Safety Management in Electrical Utilities

1. Safety Management in Electrical Utilities

2. Seminar Outline • Safety Management Systems • Risk Assessment – Energy Hazards and Barriers • Job Safety Planning • Work Observations

3. Safety Management Systems

4. 1 Fatality 1000 Lost time injuries 2160 Medical aids ??? Incidents Accident Ratio Triangles (Ontario Workers’ Compensation Statistics) • Conventional wisdom concludes that if we reduce the incidents by ½; • we will reduce medical aids, lost time injuries and fatalities by ½

5. 1 Fatality 1 Fatality 5 Lost time injuries 30 Lost time injuries 60 Medical aids 15 Medical aids Accident Ratio Triangles (Ontario Hydro - Accidents by Energy) ElectricalGravity

6. Note: There is no relation between LTI Frequency and the risk of a fatality.

7. Probability of a Fatality • 1 in every 2000 high risk utility worker is killed on the job each year. • If you work 10 years, odds are 1 in 200 • If you work 20 years, odds are 1 in 100 • If you work 30 years, odds are 1 in 70

8. Fault of Person Incident or Near Miss Unsafe Acts or Conditions Ancestry and Social Environment Original Loss Causation Model Accident or Injury Heinrich’s Domino Theory concluded that ancestry and social environment were beyond management control. Therefore, accident prevention should focus on unsafe acts and conditions. Safety programs were born: i.e., safety rules and procedures, protective equipment, employee training and planned inspections.

9. Underlying or Basic Causes Immediate Causes Accident or Injury Incident or Near Miss Management System Modern Loss Causation Model The modern Domino Theory recognizes that unsafe acts and conditions are merely symptoms of some underlying or basic causes. These basic causes of accidents exist because of deficiencies in the safety management system.

10. BasicCauses of Serious Accidents • Inadequate knowledge of risk assessment techniques. • Safety culture accepts risky work methods. • Inadequate job planning techniques or process. • Line management not taking responsibility for safety performance.

11. Key Improvement Areas • Focus safety initiatives on high-risk hazards. • Integrate safety and risk assessment into the job planning process. • Train all staff on risk assessment principles and safety planning. • Conduct work observations to monitor and coach for safe work performance.

12. Safe Work Management Cycle Safety Audits (monitor status) Safety Programs (sustain performance) Safety Objectives (establish priorities) Safety Strategies (manage improvement) • Action Items • Accountability • Measurement • Follow-up • Documentation

13. SAFE WORK Management System Leadership Risk Management Education & Communication Control & Protection Monitoring & Measurement Management Commitment Safety Design Analysis Management Training Protective Equipment Safe Work Observations Incident Investigations Safety Strategies Rules and Regulations Employee Training Inspections & Maintenance Joint H&S Committees Work Procedures Safety Meetings Occupational Health Statistical Analysis Lockout / Tagging Health & Safety Promotion Emergency Preparedness Audits & Assessments Job Safety Planning Public Safety Contractor Safety

14. Occupational Health Safety Design Strategic Planning Management Commitment Joint Safety Committees Public Safety Rules & Regulations Protective Equipment Safety Meetings Management Training Lockout & Tagging Employee Training Safe Work Emergency Preparedness Contractor Safety Work Observations Job Safety Planning Incident Investigations Safety Promotions Worker Culture Inspection & Maintenance Work Procedures Management Culture Statistical Analysis Audits & Assessments Expert Culture Focus on Safe Work

15. Risk Assessments – Energies, Hazards and Barriers

16. The Risk Equation Risk = Consequence X Exposure X Probability Consequenceis defined as the potential severity resulting from the unwanted event. Exposureis defined as the frequency of exposure to a hazard. Probabilityis defined as the likelihood of an unwanted event occurring.

17. The Risk Equation Risk = Consequence X Exposure X Probability Probability should be measured based on theEffectiveness of the Barriersin place, not on past experience.

18. Forms of Energy and Associated Hazards Electricity Gravity Kinetic Mechanical Chemical Thermal Noise Pressure Radiant Contact live wires, Induction, Backfeed Falling from height, Falling objects Vehicle collisions Caught in equipment, Rigging failure Confined space, Toxic/poisonous, Hot contact, Extreme temperatures Chronic exposure >85db, Poor communication Hydraulics, Air, Water UV light, Welding flash

19. Energy Flow Definitions Wanted Energy Flow: controlled energy flow needed to perform work. Unwanted Energy Flow: uncontrolled energy flow. Hazard: potential for unwanted energy flow. Incident: unwanted energy flow that does not result in worker injury. Accident: unwanted energy flow that does result in worker injury.

20. Incident: Unwanted Energy Is Released Contact: Unwanted Energy Contacts Worker Hazard: Potential Unwanted Energy Accident: Worker Injury Unwanted Energy Flow

21. Incident: Worker slips Contact: Worker falls to the ground Hazard: Falling from a pole or tower Accident: Fatal head injuries Unwanted Energy Flow Example

22. Barrier Definitions Control Barriers: are used to prevent the release of an unwanted energy. Examples: • Electrical – De-energize & ground • Chemical – Ventilation, containment • Kinetic - Road Closure

23. Barrier Definitions Safety Barriers: are used to protect the worker in the event of an unwanted energy. Examples: • Electrical – Rubber gloves, • Chemical – Gas monitor, respirator • Kinetic – Visible clothing, signs

24. Barrier Definitions Support Barriers: are used to improve the effectiveness of Control and Safety Barriers. Examples: • Electrical – Lockout/Tagging procedure • Chemical – Entry permits • Kinetic – Operator training

25. Rank Type of Barrier Barrier Effectiveness Chart 1 2 3 4 5 6 7 8 9 10 Eliminate the Hazard Min. Energy to Safe Levels Physical Barrier Protective Equipment Warning Devices Minimize Chances of Error Written Procedure Training Supervision/Observer Identify the Hazard Only Control Barriers Control the energy independent of the worker Safety Barriers Interact between the energy and the worker Support Barriers Rely entirely on the worker Be Careful

26. Incident: Unwanted Energy Is Released Contact: Unwanted Energy and Worker Hazard: Potential Unwanted Energy Accident: Worker Injury Barriers on the Energy Source(prevents the incident) Barriers between Energy Source and Worker (prevents the contact) Barriers on the Worker (minimizes the severity) Energy / Barrier Analysis

27. Incident: Worker slips Contact: Worker falls to ground Hazard: Falling from a pole or tower Accident: Fatal head injuries 6 – Inspect the climbing tools 6 – Inspect the pole 8 - Training 2 - Fall arrest system 4 – Personal protective equipment 7 – Emergency response 8 – First aid Energy / Barrier Analysis Example

28. Job Safety Planning

29. What Is Job Safety Planning? • It is a process to integrate safety analysis into each phase of the job (i.e. design, work coordination, execution of work). • It involves the engineers, supervisors, crew leaders and workers. • It provides tools to identify and control hazards during each phase of the planning process.

30. Why Do We Need Job Safety Planning? • To reduce the risk of serious accidents. • To improve communication between engineering, supervision and crew members. • To provide a better opportunity to identify and control hazards before the work begins. • To improve the quality of construction drawings and written job plans. • To more effectively manage changes that occur during a project or job.

31. Three Levels of Job Safety Planning Construction Design Plans (prepared by engineers) Project Safety Plans (prepared by supervisors) Daily Tailboard Safety Plans (prepared by crew members)

32. Coverup underbuild Insulated tongs Ground the truck 3 3 6 1. Install poles Ensure 5 foot stringing clearance Live underbuild Install traveler grounds at poles # 1, 5, 10, 15, etc Ground wire through live underbuild 2. Frame the poles Coverup underbuild 3 3. Set up puller and tensioner Provide pathway for pedestrians 4. Pull in rope Cover rope when not in use Rope contacts live underbuild 4 Wear rubber gloves Establish communications Contact, touch and step potential Running grounds Ground mats 6 2 5. Pull in conductor Project Safety Plan Line Upgrade – Tension Stringing

33. Work Observations

34. Safe Work Management Cycle Safety Audits (monitor status) Safety Programs (sustain performance) Safety Objectives (establish priorities) Safety Strategies (manage improvement) • Action Items • Accountability • Measurement • Follow-up • Documentation

35. SAFE WORK Management System Leadership Risk Management Education & Communication Control & Protection Monitoring & Measurement Management Commitment Safety Design Analysis Management Training Protective Equipment Work Observations Incident Investigations Safety Strategies Rules and Regulations Employee Training Inspections & Maintenance Joint H&S Committees Work Procedures Safety Meetings Occupational Health Statistical Analysis Lockout / Tagging Health & Safety Promotion Emergency Preparedness Audits & Assessments Job Safety Planning Public Safety Contractor Safety

36. What Is a Work Observation? 1. It is a structured process to regularly monitor employees’ safety performance. 2. It focuses on the coaching and mentoring relationship between managers, supervisors, crew leaders and workers. 3. It provides tools to guide observers, record observation results and instill accountability.

37. Why Do We Need Work Observations? 1. To reduce the risk of serious accidents. 2. To clearly communicate and re-emphasize management’s expectations at the job site. 3. To instill line management accountability for safety performance. 4. To instill worker accountability for compliance with safety policies, rules & regulations and safe work behavior. 5. To establish and maintain a “safe working culture”.

38. How to Conduct Work Observations • Observe the workers doing their work, using a form to direct your focus. • Ask the employees to explain the work plan and hazards • Evaluate the major hazards present, crew communication, PPE and work methods. • Recordpositive as well as corrective comments on the form.

39. How to Conduct Work Observations • Review and discuss your written comments with the crew. • Record actions taken to correct unsatisfactory performance. • Record the workers’ comments. • “There must be accountability!”

40. Summary • Safety must be managed to prevent serious injuries. • Line management is responsible for safety performance. • Risk assessment and risk management techniques are critical to your success. • Job Safety Planning • Work Observations