I don’t talk about myself a lot – I listen. I developed this skill after taking on a leadership position with a utility contractor in an industry I knew nothing about. My work history prior to this role included management in pretty much every industry except utilities. In each of my previous jobs, I strived to learn and advance from an entry-level position. In this new position, I no longer had the advantage of knowing how the company ran from the ground up; I had to trust and depend on others to help me. It did not take me long to realize that safety is the most important priority in this industry. Lack of attention to the detail of safety can kill a lineworker and damage a company beyond repair. So, while you could say our company’s journey to interactive safety began four years ago – when I accepted this new role – I would have to say that the real work is just starting. The First Incident In the early days of my employment, I was completely focused on understanding the operations of our business. We were growing rapidly at that point, and it was all I could do to keep up with new customers, additional work, and the increase in staff and equipment that come with exponential growth. I admit I had little time for safety, and my only attempts were to put out a weekly bulletin that was pulled from the internet and addressed subjects such as ticks and layered clothing. I was just checking boxes, trying to get things done. I can remember our first incident during my tenure. It was an overnight fire in eastern New York on a pole that had been improperly grounded. The foreman in the field called me the next morning and suggested that we have an immediate stand-down. I did not know what a stand-down was, so of course I pretended that I did, and I agreed. We stopped work, the field leaders prepared a statement about what had happened and the lessons learned, we covered it at the show-up the next day, and everyone went back to work. The utility had ordered a one-day stand-down and we had complied. We checked that box, too. Over the next few years, the company had a few more incidents. What I remember most about those times is that there seemed to be a cycle that went like this:

1. An incident occurs.
2. We examine the job briefing.
3. We come up with lessons learned.
4. We add some checkboxes to the job briefing.
5. Someone is fired.
6. We cross our fingers and wait for the next incident.

Essentially, everything was reactive in an industry that can kill in a millisecond. Somewhere around that time, I noticed a disconnect. We were working with intelligent men and women who had passed classroom testing and field practicums to become lineworkers. They understood science and were proud of their careers. Yet we were responding to incidents by putting them through retraining or firing them, and most decisions regarding field policy were created behind a desk. I wondered, how did we get to the point where the people doing the work did not have input, and why were we creating a workforce that accepted that we did not value them enough to ask their opinions? In previous jobs, I put a premium on communication and showed the people I worked with my appreciation for the value they brought to the company. This was done through respectful treatment that included requesting and acting on their ideas to improve all aspects of the business. They felt that they mattered and could make a difference. Now I was in an industry that was dictated from the top, and I was uncomfortable with that dynamic. What could we do? Well, I kept checking boxes. We expanded our safety program by adding safety officers in the field, introducing a weekly safety call, tweaking our job briefing and bringing in safety leadership speakers. I truly care about every single person I work with and was doing everything I had seen done to “improve safety.” Intuitively, however, I knew it was not enough, and my knowledge of the typical lineworker skill set and attitude made me think that crew relationships were often at odds, which I suspected affected safety. Then I listened to a podcast about crew relationships, engagement and the so-called “illusion of safety” created by checking boxes and autopiloting job briefings. That’s when everything fell into place for me. A New Partnership Enter our current safety consultant. He is not just any consultant. His ideas combine lineworker and safety experience, medical knowledge, backcountry rescue practices and a deep knowledge of the human brain. Just as important, he has partnered with our safety officer in the field, and their brains vibrate on the same frequency. I believe that changing our company mentality is the secret to expanding our safety program and keeping people alive. The industry has improved every PPE item and added documentation ad nauseam to help our workers. I believe we have reached a wall with the physical aspect of safety and now need to work on relationships and experiential knowledge so that our workers can connect with each other and prevent incidents before they happen. Reacting once an incident has already occurred has not lowered the fatality statistics in this industry. That is a fact. Since working with our current safety consultant, we have instituted two small changes in our field practices. Change 1 Following the dictation of the job briefing, the crew now gets into a circle. Each participant states their role for the day’s work and points out any concerns they have. This practice activates communication and connection with others in a big way. Many aspects of the crew are affected; I will mention just a few. First, by looking each other in the eye, workers’ brains are synchronized. Once synchronization occurs, crew members will naturally behave more as a team. Second, lineworkers are competitive. If one states a concern, others will want to keep up, and information will cascade. This happened recently when a safety officer in the circle pointed out a rotten pole top. His observation queued up another team member, who noticed that a guy wire would create an obstacle in transferring a primary. Third, by speaking up at the beginning of the day during the job briefing, apprentices are more likely to speak up later in the day as well. This is called the “activation phenomenon,” and I have noticed this in my private life. I am shy by nature, and if I am in a group of people and do not contribute early to the conversation, I sometimes shut down and feel nervous about speaking at all. Change 2 We now conduct mental rehearsals of injuries and other medical emergencies so that our team can improve the chances of their brothers’ and sisters’ survival and create better health outcomes. These rehearsals are discussions as to what should happen first, second and so on if a co-worker is hurt. We were recently in a meeting in which a working foreman stated that he was unsure of the order of actions to take if his co-worker collapsed. However, he also believed he would know what to do to help if something happened. This is a commonly held belief and the furthest thing from the truth. Without planning and practicing, your brain is flooded with emotion when a real incident occurs; you may become a deer in the headlights, so to speak. An injured person deserves your full attention and knowledge to help them. Imagine the guilt a crew member would carry if their co-worker died or had another serious outcome because they could not remember how to perform first aid or missed the symptoms of heatstroke. Is It Working? As a company leader, I realize the difficulties with this new initiative. How do we prove it is working? As our safety consultant is fond of saying, “There are no parades for things that do not happen.” If you walk into a bank, notice that the doormat is rumpled and straighten it, how can you prove that the elderly woman who entered five minutes later did not trip and break her hip because of your action? The simple answer is that there is no proof. Our new initiative derives from a much higher place, and I believe it is my place to grow this program. At this point, our company has met with each of our employees for an introductory three-hour meeting followed by field visits to put the crew synchronization practice into place. We hope to encourage the “role and concern” job briefing practice for the next 30 to 60 days and see where it takes us. I am also suggesting that crews personalize the discussion after the job briefing; they can call it anything they want and conduct it in whatever manner is comfortable for them. We want to accomplish a mission that improves crew relationships. We want to help crew members sync. If this plan does not work, I am committed to exploring other options that focus on psychological safety and the role the human brain plays in creating a safe dynamic. Conclusion I am excited to begin this journey that will have no end and whose success will be difficult to prove or quantify. Our safety team has instilled a new sense of confidence in the company by asking our team members for their opinions and helping them to realize that they are our safety. We must rely on the experience and ideas of those who perform the work. They are a valuable part of this endeavor, and their support to help us adjust and make this a practice will ultimately determine whether it succeeds or fails. It is groundbreaking. I believe that the small changes will cascade into other changes in both work life and personal life for many of us. My lack of knowledge of this business and working in a male-dominated industry were initially of great concern to me. How could I possibly lead when I did not fit the stereotype of what is expected from a leader in this business? What path would I follow? I had such intense internal worries about these challenges in the beginning. Through the support of the people with whom I work – and I mean from those working in every area of the company – I have grown to believe that the things that I initially considered deficiencies are the reasons we are where we are today. My lack of knowledge has created a situation wherein I do not do things “the way we have always done them.” I ask questions, and I ask for the input of many people. I live by the adage that we must be as safe as or safer than every other contractor, but we do not have to operate like every other contractor. The fact that I am female has brought a different level of caring to this company. While I hope that valuing everyone for what they bring to the table is noticed, the reality is that the culture will benefit from that dynamic. In closing, I believe engagement will produce men and women who possess a new level of intelligence to model safety that can change outcomes. In turn, that may mean fewer funerals and fewer injuries – and that is our mission. About the Author: Cheryl Richardson is the president of New York-based H. Richardson & Sons (http://hrsutilities.com).

In 2009, OSHA published a safety and health information bulletin in part because of the seriousness of injuries that have occurred with skid-steer loaders (see www.osha.gov/sites/default/files/publications/shib011209.pdf). Similarly, NIOSH published an alert in December 2010 in response to the hazards and serious injuries that have occurred with these machines (see www.cdc.gov/niosh/docs/2011-128/default.html). In their published documents, the two agencies aim to make employers and employees aware of the need to review and follow manufacturer instructions regarding proper use of skid-steer loaders. Both documents emphasize the importance of conducting training on the operation, inspection, maintenance and testing of the machine’s safety devices. This article also provides an overview of the hazards involved with the use of skid-steer loaders as well as recommended practices to keep employees and the public safe. Risk Factors When working with skid-steer loaders, workplace environmental risks include the material-handling method; pinch-point actions; overhead moving/falling objects; work surfaces; facility and work-site layout conditions; weather conditions; catch points; puncture, shear-point and flying-object actions; illumination; and sound level. Human performance hazards include misjudgment; position inappropriate for the task; insufficient/lack of written work practices; equipment inappropriate for the operation; safety devices removed or inoperable; defective equipment used; unacceptable material-handling actions; and hazardous energy control procedures ignored. The incident types most associated with skid-steer loaders have involved employees working near the machine; maintenance and repair; mounting/dismounting various attachments; operating, entering and exiting the machine; operator troubleshooting; passengers riding/standing in the bucket; training new operators; and fork attachments errors. Regarding injuries, the vast majority are the result of bypassing safety interlock systems; failure to wear a seat belt; not controlling hazardous energy; failing to use the manufacturer’s safety bar; and backup alarms not functioning. Other common types include those incurred due to running over bystanders, entrapment and crushing. Entrapment of the operator can occur when a load rolls or drops into the operator compartment. Crushing can happen when the operator or helper is caught between an attachment and the frame of the skid steer. Injuries can also occur during rollover or tip-over incidents, if the front attachment falls off, or if improperly mounting or dismounting the skid steer. Additionally, note that pressurized hydraulic fluid is a hazard; the fluid could be accidentally injected into a person’s body. OSHA Compliance and Universal Safety Features A skid-steer loader is a versatile machine capable of utilizing many attachments for a variety of applications, from earthmoving to material-handling. Due to the machine’s versatility, note that the requirements of OSHA’s Powered Industrial Trucks standard (29 CFR 1910.178) do not specifically apply when using fork attachments. When a loader is used in construction, OSHA 1926.21(b)(2) requires employers to instruct employees in the recognition and avoidance of unsafe conditions as well as the regulations applicable to their work environment to eliminate or control hazards. In general industry, the skid-steer loader is covered by 1910.147 in situations where service and maintenance are performed that require compliance with OSHA’s control of hazardous energy (lockout/tagout) standard. Further, OSHA’s General Duty Clause can be imposed where there is a recognized hazard and the employer does not take reasonable steps to eliminate or mitigate that hazard. The universal safety features of a skid-steer loader include the seat belt for operator restraint; a falling object protective structure (FOPS); a rollover protective structure (ROPS); an interlock control system; a lift-arm safety bar; and side screens. The seat belt prevents the operator from being thrown about inside or ejected from the skid-steer loader’s compartment. The FOPS and ROPS protect the operator from injuries due to falling objects and accidental rollovers. Most machines are equipped with a pulldown armrest (seat bar) that may be used to interlock the machine’s control system; this is not a substitute for the seat belt. The interlock control system typically consists of a safety interlock switch that activates to prevent inadvertent movement of the machine’s controls when the operator is not seated in the proper position. The lift-arm safety bar is intended to prevent unintentional dropping of the lift-arm during service and maintenance. Side screens provide the operator with protection by restricting the ability to put their hands, arms or head in the path of a moving lift-arm. The screens also block material from striking the operator. Additionally, a good skid-steer loader will have both a horn and backup alarms, which can warn people around the machine of its movement. In the OSHA and NIOSH publications identified at the beginning of this article, analysis of fatalities revealed the following contributory factors: bypassing a variety of different safety interlock system components; failure to wear a seat belt; lack of proper hazardous energy control (i.e., not using the lift-arm safety bar); removal of side screens; and inoperable warning devices. Typically, employees were found pinned and crushed by lift-arms and attachments because controls were operable from a non-seated position. Some employees were also ejected and crushed during tip-overs or rollovers because they weren’t wearing their seat belt or exceeded the skid-steer loader’s operational capacity. Recommended Safety Practices To help minimize the hazards associated with skid-steer loaders, sufficient training is needed to make owners and operators aware of these machines’ dangers. Employers must communicate and effectively enforce work rules, including prohibiting employees from disabling or bypassing safety equipment (e.g., safety interlock systems). Further, employers must ensure compliance regarding hazardous energy control procedures, such as using the lift-arm safety bar, as well as ensure the safe practice of removing and replacing machine guarding components. Employers shall also mandate that employees use a seat belt at all times when operating a skid-steer loader and that they know the machine’s operational capacities. The following are highly recommended safety practices to effectively operate and maintain skid-steer loaders:

• Train personnel on the proper inspection, use, maintenance and repair of skid-steer loaders.
• Train supervisory personnel to identify hazards, such as safety systems that have been bypassed or disabled or that require maintenance.
• Train operators and workers who service the loaders to read and follow the manufacturer’s operating and service procedures provided in the operator manuals and on the loaders’ warning signs.
• Develop a daily checklist of inspection necessities.
• Prior to operating the equipment, inspect the skid-steer loader to ensure that all safety systems are functioning properly.
• Always lower the bucket or attachment so that it is flat on the ground when entering and exiting the machine.
• Do not attempt to activate the skid-steer loader’s controls from outside the operator’s compartment.
• Do not leave the operator’s seat while the machine’s engine is running.
• Never attempt to activate the machine’s controls unless properly seated with the seat belt fastened and the seat bar lowered.
• The operator shall keep all body parts inside the cab while operating a skid-steer loader.
• Never modify, bypass, disable or override safety systems. Similarly, never operate equipment in which safety systems have been modified or are not working properly.
• Equipment with modified or malfunctioning safety systems should be taken out of service until repaired or replaced.
• Never permit riders on the skid-steer loader, in the bucket or attachment, or in the operator’s compartment unless the compartment is designed to accommodate a second person.
• Always keep bystanders a safe distance away from the work area.
• Use the machine’s horn to alert others near the machine.
• Stop operating the loader if a bystander or spotter is too close or has been lost from sight.
• Establish and follow a routine maintenance and inspection program in accordance with the manufacturer’s recommendations.
• Never attempt maintenance or other work while a lift-arm is raised without using an approved lift-arm support device.
• Attachments should be removed when lift-arms are raised and suspended for service and maintenance.
• Replace removed protective guards and shields after repairs or other service.
• For maximum stability, travel and turn with the bucket in the lowest position possible.
• Never exceed the manufacturer’s recommended rated load capacity for the machine.
• Operate on stable surfaces only.
• Avoid traveling across slopes; travel straight up or down with the heavy end of the skid-steer loader pointed uphill.
• Slow down in wet environments.

To minimize the occurrence and severity of injuries associated with skid-steer loaders, employers and employees must recognize and understand the hazards of operating this versatile machine. Employers and supervisors should ensure that proper inspection and maintenance of safety interlock devices is conducted regularly and that the willful bypass or disregard of those devices is not tolerated. In addition, operators should be trained in the control of hazardous energy, front- and rear-axle weight distribution, center-of-gravity concepts, rated operating capacity principles and the machine’s safety symbols. Conclusion Training is an essential component of learning safe machine operating principles. In addition to their operator and service manuals, some skid-steer-loader manufacturers offer videos that can assist in the development of a safe and effective operation training program. Manufacturers and their distributors may also offer safety and operational training. OSHA and NIOSH have recognized the hazards associated with operating skid-steer loaders. Safe practices go a long way in minimizing potentially hazardous situations associated with the operation and servicing of these machines. The best practices to minimize operating risks are to ensure that the equipment is properly maintained; seat belts and interlocks work properly; operators and service personnel know the danger zones; employees know the machine’s limitations; and employers train on and enforce the safe operational rules. Proper training and holding employees accountable are essential aspects of a safe work environment. About the Author: Charles Keeling, CUSP, is a 35-year safety professional in general industry and construction. He is also a certified New York State Workplace Safety Consultant. Keeling earned a bachelor’s degree in fire and emergency management and currently works with PSEG Long Island conducting safety and regulatory compliance duties. He also serves as the ASSP Region VIII metro area director. Reach him at charles.keeling@pseg.com.