Utility Safety Podcast by Incident Prevention Magazine

In this episode, Danny Raines discusses the ”100 Days of Summer,” a critical period spanning roughly from May 20th to September 10th. During this timeframe, approximately 60% of all major accidents and fatalities occur. The conversation covers the severe dangers of distracted driving , the catastrophic risks of head-on collisions and intersection accidents , and the life-saving importance of using seatbelts. For utility workers facing heightened workloads, the episode highlights the necessity of proper work zone setups , strategies to mitigate heat exhaustion while wearing PPE , and the critical requirement to adhere to the 2024 ASTM updates for testing insulated gloves. Key Takeaways The period between May 20th and September 10th accounts for roughly 60% of all major accidents and fatalities for the entire year. Motor vehicle crashes are the leading cause of death and injuries in the country. Approximately 40% of all vehicle crashes occur at intersections. While head-on collisions make up only 3% to 9% of crashes, they account for around 33% of traffic-related deaths. The Occupational Safety and Health Administration (OSHA) has recently introduced a new program focused on preventing heat exhaustion and heat stroke. Due to the 2024 ASTM update, electrical gloves cannot be used beyond 12 months from their test date. Questions & Answers Q: What is the ”100 Days of Summer” and why is it a significant time of year? A: The ”100 Days of Summer” refers to the time frame between approximately May 20th and September 10th. It is highly significant because roughly 60% of all severe accidents, vehicle crashes, and workplace fatalities throughout the entire year happen during this specific window. Q: What are the specific risks and statistics associated with not wearing seatbelts? A: In fatal highway crashes, half of the victims are not wearing safety belts. When individuals are unbelted, they often become projectiles inside the car, making the risk of injury three times higher for passengers in the back seat and two times higher for the driver. Q: What precautions must utility workers take regarding PPE and heat during the summer months? A: Utility workers must stay hydrated by drinking water and electrolytes instead of energy drinks. Even when it is hot and uncomfortable, workers must never remove necessary cover-up equipment. Furthermore, workers must strictly track their PPE testing, as the 2024 ASTM update mandates that insulated gloves cannot be used beyond 12 months from their test date. #100DaysOfSummer #UtilitySafety #IncidentPrevention #DistractedDriving #LinemanSafety #PPETesting #Lineman #Linemen #Lineworkers

Read the article: https://incident-prevention.com/blog/confronting-data-bias-to-improve-safety-outcomes/ Effective mitigation requires leaders to regularly audit data, standardize definitions and measurement practices, and create psychologically safe reporting environments. This podcast episode features Gina Vanderlin, CUSP, CSP, CHMM, CIT, Health and Safety Program Manager at PSEG Long Island and a self-professed ”Safety Alchemist”. In a deep dive with host Kate Wade, Gina explores how safety professionals can transform raw data and standard procedures into meaningful organizational change. The conversation focuses on her Applied Alchemy article series for Incident Prevention magazine, specifically highlighting the hidden dangers of data bias and the evolving safety risks associated with new energy technologies like lithium-ion batteries. Key Takeaways The Concept of Safety Alchemy: Rather than just following compliance-based checklists, a ”safety alchemist” blends diverse disciplines—such as behavioral science, decision science, and engineering—to transform information into actionable insight. The Evolution of Battery Hazards: As utilities integrate EVs and grid storage, employers must reconsider hazard communication. Batteries often bypass traditional scrutiny because they are classified as ”articles,” but damaged or failing batteries introduce significant chemical and fire risks. Data Bias in Safety Management: Bias is a natural human trait, but in safety data, it can lead to ”ghost” weaknesses. Gina identifies five key biases—survivorship, selection, measurement, historical, and algorithmic—that can cause a safety system to drift away from reality. The ”Geographic Presumption”: Under a new OSHA letter of interpretation (Jan 2026), injuries caused by personal devices (like e-cigarettes or personal chargers) in the workplace are generally considered work-related and recordable. Improving Decision Quality: The common thread across all safety domains is decision quality. Improving how workers interpret information and how leaders prioritize resources is the most effective way to address the plateau in Serious Injury and Fatality (SIF) rates Questions & Answers Q1: How does Gina Vanderlin define ”Decision Quality” in the context of utility safety? A: Gina defines it as the core issue connecting diverse safety topics. It involves how individuals and organizations interpret information to make choices. If decisions are made based on flawed assumptions or biased data, the entire safety system can fail to address real-world risks. Q2: What is a specific example of how data bias has physically impacted safety training? A: Gina points to CPR training, noting that 95% of mannequins are anatomically male. This lack of representative data creates a ”modesty deterrent” and technical discomfort, resulting in women being 14% less likely to receive CPR during a public medical event. Q3: What does Gina suggest is the biggest pitfall for organizations rebranding their programs as ”SIF-focused”? A: The pitfall is rebranding on paper without actually improving the quality of investigations or examining the decision-making conditions that led to the exposure. Simply changing the name of a near-miss program doesn’t change the safety outcome if the underlying system remains the same. Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ #UtilitySafety #SafetyAlchemy #DataBias #OccupationalHealth #IncidentPrevention #EHSLeadership

Read the article written by Tom Cohenno, Ed.D., CSP, CUSP, NBC-HWC: https://incident-prevention.com/blog/spiritual-preparation-for-safer-work/ Key Takeaways The Risk Gap Phenomenon: Serious injuries often occur not because workers are ignorant of rules, but because they consciously decide to bypass them due to ”perceived risk”—subjective feelings that a shortcut is safe because ”it will only take a second”. Neurological Failure Under Stress: Under high pressure, the logical prefrontal cortex ”powers down,” and the amygdala (emotional center) takes over, causing people to prioritize immediate values like speed or convenience over abstract safety protocols. Redefining ”Spiritual” Preparation: In a safety context, ”spiritual” refers to an individual’s internal collection of commitments and moral code—the standard they refuse to drop below even when exhausted or unmonitored. The Power of Premeditation: Using the concept of Arete (excellence of character) and Premeditatio Malorum (premeditation of evils), workers can mentally ”micro-dose” stress by visualizing hazards in advance, ensuring their response is deliberate rather than panicked when a crisis occurs. Shared Duty as a Shield: Strong internal commitments, such as the US Army’s model of spiritual fitness or a shared sense of duty, can override biological self-preservation instincts to ensure team safety during chao Questions & Answers 1. Why is traditional safety training often insufficient during a high-pressure crisis? Traditional training targets the rational, rule-following brain. However, during extreme stress, the brain’s logical centers may ”lock away” the rulebook, leaving unconscious drivers and immediate values to dictate behavior. 2. What is ”Premeditatio Malorum,” and how does it improve safety? It is a classical philosophy practice of visualizing potential problems (like equipment failure or storms) before they happen. This ”practices the panic” while the rational brain is still online, so that if the event occurs, the nervous system recognizes it as a familiar situation rather than a novel threat, preventing a blinding spike of cortisol. 3. What happens when an individual’s personal moral code clashes with a toxic company culture? The transcript poses this as a critical conflict: when a worker’s internal commitment to safety meets an ”unspoken culture” that demands speed or profit at all costs, the worker’s ”armor” may eventually crack, or they may be forced to leave the organization entirely to protect their integrity. Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ #WorkplaceSafety #IncidentPrevention #SafetyLeadership #OperationalExcellence #HumanFactors

In this hard-hitting and deeply personal session, industry veteran Danny Raines, CUSP, challenges the ”normalization of deviation” in the electrical utility industry. Drawing from decades of experience in the field, as well as his perspective as a pilot, Danny explores why skilled professionals continue to bypass safety regulations despite having better equipment and training than ever before. Through a series of real-world case studies and sobering accident investigations, this program dissects the thin line between ”operating by the rules” and true operational excellence. Danny reminds us that while we can work in an unacceptable manner for years without incident, we are simply increasing the odds of a catastrophic failure. It is a call to action for every employee to become their ”brother’s keeper” and refuse to let the unacceptable become the standard. Part 1: The Illusion of Experience and the Cost of Compromise In the first half, Danny discusses the origins of the ”Accepting the Unacceptable” program and the alarming statistics of human error. The Risk of ”It Ain’t My Job”: How a lack of ownership leads to system unreliability and hazardous conditions for the next crew. The Experience Trap: Why veteran linemen often fall victim to complacency while newer workers suffer from a lack of quality mentorship. Minimum vs. Excellent: A breakdown of why following OSHA regulations is merely the ”legal minimum” and not the same as operating at an excellent safety level. Part 2: Leadership, Human Performance, and the Art of the Craft In the second half, Danny delves into the psychology of human performance and the heavy burden of leadership. The Pilot’s Perspective: Comparing ”Cockpit Resource Management” to the teamwork required in a bucket truck to prevent fatal mistakes. Non-Verbal Endorsements: The dangerous message sent when a leader watches an unsafe act and says nothing, essentially ”signing off” on the risk. The Artist in the Field: A final reflection on moving from being a laborer to a ”craftperson” and ultimately an ”artist” who works with hand, brain, and soul. Question & Answer 1. What is Danny Raines’ definition of ”Accepting the Unacceptable”? It is defined as accidents or close calls caused by human performance failures or leadership accepting less than what is required by standards and regulations. 2. Why does Danny believe that following regulations is not enough? He argues that regulations and industry standards represent the minimum precautions required to be ”legal,” but they do not equate to operational excellence or the highest level of safety. 3. What is a ”non-verbal endorsement” in a safety context? It is when a leader or peer witnesses an unsafe act and remains silent. This silence sends a message to the rest of the crew—especially inexperienced members—that the behavior is acceptable. 4. According to the transcript, who is ultimately responsible for safety on the job site? While the employer is legally responsible and accountable to OSHA, the transcript emphasizes that the employee is the only one who can identify and correct unacceptability the moment it happens on-site. #LinemanSafety #OperationalExcellence #UtilityIndustry #HumanPerformance #SafetyLeadership #DannyRainesCUSP Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ The Voice of Experience with Danny Raines podcast is produced by the same team that publishes Incident Prevention. It delivers insights based on Danny’s regular column in the magazine, also called the Voice of Experience. To listen to more episodes of this podcast, as well as other podcasts we produce, visit https://incident-prevention.com/podcasts. You can reach Danny at rainesafety@gmail.com Purchase Danny’s Book on Amazon - https://a.co/d/04PvuEyn

In this episode of the Influencing Safety podcast, Kate Wade and Bill Martin pull back the curtain on their creative process with a raw, ”behind-the-scenes” brainstorming session. They explore the critical shift from reacting to downstream incidents to identifying the ”upstream” conditions that create them. By discussing concepts like the ”teaspoon fallacy,” psychological safety, and the importance of neurodiversity, they challenge the utility industry to move beyond comfortable data and embrace the uncomfortable curiosity required to save lives. Key Takeaways Look Upstream for Solutions: Focusing only on the outcome of an incident is a downstream reaction; true prevention requires identifying the weak signals and root conditions—such as poor communication or high-pressure environments—that exist higher ”up the funnel”. The Teaspoon Fallacy: Certainty can be dangerous; humans often defend a ”teaspoon” of information as if it were the entire ocean, leading them to dismiss valid ideas or safety concerns simply because they haven’t personally experienced them. Engagement is a Condition, Not a Command: Management cannot simply order workers to be engaged. True engagement emerges when managers create psychologically safe environments where even the ”back row” feels comfortable speaking up and challenging the status quo. Neurodiversity as a Safety Asset: Individuals with neurodivergent traits often excel at early pattern recognition; leveraging these unique skill sets can help organizations spot risks that more neurotypical workers might miss. Aligning Three Critical Questions: To solve problems effectively, teams must agree on: what the problem is, what the long-term mission is, and whether short-term measures actually align with that mission. Questions & Answers Q: What is ”Flow State” and how does it relate to safety? A: Flow state is a zone of optimal performance where an individual is stretched just enough out of their comfort zone to learn and produce high-quality work without reaching the level of anxiety or stress that inhibits learning. Q: Why does Bill Martin criticize the industry’s obsession with data? A: Bill argues that data often reflects outcomes from years prior, and reacting solely to those results ignores the millions of interactions and shifting conditions that have happened since, making it difficult to prove that current actions are truly responsible for change. Q: According to the episode, what are the four stages of psychological safety? A: Citing Timothy R. Clark, the stages are: first, feeling safe to be included; second, safe to learn; third, safe to contribute; and finally, safe to challenge the status quo. #UtilitySafety #PsychologicalSafety #UpstreamThinking #HumanPerformance #IncidentPrevention Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

”Built In, Not Bolted On” explores the critical integration of safety into the core of organizational operations rather than treating it as a secondary, compliance-based add-on. Author Doug Hill argues that when safety is established as a fundamental organizational value—rather than just a priority—it naturally drives improvements in quality, productivity, and overall operational excellence. By utilizing Human and Organizational Performance (HOP) principles, the article highlights how a ”safety-first” culture motivates employees to follow standards even when unobserved, ultimately reducing rework and fostering a more efficient workforce. Read the article by Doug Hill, CUSP - Built In, Not Bolted On: Using Safety to Drive Operational Excellence Key Takeaways Safety as a Value, Not a Priority: Priorities can shift depending on the day’s demands, but values remain constant. When safety is a value, employees adhere to standards because they see the inherent worth in them. The Interconnectivity of Success: Safety, quality, and productivity are not silos. A safe process is often a high-quality process that leads to productive outcomes. Human and Organizational Performance (HOP): Systems should be designed so that processes are easy to follow and make sense to the people actually doing the work. The Power of ”Why”: Employees are more likely to follow protocols (like wearing PPE) when they understand the personal stakes (family, health, well-being) rather than just trying to avoid a reprimand. Learning from Success: Organizations should focus on learning from what goes right just as much as they learn from failures to identify opportunities for continuous improvement. 3 Questions and Answers Q1: What is the main difference between safety being a ”priority” versus a ”value”? A1: A priority is something that can change based on circumstances or pressure (like a deadline), whereas a value is a core belief that remains constant regardless of the situation. When safety is a value, it is integrated into every action naturally. Q2: How does the article suggest safety impacts productivity and quality? A2: The author uses the analogy of building a child’s bicycle: because you care about the safety of the rider, you follow instructions more carefully (Quality), which ensures the bike works correctly the first time and doesn’t require repairs (Productivity/Efficiency). Q3: Why is ”peer-to-peer support” mentioned as a critical factor in safety culture? A3: Because supervisors cannot be everywhere at once. A strong safety culture relies on workers looking out for one another and holding each other accountable to standards even when leadership is not present. #SafetyFirst #OperationalExcellence #OccupationalSafety #HOP #WorkplaceCulture #IncidentPrevention Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

In this episode of Incident Prevention’s Utility Safety Podcast, host Kate Wade sits down with Tim Bedford, a 36-year veteran of PG&E and current Principal Customer Success Manager at Gridware. Together, they explore a critical new category of grid intelligence: Active Grid Response. Tim explains the concept of ”Hazard Awareness Delay”—the dangerous gap in time between a grid event occurring and the utility becoming aware of it . By utilizing Gridware’s Gridscope, a mechanical sensing device installed on poles, utilities can now detect hazards like broken poles, vegetation impact, and conductor vibration in real-time . Listen in to learn: How real-time grid visibility eliminates unnecessary exposure for linemen, drastically improving utility safety. The role of mechanical sensing in preventing wildfires by identifying risks before they ignite . How Gridware’s technology creates a ”zero delay line break” response, potentially de-energizing falling lines before they hit the ground . Strategies for funding safety technology through reliability and fleet maintenance budgets . Whether you are in operations, safety management, or fleet logistics, this episode offers actionable insights into modernizing grid protection. Guest Contact: Tim Bedford | tim.bedford@gridware.io Learn More: www.gridware.io Key Takeaways Defining Hazard Awareness Delay: This is the critical time lapse between an event occurring on the electrical system and the utility’s awareness of it; reducing this delay prevents outages and catastrophic events like wildfires. Mechanical Sensing Technology: Gridware’s ”Gridscope” acts like a pickup on a guitar string, detecting vibration, sound, and pole angle changes to pinpoint exact fault locations without needing to patrol the entire line. Enhancing Lineman Safety: By providing the exact location of a fault, utilities reduce the need for linemen to patrol hazardous terrain in the dark, significantly lowering safety risks and exposure. Rapid Installation: The devices are approximately the size of a shoebox, weigh 3.5 lbs, and can be installed in under five minutes; a single crew can install upwards of 50 devices per day. Future ”Zero Delay” Capabilities: Gridware is currently piloting technology that can detect a line break and trigger a recloser to de-energize the circuit before the wire even hits the ground. Q&A: Utility Safety & Grid Visibility Q: What is the ”Active Grid Response” solution provided by Gridware? A: Active Grid Response is a new category of grid intelligence that provides real-time visibility into the physical, electrical, and environmental conditions of the grid. It uses sensors to monitor vibrations and pole angles, allowing utilities to identify specific hazards—like a tree striking a line or a car hitting a pole—before they escalate into major outages or wildfires. Q: How does this technology directly improve utility safety for the workforce? A: It drastically reduces the ”hunt and seek” method of finding faults. Instead of a troubleman patrolling miles of line in hazardous conditions (darkness, rough terrain, severe weather), the system provides a pinpoint location . This minimizes the time employees spend in dangerous environments and reduces fleet vehicle exposure . Q: Is this technology cost-prohibitive for smaller utilities or tight budgets? A: Tim Bedford suggests that funding often comes from shifting budgets based on the use case. For example, the technology offsets costs in fleet fuel, engine hours, and patrol time. Additionally, it can replace less effective legacy devices like standard fault indicators, and deployments can be scaled to focus only on high-risk protection zones rather than the entire system immediately. #UtilitySafety #GridModernization #LinemanSafety #WildfirePrevention #SmartGrid #ActiveGridResponse

In this episode of ”Built In, Not Bolted On,” host Doug Hill and guest Nick discuss the concept of ”paying it forward” as a proactive approach to safety and mental well-being during the stressful holiday season. They explore how small acts—like salting a neighbor’s walkway or simply asking a coworker ”are you okay?”—can prevent failure and build a stronger, more supportive culture. The conversation highlights the dangers of distracted driving, the impact of winter weather on utility work, and the importance of checking in on colleagues who may be struggling with personal stressors. Key Takeaways Paying it Forward is an Investment: Paying it forward isn’t just about buying coffee; it’s an investment in others that pays dividends by setting them up for success and safety. Proactive Safety Measures: Practical acts like salting walkways or ensuring cars have fuel and emergency gear help others avoid failure and stay safe during winter travel. Mental Well-Being Check-ins: The holidays bring hidden stressors (financial, family, travel). Asking coworkers ”Are you okay?” or ”I got you” can uncover these ”X factors” and provide much-needed support. The ”Glass House” of Leadership: Effective leadership involves ”paying it forward” by mentoring the next generation, a concept exemplified by industry veterans who continue to teach safety even after retirement. Distracted Driving Dangers: The first snow of the season often catches drivers off guard. Preparing for winter conditions is a critical way to pay it forward to your family and fellow commuters. Questions & Answers 1. What is the core theme of this episode? The core theme is ”paying it forward, not looking back,” which involves taking proactive steps during the holiday season to ensure the safety and success of others, rather than just reacting to problems. 2. How does Doug Hill define ”paying it forward” in a safety context? Doug defines it as making an investment in other people to set them up for success, such as salting a walkway to prevent falls or ensuring vehicles are fueled to avoid being stranded in bad weather. 3. What specific winter driving advice does Doug give to his daughters? He advises them to always keep an extra coat and boots in the car to be prepared if they get stranded, emphasizing the need to mentally shift and prepare for winter conditions. 4. How can coworkers support each other’s mental well-being during the holidays? Coworkers can pay it forward by asking ”Are you okay?” if someone is acting abnormally, recognizing that financial or family stressors may be affecting their focus and safety on the job. 5. What is the origin story of ”paying it forward” mentioned by Doug? Doug shares that the concept originated in his hometown of Midland, Michigan, with a young boy named Jaden Lamb, who passed away from cancer but inspired others to do good deeds for one another. 6. What is the ”I got you” concept discussed by Nick and Doug? It is a simple phrase or text used between colleagues to reassure each other that they have support and communication lines are open, reinforcing trust and safety. Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ #BuiltInNotBoltedOn #SafetyCulture #PayItForward #HolidaySafety #MentalHealthAwareness #UtilitySafety

As the grid transitions to green energy, battery energy storage systems (BESS) are popping up everywhere—from utility substations to residential neighborhoods. But what happens when lithium-ion technology fails? In this episode of The Voice of Experience, host Danny Raines and Fire Test Specialist Josh Dinaburg from the CSA Group dive deep into the reality of battery fire safety. Josh brings nearly 20 years of lab experience to explain why the ”let it burn” strategy is often the safest choice for first responders and the environment. We dispel common myths about toxic runoff, explore how AI is revolutionizing failure detection, and discuss the rigorous testing standards keeping our communities safe. If you work in utilities, safety operations, or fire protection, this is the essential guide to understanding the risks and remedies of modern energy storage. Key Takeaways The ”Let It Burn” Strategy is Intentional: Contrary to public perception, the safest tactic for large-scale battery fires is often isolation rather than active suppression. Attempting to extinguish the fire can leave ”stranded energy” in damaged cells, creating a ”ticking time bomb” for secondary events, whereas letting it consume itself renders the waste safer for disposal. Manufacturing Quality is Improving Rapidly: While cell counts in storage facilities are increasing, the failure rate has dropped significantly—now estimated in the ”one out of millions” range rather than hundreds. Environmental Impact is Manageable: Extensive testing indicates that water and air quality impacts from these fires are generally comparable to standard structure fires. Runoff has not been demonstrated to cause immediate ”forever chemical” threats to groundwater, provided the site is managed correctly. AI is the Future of Prevention: The industry is moving toward advanced Battery Management Systems (BMS) that use AI to analyze temperature and voltage trends, allowing operators to identify and isolate failing cells months before a thermal runaway event occurs. Firefighter Safety is Paramount: The primary risk to first responders is not just the fire, but the potential for explosion and high-voltage hazards. The current standard emphasizes life safety and evacuation over asset protection. Q&A: Addressing Common Concerns 1. What is the biggest myth about battery storage fires? Answer: The biggest myth is that if fire departments aren’t spraying water, they don’t know what they are doing. In reality, standing back and monitoring is a calculated containment strategy. Active firefighting can waste water and endanger responders without effectively stopping the thermal runaway, so isolation is often the professional standard. 2. Does a battery fire pose a unique toxic threat to the local community? Answer: While lithium-ion electrolytes contain fluorinated compounds, the combustion products are remarkably similar to a typical house fire involving polyurethane furniture or cleaning chemicals under a sink. The smoke should be avoided like any other fire, but it does not generally require unique HazMat protocols beyond standard breathing protection and evacuation. 3. Can technology stop a fire once it starts? Answer: Once thermal runaway begins in a specific cell, the chemical and electrical energy makes it nearly impossible to stop that specific event. However, engineering controls—such as insulation barriers and novel injection systems—are designed to prevent that single-cell failure from propagating to the rest of the battery bank, turning a potential catastrophe into a minor, contained incident. #BatteryStorage #FireSafety #RenewableEnergy #UtilitySafety #LithiumIon #CSAGroup Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

Recorded live from the IP Utility Safety Conference in Glendale, Arizona , this free-flowing conversation features Kate Wade of IP magazine , Billy Martin of Think Tank Project, LLC , and Brant Jeffries of Bierer Meters. The group discusses how conferences and networking change our perspectives , using analogies like Billy’s ”fire corn” and Heraclitus’s river. They dive deep into the dangers of ”reactiveness” , citing examples from Arizona’s freeway development to local city council decisions. The conversation emphasizes the need to move to ”upstream thinking” and use the ”space between stimulus and response” to build trust and make more rational, safer decisions. 💡 Key Takeaways Learning requires discomfort. True growth at conferences comes not from seeking confirmation , but from being stretched and a ”little bit uncomfortable”. Shift your perspective. The group uses the analogy, ”You’re not stuck in traffic; you are the traffic” , to illustrate how we are the ones who apply negative emotion (the ”suck”) to a situation , which blocks our ability to learn from it. Beware the ”reactive” trap. Humans are programmed to be reactive. The speakers note that we often react to problems—like traffic or accidents—long after they began , rather than using ”upstream thinking” to find the root decisions that caused them. Use the space between stimulus and response. Citing Viktor Frankl , the group stresses the importance of taking time before responding. This space allows our ”thinking selves” to override an immediate reaction , de-escalate conflict , and choose a rational response. Modern media may be programming us for reactivity. The group discusses how modern movies and video games, with their ”flash, flash, flash” editing , are rewiring our brains for shorter attention spans and making us more reactive. iPi Forum - https://ip-institute.com/ipi-forum/ You can read the current magazine at Incident Prevention Magazine. Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

In this powerful episode of Incident Prevention’s Utility Safety Podcast, host Kate Wade sits down with Tom Murphy, the founder and CEO of Sweethearts and Heroes. Tom shares the deeply personal journey that led him from the railroad industry and professional mixed martial arts to creating a vital organization focused on ”upstream prevention” for mental health. He sheds light on the alarming suicide crisis within the utility sector, where linemen are taking their own lives at a rate of 67.8 per 100,000—more than five times the rate of workplace fatalities. Tom explains the intentional meaning behind his organization’s name, the science of building community, and how their unique ”Fifth Wire” program uses an ancient practice called ”circle” to forge life-saving connections among workers. Tune in to learn how we can combat hopelessness and prevent ”voltage drop” in our own lives and organizations. Key Takeaways Upstream Prevention is Key: The world often focuses on intervention after a crisis has already occurred, but the real work lies in ”upstream prevention”—giving people the tools and community support they need before they reach a breaking point. The Alarming Suicide Rate Among Linemen: The suicide rate for electrical linemen is a staggering 67.8 per 100,000, significantly higher than the general population (12-14 per 100,000) and even the Marine Corps (34.9 per 100,000). The Meaning of ”Sweethearts and Heroes”: The name is intentional. In the 16th century, the word ”bully” originally meant ”sweetheart”—an endearing term for someone who pushes you to be better and gives you hope. ”Heroes” are those who choose to jump into action to help others. The Power of Circle: Beyond high-impact presentations, the core of the programming is ”circle,” a 400,000-year-old practice where individuals sit together to commune and build deep, neurological connections. This helps create healthy, adaptive social norms within a peer group. Preventing ”Voltage Drop”: Tom uses the electrical concept of ”voltage drop” as a metaphor for losing the momentum gained from an inspiring event due to life’s resistance. Sweethearts and Heroes implements follow-up systems, like circle, to keep the ”voltage” high and ensure the message sticks. Questions and Answers Q1: What is the ”Fifth Wire” program? A1: ”The Fifth Wire” is the name of the program Sweethearts and Heroes developed specifically for the electrical industry. It builds on the organization’s core principles of upstream prevention and creating strong peer networks to combat the high suicide rate among linemen and other utility workers. Q2: Why does Tom Murphy say suicide is a male issue? A2: While suicide is a human issue, Tom points out that men are statistically more affected. Young men are five times more likely to die by suicide than young women. He theorizes this is partly because men are evolutionarily driven to seek agency (power and resources), whereas women are more driven to seek communion (social bonds). Modern society has often removed the traditional outlets for men to build agency, contributing to a sense of purposelessness and hopelessness. Q3: How does Sweethearts and Heroes ensure their message has a lasting impact after they leave? A3: They are only interested in working with organizations that want to fix the system, not just host a one-time awareness speech. To prevent ”voltage drop,” they implement spaced, repetitive practices like circle sessions over several months. They also offer a ”train the trainer” model, including master classes, to teach people within the organization how to facilitate circles themselves and maintain momentum long-term. #UtilitySafety #MentalHealth #LinemanLife #SuicidePrevention #SweetheartsAndHeroes #UpstreamPrevention

In this episode of the Safety by Design, Nick sits down with Pam Tompkins, CUSP to discuss her recent article, ”Safety by Design, Safety Management System Planning.” This is the third installment of a six-part series where Pam delves into the critical role of planning in creating an effective safety management system (SMS). Pam explains why a proactive, systemic approach is essential for identifying and mitigating workplace hazards, moving beyond a reactive safety model. She emphasizes the importance of conducting a gap analysis to understand the current state of safety, using a systems-thinking approach to risk management, and setting clear, measurable objectives. The discussion also covers the use of leading indicators and key performance indicators (KPIs) to track progress and ensure continuous improvement, all within the framework of the ANSI/ASSP Z10-2019 standard. Key Takeaways: A proactive ”safety by design” approach is crucial to move beyond a reactive safety culture that waits for accidents to happen. Conducting a gap analysis is an essential first step to identify weaknesses in your current safety practices and align improvements with fieldwork. Leading indicators, such as safety observations and near-miss reporting, provide a more accurate picture of safety performance than lagging indicators like incident rates. A systems-thinking approach helps to understand how people, processes, and equipment interact, leading to more effective risk management. Setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) objectives is key to making safety goals actionable and accountable. The ANSI/ASSP Z10-2019 standard provides a comprehensive framework for building and maintaining a robust safety management system. Engaging employees at all levels in the safety planning process is vital for building a strong safety culture and ensuring that procedures are practical and effective. Q&A: Q: What is the main problem with a reactive approach to safety? A: A reactive approach to safety is insufficient because it waits for accidents to happen before taking action. In high-risk industries like electric power, the consequences of an incident can be catastrophic, making it too late to react after a fatality or serious injury has occurred. Q: Can you provide an example of an effective leading indicator? A: One effective leading indicator is near-miss reporting. A high level of participation in near-miss reporting is a positive sign that employees are engaged in the safety process and feel comfortable speaking up about potential hazards. This allows organizations to address issues before they lead to an incident. Q: What is ”systems thinking” in the context of safety? A: Systems thinking is about looking at the bigger picture and recognizing that safety is influenced by the interaction of people, processes, and equipment. Instead of blaming an individual for a mistake, a systems-thinking approach looks for flaws in the system that may have contributed to the error, such as impractical procedures or a lack of resources. #SafetyByDesign #UtilitySafety #SafetyManagementSystem #ProactiveSafety #LeadingIndicators #WorkplaceSafety #SafetyCulture OSHA Power Electric Standards Course - https://ip-institute.com/osha-electric-power-standards/ Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/

This episode of ”The Deep Dive” explores the hidden dangers of using standard synthetic ropes in high-voltage environments and the shift towards true dielectric ropes. We discuss how traditional ropes can become conductive when exposed to moisture and contaminants, turning them into a serious safety hazard. We also cover the importance of rigorous testing, proper maintenance, and the barriers to adopting this life-saving technology. Read the article: https://incident-prevention.com/blog/from-risk-to-reliability-improving-rope-safety-in-energized-environments/ Written by Patrick Barry on June 10, 2025. Posted in Worksite Safety. Key Takeaways Traditional Ropes are a Hidden Danger: Standard synthetic ropes, often assumed to be non-conductive, can absorb moisture and contaminants, making them conductive and posing a significant risk in energized environments. True Dielectric Ropes are a System: A true dielectric rope is more than just a product; it’s a system that includes a specific design for electrical insulation, rigorous testing against global standards, and a commitment to proper maintenance throughout its lifecycle. Barriers to Adoption: The adoption of dielectric ropes has been slow due to factors like resistance to change, the misconception that they are only necessary for live-line work, and financial hurdles. Best Practices are Crucial: To ensure the safety and reliability of dielectric ropes, it’s essential to verify compliance with standards, store and maintain them properly, inspect them before each use, and provide thorough training for all workers. Q&A 1. What is the main problem with using traditional synthetic ropes in high-voltage environments? The main problem is that while the base material of these ropes (like polyester or polypropylene) is an insulator, the rope as a whole can absorb moisture, dirt, and oil. This contamination can make the rope conductive, turning it from a safe tool into a hidden hazard. 2. What makes a ”true” dielectric rope different from a standard synthetic rope? A true dielectric rope is designed specifically for electrical insulation from the start and is rigorously tested against global standards like IEC 62192 and ASTM F1701. These ropes are also meant to be maintained like any other critical insulating tool, with a focus on their entire lifecycle. 3. What are some of the barriers preventing the widespread adoption of dielectric ropes? Some of the main barriers include a general resistance to change within the industry, with some believing the old ropes are ”good enough”. Other barriers are the dangerous assumption that work is always de-energized, dismissing the importance of wet testing, and the financial hurdles associated with the higher upfront cost of these ropes. #RopeSafety #ElectricalSafety #WorkplaceSafety #IncidentPrevention #LinemanSafety #DielectricRope