Slide 1

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 2

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 3

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 4

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 5

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 6

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 7

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 8

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 9

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 10

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 11

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 12

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 13

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 14

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 15

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 16

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 17

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 18

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 19

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 20

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 21

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 22

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 23

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 24

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 25

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 26

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 27

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 28

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 29

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 30

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 31

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 32

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 33

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 34

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 35

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 36

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 37

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 38

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 39

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations


Slide 40

Safety Management
in Electrical Utilities

Seminar Outline
• Safety Management Systems
• Risk Assessment – Energy
Hazards and Barriers

• Job Safety Planning
• Work Observations

Safety Management
Systems

Accident Ratio Triangles
(Ontario Workers’ Compensation Statistics)

1
Fatality
1000
Lost time injuries

2160
Medical aids

???
Incidents

Conventional wisdom concludes
that if we reduce the incidents
by ½;
• we will reduce medical aids, lost
time injuries and fatalities by ½

Accident Ratio Triangles
(Ontario Hydro - Accidents by Energy)

Electrical

Gravity

1
Fatality

1
Fatality

5
Lost time
injuries

30
Lost time
injuries

15
Medical aids

60
Medical aids

1.00

0.00
0.4
0.5
0.9
1.8

CEA Average (18)
Company J (1)
Company K (1)

2.3

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

2.9

Company R (0)

4.00

Company Q (1)

2.8

Company P (0)

3.00

Company O (2)

Company N (3)

2.1

Company M (0)

1.7
2.0

Company L (2)

1.6

Company I (1)

1.3
1.6
1.7

1.5

Company H (1)

2.00

Company G (1)

1.3

Company F (0)

1.1

Company E (1)

Company D (0)

Company C (1)

6.00

Company B (2)

7.00

Company A (0)

Number of Lost Time Injuries
per 200,000 Hours Worked

Lost Time Injury Frequency (5 Year Average)

8.00

6.7

5.00

3.9

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

Original Loss Causation Model

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.

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.

Basic Causes of Serious Accidents
1. Inadequate knowledge of risk assessment
techniques.
2. Safety culture accepts risky work methods.
3. Inadequate job planning techniques or
process.
4. Line management not taking responsibility
for safety performance.

Key Improvement Areas
1. Focus safety initiatives on high-risk hazards.
2. Integrate safety and risk assessment into
the job planning process.
3. Train all staff on risk assessment principles
and safety planning.

4. Conduct work observations to monitor and
coach for safe work performance.

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)
•
•
•
•
•

Action Items
Accountability
Measurement
Follow-up
Documentation

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

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

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

Focus on
Safe Work

Occupational
Health

Safety
Design

Strategic
Planning

Joint Safety
Committees

Management
Commitment

Rules &
Regulations

Safety
Meetings

Lockout &
Tagging
Emergency
Preparedness
Incident
Investigations

Work
Observations

Public
Safety

Protective
Equipment

Management
Training

Employee
Training

Safe
Work

Job Safety
Planning

Contractor
Safety
Safety
Promotions

Worker Culture
Inspection &
Maintenance

Statistical
Analysis

Work
Procedures

Management Culture
Audits &
Assessments

Expert Culture

Risk Assessments –
Energies, Hazards and
Barriers

The Risk Equation
Risk = Consequence X Exposure X Probability
Consequence is defined as the potential
severity resulting from the unwanted event.
Exposure is defined as the frequency of
exposure to a hazard.

Probability is defined as the likelihood of
an unwanted event occurring.

The Risk Equation
Risk = Consequence X Exposure X Probability
Probability should be measured based on
the Effectiveness of the Barriers in place,
not on past experience.

Forms of Energy and Associated Hazards
Electricity

Contact live wires, Induction, Backfeed

Gravity

Falling from height, Falling objects

Kinetic

Vehicle collisions

Mechanical

Caught in equipment, Rigging failure

Chemical

Confined space, Toxic/poisonous,

Thermal

Hot contact, Extreme temperatures

Noise

Chronic exposure >85db, Poor communication

Pressure

Hydraulics, Air, Water

Radiant

UV light, Welding flash

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.

Unwanted Energy Flow

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted Energy
Is Released

Unwanted Energy
Contacts Worker

Accident:
Worker
Injury

Unwanted Energy Flow
Example

Hazard:
Falling from
a pole or
tower

Incident:

Contact:

Worker slips

Worker falls to
the ground

Accident:
Fatal head
injuries

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

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

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

Barrier Effectiveness Chart
Rank

Type of Barrier

1

Eliminate the Hazard

Control Barriers

2

Min. Energy to Safe Levels

3

Physical Barrier

Control the energy
independent of the worker

4

Protective Equipment

Safety Barriers

5

Warning Devices

6

Minimize Chances of Error

Interact between the energy
and the worker

7

Written Procedure

Support Barriers

8

Training

Rely entirely on the worker

9
10

Supervision/Observer
Identify the Hazard Only

Be Careful

Energy / Barrier Analysis

Hazard:
Potential
Unwanted
Energy

Incident:

Contact:

Unwanted
Energy Is
Released

Unwanted
Energy and
Worker

Barriers on the
Energy Source
(prevents the incident)

Barriers between
Energy Source and
Worker
(prevents the contact)

Barriers on the
Worker
(minimizes the
severity)

Accident:
Worker
Injury

Energy / Barrier Analysis
Example

Hazard:

Incident:

Contact:

Worker slips

Worker falls to
ground

Falling from
a pole or
tower

6 – Inspect the
climbing tools
6 – Inspect the pole
8 - Training

Accident:
Fatal head
injuries

2 - Fall arrest system

4 – Personal protective
equipment
7 – Emergency response
8 – First aid

Job Safety Planning

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

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

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)

Project Safety Plan
Line Upgrade – Tension Stringing

Date

Project

Person in Charge

Crew Members

Task / Job Steps
1. Install poles

2. Frame the poles

Critical Issues
Ensure 5 foot
stringing clearance

Install traveler
grounds at poles # 1,
5, 10, 15, etc

Major Hazards

Barriers

Rating

Coverup underbuild

3

Insulated tongs

3

Ground the truck

6

Ground wire through
live underbuild

Coverup underbuild

3

Live underbuild

3. Set up puller and tensioner

Provide pathway for
pedestrians

4. Pull in rope

Cover rope when not
in use

Rope contacts live
underbuild

Wear rubber gloves

4

5. Pull in conductor

Establish
communications

Contact, touch and
step potential

Running grounds

6

Ground mats

2

Work Observations

Safe Work Management Cycle
Safety Audits
(monitor status)

Safety Programs

Safety Objectives

(sustain performance)

(establish priorities)

Safety Strategies
(manage improvement)

•Action Items
•Accountability
•Measurement
•Follow-up
•Documentation

SAFE WORK
Management System

Leadership

Risk
Management

Education &
Communication

Control &
Protection

Monitoring &
Measurement

Management
Commitment

Safety Design
Analysis

Management
Training

Protective
Equipment

Work
Observations

Safety
Strategies

Rules and
Regulations

Employee
Training

Inspections &
Maintenance

Incident
Investigations

Joint H&S
Committees

Work
Procedures

Safety
Meetings

Occupational
Health

Statistical
Analysis

Emergency
Preparedness

Audits &
Assessments

Lockout /
Tagging

Job Safety
Planning

Health & Safety
Promotion

Public
Safety

Contractor
Safety

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.

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”.

How to Conduct Work Observations
1. Observe the workers doing their work, using a form
to direct your focus.
2. Ask the employees to explain the work plan and
hazards
3. Evaluate the major hazards present, crew
communication, PPE and work methods.

4. Record positive as well as corrective comments on
the form.

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

Summary
1. Safety must be managed to prevent serious
injuries.
2. Line management is responsible for safety
performance.

3. Risk assessment and risk management
techniques are critical to your success.
4. Job Safety Planning

5. Work Observations