Utility Worksite Safety Articles

In our first article in this series (see https://incident-prevention.com/ip-articles/when-osha-electric-power-safety-standards-apply), we discussed how to apply OSHA’s electric power standards. This article will review OSHA 29 CFR 1910.269 and 1926 Subpart V training requirements relating to qualified and unqualified employees.

To determine training requirements, you must first ask the question, are my employees exposed to electric power system hazards? If so, the training portion of the OSHA electric power standards should apply.

OSHA requires all employees to be trained in the safety-related work practices, safety procedures and emergency procedures that pertain to their job assignments. This includes employees performing covered work, as discussed in the first article of this series, and employees who access areas restricted to qualified employees in order to perform nonelectrical work.

Examples of employees who access restricted areas include an employee spraying herbicide around underground enclosures, a warehouseman delivering substation equipment inside an energized substation, and a maintenance employee replacing “Danger” signs inside an energized substation. Each of these nonelectrical employees has potential electrical hazards and risks associated with their job tasks that must be identified. Unfortunately, nonelectrical employees are many times exposed to unknown electrical hazards, such as step and touch potentials they do not know exist, which emphasizes the importance of effective training.

All of us have experienced mishaps in our daily lives, both at home and at work. An accident typically is defined as an unwanted incident occurring unexpectedly and unintentionally, usually resulting in damage or injury.

In our work lives, proper training develops our mindset as well as our knowledge. Increasing our knowledge allows us to identify known hazards and to recognize unknown hazards. Training value is understood and incorporated into workplace law. OSHA’s General Duty Clause requires employers to furnish to each of their employees a workplace that is free from recognized hazards that cause or are likely to cause death or serious physical harm. In addition, each employee shall comply with OSHA rules, regulations and orders that are applicable to their own actions and conduct. We assure employees can follow the law by training them with the necessary knowledge and intangible tools to make them more effective.

The job hazard analysis or job briefing is an effective tool for identifying hazards. A job briefing is required by OSHA rules that employers and employees must abide by (see 29 CFR 1910.269(c) for general industry and 1926.952 for construction). The briefing is an intangible tool that uses recognition and reasoning through knowledge and experience. Here is where the human brain is leveraged to be successful. Guidance from OSHA requires that a job briefing discuss hazards associated with the job; the work procedures involved; special precautions; energy-source controls; and personal protective equipment requirements.

Creating a safety mindset and a culture of caring can be facilitated using the process of socio-biomimicry. Simply put, biomimicry is a way to solve engineering and other problems by looking to nature. The term was popularized in 1997 by Janine M. Benyus in her book, “Biomimicry: Innovation Inspired by Nature.”

Nature can also be used to inspire a fresh look at social systems and how other life groups manage safety. I developed the Safe-ari process of socio-biomimicry to solve a client’s problem of fading situational awareness. Fourteen learning points on situational awareness were distilled from safari photos – some of which we’ll take a look at in this article – and woven into employee meetings. In one representative session with a group of 48 people, using pre- and post-surveys with the Likert scale (1-7 rating) plus comments, the following results were delivered:

• 30% improvement in understanding what situational awareness means
• 90% improvement in listing three situational awareness concepts
• 40% improvement in helping other people think about their own awareness
• 50% improvement in comfort of leading a toolbox talk on situational awareness
• 90% improvement in generating a year’s worth of situational awareness topics
• 50% improvement in listing three ways people are not situationally aware
• 50% improvement in knowing how to incorporate situational awareness into daily actions

Results such as these suggest that socio-biomimicry is a successful methodology for raising safety consciousness and creating touch points for easy recall of safety messages.

Salt River Project, or SRP, is a power utility located and operated in the greater Phoenix area. Created as part of the federal Reclamation Act of 1902, it was originally established to help secure a reliable water source to the desert valley. Today, SRP not only provides reliable water – it also supplies reliable power to over 1 million customers, operating and maintaining all of its own assets, including generation, transmission and distribution.

The utility has a successful 500-kV barehand/live-line program that dates back to the late 1970s. In the fall of 2018, SRP experienced a boom flashover event during preparation for 500-kV barehand work. The procedures the utility had developed over the history of its barehanding program, and the crew’s careful execution of those procedures, saw everyone return home unharmed on the day of the incident.

Safety procedures sometimes are developed following an injury or incident that may have occurred a long time ago. In our industry, we often adhere to procedures without having personally witnessed why they exist. The 2018 event is one case where we got to see up close and personal why SRP’s safety procedures are so valuable. We have a very tight-knit group where you don’t just know the crew members; you know their families, too. Our safety culture exists in service to a broader community.

When it comes to lifting transformers, aerial devices equipped with jibs are one of the handiest tools available to lineworkers. Compared to old methods for transformer replacement – which required workers to climb the pole and use a pulley to manually lift the transformer – using a jib is safer, easier and more productive.

Most aerial devices sold to companies in the utility industry are equipped with jibs. However, not all jibs are the same, and the user should evaluate the type of work to be done when choosing the equipment for the job. Consider whether the tasks are construction or maintenance work on distribution or transmission lines. Before dispatching to the job, workers should know how the lines are situated relative to where the vehicle can be located. In addition, the weight of the load will determine the capacity of the aerial device and jib needed.

In the remainder of this article, we will provide an overview of the four key areas that inform good practice for using jibs: knowing your equipment, inspecting your equipment, knowing the load and understanding proper setup.

Know Your Equipment
There are many different styles of jibs with varying capacities available on different boom and platform configurations, including side mount, underslung, end mount and jibs that rotate with the platform. There also are fixed-length jibs, jibs that can be manually re-pinned to provide various extensions, and jibs with one or more sections that are hydraulically extendable. Some units are designed with the load line above the jib boom and some are below. Other jibs are equipped with sheaves that allow only non-overcenter lifting, while some can do either overcenter or non-overcenter lifting.

The company I work for receives a lot of questions about flame-resistant (FR) and arc-rated (AR) clothing, including inquiries about what should be worn on extremely hot summer days and very cold winter days. We’re always happy to answer those questions because it’s our business and – in the electric utility industry – donning FR/AR apparel often is necessary for workers’ personal safety.

The fact is, extreme weather doesn’t appear to be stabilizing anytime soon. Both NASA and the American Meteorological Society have predicted that we can expect both more intense and more frequent heat and cold events across the country in the coming decades, with implications for both indoor and outdoor workers.

Given that information, it’s important that workers know what heat stress and cold stress are and what those types of stress can do to their bodies. So, let’s discuss some definitions of heat and cold stress, what can contribute to them, and what employers and workers can do to address them – including participating in a strong FR/AR clothing program. 

All of us who work with electricity know how hazardous it can be. During a stint with my previous employer, a co-worker and good friend was electrocuted and killed when he made contact with energized switchgear components. Another co-worker at the company also was seriously injured. Safety is always a part of our job; it’s something we talk about and practice every day, but given what happened to my two former co-workers, I felt that more needed to be done to establish a zero-accident workplace – more than just job briefings, using human performance tools and “living safely.” When it came to working with switchgear, it was necessary to develop a tangible safety device that could be paired with work practice improvements.

Several years later, after starting my current employment at Con Edison – a regulated utility that provides electric, gas and steam service to customers in New York City and suburban Westchester County – a simple request to pursue a solution prompted an effort to reform switchgear work practices. The result has made those practices both safer and more efficient – not just at Con Edison, but potentially for the industry.

The last time we met Bob the foreman and his crew, they saved the day when a vehicle hit a utility pole on a busy roadway in Safety County, New York (see https://incident-prevention.com/ip-articles/safety-concerns-when-setting-wooden-utility-poles).

These days, Bob and his crew are still in action, working for Sunshine Electric Co. At Sunshine, following company safety rules and industry best practices is as normal as breathing air. On this particular day, we find Bob prioritizing the unending string of planned field work assigned to his crew. His first priority for Sunshine’s customers is the list of new services and reliability jobs. As a supervisor, he also has priorities for the safety of his crew. But that’s not all. Because of his training, he knows that safety compliance to protect his employer is another one of his responsibilities as a supervisor. That is a lot of responsibility, but Bob and his crew were safely trained by Sunshine, and Bob has communicated his expectations to the crew for their safety.

Bob selects a job from the list that involves installing a new transformer on a replacement pole. The existing pole is too short to accommodate the additional facilities that must be attached, including the new transformer to feed a customer’s premises. A new, taller pole must be installed. Bob gathers his crew and explains what the job is all about. He then releases the paperwork so that the linemen can gather the new pole and all the other materials necessary for the job. He will meet them on-site in a little bit.

Planning is a critical part of our work in the electric utility industry. Inevitably there will be unknowns in each plan we put together; the more variables there are, the less control you have over your intended outcomes. So, it’s worth spending the time to identify and address those unknowns. In the remainder of this article, we will cover how to identify the critical elements and variables in your projects as well as how to weigh the consequences of those variables to help ensure the best possible outcomes for your plans.

A friend of mine who is a psychologist once shared a story from her childhood with me. She said that whenever she had a plan for something that appeared overly complicated, her father would say, “Be careful – you are taxing the variables!”

What did my friend’s father mean by that? To put it simply, taxing the variables occurs when there are too many variables that depend upon the success of other parts of your plan. Let’s say you have to check in for a flight at the airport. The flight leaves at 7:30 a.m. Boarding begins at 6:30 a.m. You live two hours from the airport and want to arrive two hours before departure. Leaving your house at 3:30 a.m. should get you there at 5:30 a.m., so you set the alarm on your cellphone for 2:30 a.m. That plan sounds simple enough, right? But what are some of the unknowns in the situation, those variables that may arise and interfere with your plan? For starters, the battery in your car has been a bit weak lately and it’s going to get very cold later today. Will your car start when you need to leave for the airport? You set the alarm on your cellphone for 2:30 a.m., but did you remember to put the phone on the charger, too, so that the battery doesn’t die? Oh, you just remembered it’s also a holiday weekend. Is two hours still sufficient to make it to the airport, or should you factor in extra driving time because of traffic concerns?

Les Prudent was sitting at his desk on a Monday morning, savoring a cup of coffee and reflecting on his solar farm transformer company’s crazy year of growth. From four people three years ago, the company now employs 112. A friend from a local business group recently suggested Les hire a full-time safety coordinator, but he’s been comfortable handling those matters on his own. He just put some of those “Safety First” posters on the fabricating area’s walls. That should do it.

His wife, Linda, who is also the company’s office and accounting manager, just stuck her head in the door and said, “Les, there’s a man here from OSHA. He says there’s been a complaint and he wants to conduct an investigation.”

Shocked, Les wonders who could have complained. He remembers what his buddy Frank told him about OSHA’s visit to his plant. Frank hadn’t done anything wrong, but they still fined him thousands of dollars because one of his employees slipped and fell from a truck bed. Isn’t that why he carries workers’ compensation insurance? Anyway, Frank said he’d never let OSHA back into his plant without a warrant.

Recently I was on a conference call during which a client and I discussed aggression aimed at the client’s line crews and service technicians. As I hung up, I came to the realization that hostility toward utility workers isn’t a passing storm – it’s a bellwether of change in the public attitude. Aggression directed at utility workers is a critical issue that we must deal with effectively before more people are hurt.  

The truth is, a growing number of people no longer see investor-owned, municipal and cooperative utilities as benevolent service providers. Instead, they see adversaries who are blocking access to service entitlements and ruining the environment. Much of this growing animosity is aimed at utility office staff and field crews. In fact, the client that I was speaking with on the conference call I mentioned had seen a significant jump in the number of threats to their field employees, and they were looking for ways to mitigate the hostility and keep the workers from harm. As we talked, the need for sharper skills in identifying and responding to threats became evident. The client and I decided to move toward that goal, starting with awareness and baseline training.

What is Situational Awareness?
Awareness – or more precisely, situational awareness – is the foundation of effective security. Today, there are as many approaches to situational awareness training as there are security trainers. The problem for utilities is determining which training technique and which trainer to use, but we’ll get to that issue a little later. First, we’re going to talk about what situational awareness is and why we need a baseline of what’s normal in our specific working environment.

An outrigger pad is a safety tool that can be used with any equipment that has outriggers, down jacks or stabilizers. It is a must for stability when a piece of equipment – such as a crane – lifts loads or personnel aloft. This article will provide an overview of outrigger pads, including how to use them safely and what kinds of pads are available on the market today.

The Basics
Outrigger pads are placed on the ground under the equipment’s outrigger, shoe, float or foot. The size and thickness of the outrigger pads to be used should be selected based upon the type of equipment, soil conditions of the work site and type of lift being performed.

When working with outrigger systems, it’s important to understand that the point of contact between an outrigger and the ground is quite small. Because of the pressure of the outrigger, the ground underneath may shift, be displaced or collapse if an outrigger pad is not used. If any of those things happen, there is the potential for the equipment to shift or tip the load, which could lead to the equipment toppling over. In fact, approximately half of crane lifting accidents are caused by improper use of outriggers.

In my 40 years of electric utility experience, I have investigated and documented dozens of work-site incidents that required immediate emergency medical response from a crew. One pattern has become clear after debriefing workers who have rendered assistance at a scene: Workers who responded well to rescuing their co-workers used effective communication and competent delivery of job-site first aid, including CPR. Time and again, nearly all workers involved in successful emergency responses said, “I was just doing what I was trained to do.”

Looking back on the history of the electric utility industry, competent emergency responses have not always occurred. In the late 1970s through the early 1990s, the utility I worked for suffered a series of fatal and serious accidents. Most were electrical contacts, but the list also included arc thermal exposures, falls from poles and traffic accidents. With each incident, we learned about the value of providing appropriate emergency training for the work performed as well as the value of refining our annual emergency response training drills.

People are affected by gravity at every moment of their existence. There is an ongoing struggle between this planet, which never stops trying to pull things to its center, and humans who are trying not to be overcome by the pull. In the battle against gravity, humans rely on balance, coordination, traction and decision-making. In work environments, employers are responsible for managing hazards; reducing or eliminating hazards that could cause slips, trips and falls; training employees; and investigating incidents to prevent recurrence. The remainder of this article will focus on the investigation and documentation of slips, trips and falls in the utility work environment.

Terminology and Goal
Clear definitions help guide us to clear outcomes, improved safety and reduced risk. People may refer to “slipstripsandfalls” as a single thing, but they are each distinctly different. Slips, trips and falls can occur alone or in combination.

The employer’s goal is to reduce risk of injuries and incidents by maintaining clean, dry, well-lit workplace walking surfaces with appropriate traction that matches the user’s expectations; managing footwear; eliminating trip hazards; avoiding slippery contamination; and training workers. 

Apprenticeships in the utility and construction fields often serve as a transition point for individuals from sedentary or light work to heavy or very heavy jobs. As more individuals seek jobs in the trades, many may have little to no experience with regular physical activity. Injury-free performance of heavy or very heavy job tasks strongly corresponds to an individual’s physical abilities and health habits. While the electrical utility industry strives to engineer the risk out of jobs, many tasks still require a minimum amount of strength, endurance and flexibility.

Strength and conditioning principles have long been used in sports to ensure that would-be players achieve the specific demands of their desired position while also optimizing performance. Similarly, hiring managers, training specialists and safety professionals can implement these same principles into apprenticeships to enable new employees to achieve the physical ability needed to perform their work safely. This creates a win-win scenario that helps to prevent workplace injuries and increase the health and wellness of employees.

A news helicopter circled overhead as the two ambulances left the job site. The deputy sheriff looked at the superintendent and said, “Tell me again, how did this happen?” The superintendent removed his safety glasses with a sigh as he surveyed the devastation left behind by the 345-kV contact. “Well, we had to set up for work directly under these lines because some local environmentalists wanted the wildflowers protected,” he said. “So, we did what we were asked. If you notice over there, those flowers are still looking beautiful, but it seems that the now-deceased landowner still didn’t like us being here, so he ran onto the right-of-way and tried to climb up onto the boom truck to stop our work. This must have caught our groundhand off guard, because instead of just stopping the work and notifying his supervisor, he attempted to intercept the man. All this commotion distracted the operator, causing him to contact the line. Once that happened, 345 kilovolts of electricity killed the landowner instantly, and our ground worker was severely shocked by what we call step potential.”

Although the preceding paragraph is an extreme worst-case example of how right-of-way (ROW) distractions and conflicts can impact our job sites, it’s not unrealistic. In this article, we will look at how members of the public and our own workers can create distractions and conflicts that jeopardize our ability to do our jobs well, and we will also consider safe ways to handle these types of distractions and conflict.

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.

On May 3, 2018, Hawaii Electric Light Co., the company I work for, discovered we had a problem. Lava flows were popping up in the middle of a residential neighborhood in our service territory. This wasn’t the first time Hawaii Electric Light had experienced a volcanic eruption, but it was the first time one had begun in the middle of a densely populated area. We wondered, how would we keep our employees safe during this event? How would we keep the lights on in the affected area? These were the questions that had to be answered very quickly given the circumstances.

Hawaii Electric Light is the electric utility that serves the island of Hawaii, the biggest of all the Hawaiian Islands. Of the five volcanoes on the island, the three that are considered active are Hualalai, which last erupted in 1801; Mauna Loa, which last erupted in 1984; and Kilauea, which has been continuously erupting since 1983 and was the volcano that erupted in May.

In the Hawaiian culture, Kilauea is the home to Madame Pele, the goddess of fire and volcanoes. As the legend goes, from her home in Halema’uma’u Crater at the summit of Kilauea, Madame Pele determines when and where the lava flows. She is the goddess who shapes the sacred land. Hawaiians say that she has a reputation for being as fickle as she is fervent. She proved many times during the May 2018 eruption that she was indeed in charge.

Preventing accidents in utility work, where safety is paramount, starts with establishing protocols for personnel and equipment. Creating task-based and specific work assignments is an affordable way to establish realistic parameters for work to be performed. Using this method enables crew leaders to develop consistency and reliability in assigning tasks by distinguishing between trainees and qualified personnel. Work is assigned based on skill proficiency, which in turn leads to risk mitigation and accident prevention.

The concept of grouping teams of workers by specific work assignment is nothing new. Success stories outside of the utility industry include military and police forces trained to respond to emergencies, trauma surgery teams, astronauts in space, NASCAR pit crews and the University of Alabama football team. Whether you are an Alabama fan or not, Coach Nick Saban’s formula for a championship team involves drilling and honing skills of individual players. The result is a team that works together cohesively for outstanding performance.

In the same way, utility workers with the same job title and general responsibilities – lineworkers – come to the job with different years of experience, types of training and skills. Supervisors who recognize these differences can create outstanding crews by establishing parameters for skills that each person on the crew must have in common, as well as knowing who possesses task-specific talent.

To create a proficient team that performs as a cohesive unit, it’s critical to first determine the skill, knowledge and ability of each individual crew member. These measurements define a baseline of strengths, weaknesses and gaps to fill. Not everyone on the crew needs to have the exact same skill level, but the crew’s collective ability should instill confidence that the crew can work under pressure in adverse conditions without injury. If there are gaps in the collective ability, then you must plan to train and practice so that skills, techniques and technology meet your previously established protocols.

Sunflower Electric Power Corp. is a generation and transmission cooperative located in Western Kansas. We have approximately 2,600 miles of overhead transmission lines, which we patrol annually using vehicles. While you may have heard stories about Kansas being flat as a pancake, they are not true. Several areas of our service territory feature deep ravines, water crossings, washouts and rock outcroppings that make line patrols challenging and hazardous. In the past, patrol vehicles used by our line technicians were either pickup trucks or standard-equipped side-by-side all-terrain vehicles (ATVs). After enduring a few ATV-related accidents that caused damage to both workers and equipment, we knew it was time to evaluate our line patrol program to see what we could do to make it safer.

Our most recent injury, which occurred in 2016, resulted in facial injuries that required reconstructive surgery after an employee hit his face on the steering wheel of the side-by-side ATV he was operating. Following is a summary of the accident.

A line technician was patrolling by himself and came upon an area of grass that was close to 4 feet tall. He did not see the depression in the ground in front of him and dropped the front end of the ATV he was driving into a washed-out area that was approximately 4 feet deep and 6 feet wide. Upon entering the depression, the ATV came to an abrupt stop and the line technician’s face made contact with the steering wheel. This caused multiple fractures of his nose. The line technician was wearing the standard seat belt, which consisted of a lap belt and shoulder strap, but it didn’t lock up fast enough on impact to prevent injury. Fortunately, the technician was able to get himself out of the ATV and walk approximately one-eighth of a mile back to the main road, where his pickup was parked. He then called other crew members for assistance; they transported him to the local hospital, where he was treated for his injuries. Unfortunately, the technician had to have follow-up surgery to repair his broken nose.