Incident Prevention Magazine

Hugh Hoagland and Stacy Klausing, M.S.

Specifying Arc-Rated and Flame-Resistant Gloves

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Until recently, standard specifications and conformity assessments of flame-resistant (FR) gloves fell into no-man’s land. While many end users have requested FR gloves, there has not been a standard in the industry for manufacturers to use to specifically label their gloves as flame resistant. In 2013, ASTM F18 set forth a standard for testing gloves in arc flash exposures to provide an arc rating; ASTM F2675 offered arc ratings for gloves, but F696 protector gloves and D120 rubber insulating gloves were excluded. This did not prevent testing of rubber insulating or protector gloves, but many manufacturers would not label their gloves because of these exclusions. Most arc-rated (AR) gloves on the market are work gloves designed as ground gloves or for low-voltage operations to protect from arc flash, but they have no shock protection. This has created a challenge for manufacturers in the marketplace – they are left to decide on their own how to test and interpret their product to make such claims. To further complicate matters, gloves in the AR and FR PPE industry have become increasingly complex to offer better grip and protection from multiple hazards (e.g., impact, cut and puncture), with designs that include extra components that may ignite under certain conditions. With these changes in the market, how can you be sure you’re specifying what you need when it comes to hand protection?

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Bill Martin, CUSP, NRP, RN, DIMM

Recognizing Our Human Risk Factors

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Determining the root cause of an incident or accident gives us the opportunity to share lessons learned to help prevent future duplication of the event. In this article, we’ll identify those inherent human traits that seemingly have little to do with the tasks lineworkers perform but often are the cause of incidents. It’s difficult to mitigate risk if we don’t recognize it, so let’s explore how simply being human can set traps for us.

Inattentional Blindness
Before we go any further, please be interactive here. Log onto your computer and plug in https://youtu.be/KB_lTKZm1Ts. The link will lead you to an awareness test during which you simply count the number of passes one team makes in a 15-second basketball game. Spoiler alert: If you haven’t watched the video yet, don’t read any further until you have.

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Mack Turner, CUSP

Feedback and Accountability in the Disciplinary Process

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Disciplining employees is always a tough task to handle, so it’s not surprising that many leaders and employees have a fear of the disciplinary process. However, discipline is a necessary part of business. That’s because sometimes, despite people’s best intentions, course correction must occur. As leaders who are tasked with doling out discipline, we should be careful to focus on the company’s needs in addition to the well-being of our employees throughout the process. We also need to keep in mind that our employees are our most valuable asset and should be treated with respect regardless of circumstances. In the end, although the disciplinary process can cause anxiety, fear and a host of other emotions, it can be a win-win for both sides.

When I started in this industry over 25 years ago, a nickname was bestowed upon me – I became known as “Grunt.” If I did anything that my foreman did not like, descriptive yet not-so-nice words escaped from his mouth, and I was threatened with unemployment. In another incident, I once watched a seasoned journeyman accidentally run a bucket into a phase, after which he was told by the foreman to grab his tool bag and lunch and get off the job. We know now that this kind of discipline and correction would never fly in today’s workplace – and it shouldn’t. Both leaders and employees deserve a disciplinary process that is fair and puts a focus on giving our employees – and the workplace – a chance for a positive forward direction.

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Stacey Simmons

The Hard Hat Celebrates 100 Years

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When you think of people who have changed our lives with their inventions, you may think about Thomas Edison and his lightbulb or Alexander Graham Bell and his telephone. Not many of us would think to include Edward W. Bullard on that list, but 100 years ago – in 1919 – he invented the hard hat, which today is one of the most recognized safety products in the world and is responsible for saving thousands of lives over the past century.

To truly trace the heritage of the hard hat, we have to go back even further to 1898, when Edward Dickinson Bullard founded E.D. Bullard Co. in San Francisco. The company originally supplied carbide lamps and other mining equipment to gold and copper miners in California, Nevada and Arizona. Then, when Bullard’s son, Edward W. Bullard, returned from serving in World War I, he went to work for Bullard Co., combining his understanding of customer needs with his experiences with his doughboy army helmet to design protective headgear for miners.

The young Bullard called his protective headgear design the Hard Boiled Hat because of the steam used in its manufacturing process. The original Hard Boiled Hat was made of steamed canvas, glue, a leather brim and black paint. This invention revolutionized mine and construction worker safety. Edward W. Bullard then took his Hard Boiled design one step further by building a suspension device into the hat, and that became the world’s first commercially available industrial head-protection device.

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Jim Vaughn, CUSP

Train the Trainer 101: Telcom Workers Don’t Need FR – Or Do They?

The question that is the title of this installment of “Train the Trainer 101” originally came to me from a client during safety training for the company’s distribution employees. The client is a T&D contractor with a telecommunications (telcom) division. And yes, the question was regarding arc flash, which is not the same thing as FR. To utility workers, FR formerly meant “flash resistant.” The acronym FR was stolen from the utility industry by the road construction industry for traffic safety vests and now has come to stand for “flame resistant.” Flame resistance is the quality of a material designed for protection from exposure to fire or flame, not electrical arcs. OSHA, which does not use “FR” in the standards, requires that arc flash protective clothing also must be flame resistant to ensure clothing does not continue to burn after exposure to an electrical arc. In addition, flame resistance is required for the outer layer of clothing worn by an electrical worker who could be exposed to a heat source that could ignite that outer layer. There has been confusion, so it is important to recognize that use of the term “FR” on a traffic vest label does not mean the vest is arc protective; it is only flame resistant, meaning it has resistance to burning and will not continue to burn if the flame exposure is removed. It’s a habit to use the term FR when referring to arc flash protective gear, but we all need to understand the difference in labeling.

Now, back to the initial question. My first thought upon hearing it was that telcom workers are not required to use FR. After all, telcom is regulated by OSHA 29 CFR 1910.268, and 1910.268 does not require arc protective clothing like the 1910.269 standard does. But the answer doesn’t end there. So, if you are in the telcom business, don’t stop reading here. This is a lesson on interpretation of the standards as much as it is an answer to the question, who is required to wear arc flash protection?

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Danny Raines, CUSP

Voice of Experience: Planning for a Storm Restoration Effort

The electric utility industry is experiencing more major catastrophic storms than ever. Hurricanes, tornadoes, and snow and ice storms are taking their toll on both systems and employees. It was just several months ago that we were dealing with back-to-back hurricanes – Florence and Michael – and now we’re well into a winter that has dealt large swaths of the country plenty of snow and record-breaking low temperatures. 

At some point I stopped counting the number of storms I have worked during my 51 years in the industry. What I do know is that each storm has been a learning experience for me. One thing I’ve noticed over time – in addition to the increase in the number and severity of natural disasters – is that mutual assistance from other utilities and contractors has become a significant resource for host utilities that have suffered damage from these events. In light of that, I want to share some information that may help things go more smoothly for you and your crews during future restoration efforts.

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Jim Vaughn, CUSP

February-March 2019 Q&A

Q: We have crews working under a clearance on a de-energized circuit jointly controlled by two different utilities (employers). The concern is that the other employer’s personnel, wishing to bundle maintenance opportunities during the outage, are taking protective relays out of service on their end of the circuit. If a switch were inadvertently closed on their end, taking their relays out means no tripping protection since the other end of the circuit is open, too. Such an action could delay if not eliminate relay protection and raise current on the grounds protecting our workers. Is there an obligation between utilities to manage an outage under common rules?

A: There is an OSHA-based solution that comes in two parts. And even though your question is about grounding and tripping during inadvertent re-energizing, the solution to the issue actually lies ahead of grounding.

As you are aware, OSHA 29 CFR 1910.269(m) contains the rules for de-energizing lines and equipment for the protection of employees. That rule section is the pre-eminent means of ensuring no switch is ever closed without the permission of the employee in charge of the equipment or lines that have been de-energized and placed under their control. As you noted in your inquiry, we ground a circuit after the clearance process to ensure against any possibility of re-energizing. The grounding is based on an evaluation of relay trip settings to assure effective tripping to protect the crew under the clearance. Any change to the values or trip settings puts the crew at risk.

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David McPeak, CUSP, CET, CHST, CSP, CSSM

Frontline Fundamentals: Developing a Complete Definition of Leadership

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Our industry is under a lot of pressure. There is the ever-increasing pressure to keep the lights on and rates down by performing work efficiently and safely. To do more with less. Adding to the pressure is an aging workforce, high levels of turnover, and changes in workforce demographics – such as generational differences – that make it difficult to recruit and retain qualified employees.

What that means is leadership is more challenging and more important than ever. As the industry evolves and changes, so must its leaders. For that reason, leadership will be the focus of our 2019 Frontline Fundamentals columns and webinars. I highly encourage you to read the articles; send us your questions, concerns and experiences; and actively participate in the free webinars. Most importantly, take these opportunities to evaluate and improve yourself as a leader. Remember, leadership is a skill that can be improved.

In the remainder of this article, we are going to discuss two things that keep leaders in our industry from reaching their full potential: fear and an incomplete definition of leadership. We also will define leadership, how it is measured and outcomes produced by successful leaders. Lastly, we will address critical characteristics that effective leaders possess.

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