my 35th year in electric distribution, the line crew work environment is rapidly evolving. An especially concerning change is the uptick in hostile threats and violent acts perpetrated against utility workers in the field. Recognizing and adapting to this change is critical to the well-being of our frontline workforce.

In CPL 02-01-058, “Enforcement Procedures and Scheduling for Occupational Exposure to Workplace Violence,” OSHA provides the following definition of “workplace violence,” adopted from the National Institute for Occupational Safety and Health: “Violent acts (including physical assaults and threats of assaults) directed toward persons at work or on duty.” The directive also reiterates that a hazard is “a workplace condition or practice to which employees are exposed, creating the potential for death or serious physical harm to employees” (see www.osha.gov/sites/default/files/enforcement/directives/CPL_02-01-058.pdf). OSHA addresses workplace violence through its General Duty Clause, which requires employers to provide their employees with a workplace free from recognized hazards.

Given the increase in animosity toward our nation’s frontline workers and the fact that OSHA standards merely set minimum safety and health requirements, now is the time for our industry to establish best practices that shield workers from threats and violence in the field.

January 2026 Incident
Winter Storm Fern struck Middle Tennessee in late January 2026, knocking out power to more than 225,000 households. On February 3, as an eight-member mutual-assistance line crew worked to replace a broken pole in the area, an angry utility customer approached them in the right-of-way.

The customer walked up to a bucket truck and opened one of its doors, first cursing at the crew members inside, then stating, “I know what I’m going to do.” After walking back to his house, the customer proceeded to fire multiple gunshots. Crew members took cover behind their trucks and equipment and immediately called 911.

When police arrived, they found the customer armed with a 9-millimeter handgun. Officers secured the firearm and arrested the man, who later admitted in his statement that he was angry because he believed crew members had driven through his yard, creating ruts in the ground, and disconnected electrical service to his home. He also stated that he returned to his house after the verbal confrontation for what he described as “gunpowder therapy.” Eventually, the customer was charged with eight counts of aggravated assault.

Abatement Options
This incident is one of three similar events that have occurred in Middle Tennessee over the past year. Line crews were involved in each case, suggesting that we must prioritize the reevaluation of field violence risks and our organization’s mitigation tactics, with particular attention given to lone workers operating at night. As you conduct your reevaluation, consider adopting the following abatement methods.

• Implement two-person crews to mitigate lone-worker risk.
• Utilize personal alarm systems and security devices, such as panic buttons, hand-held alarms and noise devices.
• Establish relationships with local law enforcement agencies. Immediately alert them to any threats of violence.
• Where risk is anticipated, confirm and document service availability for cellular phones and radio channels. This is especially critical in rural areas.
• Continually train employees in the recognition and deescalation of verbal abuse as well as the appropriate steps to take if deescalation tactics are ineffective.

Conclusion
Our industry has come a long way since Thomas Edison introduced the light bulb nearly 150 years ago. Addressing the risk of field violence is an imperative next step in our evolution. While complacency is a natural biological function, we must acknowledge the changing times and keep pace with them – which requires us to periodically review our policies and procedures, making any needed adjustments to align with current industry regulations and best practices. Doing so will aid in safeguarding employees while also shielding employers from potential legal action.

About the Author: Doyle Totty, CLCP, CUSP, is a U.S. Navy veteran and utility safety professional with more than three decades of experience in electric utility operations, storm response and safety leadership. He currently serves as safety director for Tennessee-based Dickson Electric System. Totty previously spent 22 years with Meriwether Lewis Electric Cooperative in engineering, operations and safety before retiring in 2012. After retirement, he supported storm restoration efforts and later served as a general foreman with Davis H. Elliot.