Utility Safety Podcast by Incident Prevention Magazine
by Incident Prevention Magazine
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Recent episodes
Voice of Experience - Surviving the 100 Days of Summer - Highway Risks and Lineman PPE
Jun 1, 2026
30m 45s
From Space-X to the Job Site - Why Kevlar is the New Standard for Utility Safety
Jun 1, 2026
33m 41s
Utility Safety in Depth - The Safety Alchemist: Gina Vanderlin, CUSP, CSP, CHMM, CIT - Data into Utility Safety Insights
May 1, 2026
32m 44s
Special Series: Voice of Experience - Part 2 - Accepting the Unacceptable with Danny Raines, CUSP
May 1, 2026
41m 34s
Utility Safety Podcast - Deep Dive - Spiritual Preparation for Safer Work written by Tom Cohenno
Apr 1, 2026
12m 01s
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| Date | Episode | Description | Length | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 6/1/26 | Voice of Experience - Surviving the 100 Days of Summer - Highway Risks and Lineman PPE | 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 | 30m 45s | ||||||
| 6/1/26 | From Space-X to the Job Site - Why Kevlar is the New Standard for Utility Safety | In this episode, we sit down with Andrew Pan and Gary Percy from Telesteps to discuss the next evolution of climbing safety. While traditional fiberglass ladders have been the industry standard for decades, Telesteps is disrupting the market with their patented, DuPont Kevlar non-conductive telescoping ladders. Engineered for use near energized electrical systems, these ladders are 25–30 lbs lighter than traditional models and compact enough to fit in the back of a small van. We dive into the history of the company—from manufacturing aircraft-grade aluminum tools for the U.S. Military to using the same ballistic materials found in NASA’s Artemis II shield. Learn how these precision tools are improving ergonomics for fleet professionals and why ”big when you need it, small when you don’t” is the future of utility safety. Learn more about their full range of products at: https://telestepsladders.com Key Takeaways The Kevlar Advantage: Unlike fiberglass, which can dry out and fracture over time, Telesteps’ DuPont Kevlar ladders are ballistic-grade, non-conductive, and built to withstand extreme weather and heavy use. Revolutionary Portability: These ladders retract to under 30 inches, allowing utility crews to downsize their vehicles and save on fuel costs without sacrificing reach. Safety First Engineering: Equipped with safety indicator windows that show when the rungs are locked, a ”One-Touch” slow-close release to prevent pinched fingers, and pivoting silicone feet for a sure grip on any surface. High Load Capacity: The Kevlar A-frame model holds a Type 1AA duty rating of 375 lbs, while the extension models meet Type 1A (300 lbs) standards, surpassing OSHA requirements. Built for Longevity: With a claim rate of only 0.01%, these ladders are designed to be ”the last ladder a company buys” if maintained properly. #UtilitySafety #ElectricalSafety #Telesteps #KevlarLadder #JobsiteSafety | 33m 41s | ||||||
| 5/1/26 | Utility Safety in Depth - The Safety Alchemist: Gina Vanderlin, CUSP, CSP, CHMM, CIT - Data into Utility Safety Insights | 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 | 32m 44s | ||||||
| 5/1/26 | Special Series: Voice of Experience - Part 2 - Accepting the Unacceptable with Danny Raines, CUSP | 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 | 41m 34s | ||||||
| 4/1/26 | Utility Safety Podcast - Deep Dive - Spiritual Preparation for Safer Work written by Tom Cohenno | 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 | 12m 01s | ||||||
| 4/1/26 | Built In Not Bolted On - The Fighter Pilot’s Guide to Operational Excellence with Jeff "Odie" Espenship | Join host Doug Hill and guest Jeff ”Odie” Espenship—former USAF fighter pilot and founder of Target Leadership—for a deep dive into the heart of high-performance safety culture. In this episode, we move beyond ”bolt-on” safety programs to explore how true safety must be built into the daily DNA of an organization. Odie shares powerful lessons from his time in the cockpit, revealing how ”the little things” like miscommunication and complacency are the true leading indicators of tragedy. Whether you are a frontline ”fighter pilot” or a corporate leader, this conversation offers actionable insights on setting high expectations, fostering open communication, and pursuing excellence to save lives. Key Takeaways ”Built In, Not Bolted On”: Safety should not be a secondary add-on; it must be a core, everyday component of how work is performed. Focus on Leading Indicators: Accidents often snowball from ”little things” like snap decisions, shortcuts, or a lack of attention to detail. Leadership at All Levels: Every employee is a ”fighter pilot” on the tip of the spear; leadership is an attitude of influence, not just a title. The Pursuit of Perfection: While perfection may be unattainable, pursuing it is the only way to consistently achieve the operational excellence required in high-risk industries. Overcoming Complacency: Experience can lead to routine, which breeds the ”silent killer” of complacency; constant refocusing is necessary to maintain safety. Questions and Answers Q: What does Jeff ”Odie” Espenship mean by ”the little things”? A: He refers to minor errors—such as skipping a step in a lockout/tagout procedure, using the wrong tool, or miscommunicating a detail—that often go unnoticed but can snowball into major accidents. Q: How can a ”culture of blame” be avoided in safety management? A: Leaders must encourage employees to speak openly about ”close calls” and leading indicators without fear of retribution, focusing on learning from mistakes to prevent future tragedies. Q: Why does Odie compare workplace employees to ”fighter pilots”? A: He views frontline workers as the ”tip of the spear” who are most at risk and whose precision and decision-making are critical to the organization’s success and safety. Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ #SafetyLeadership #OperationalExcellence #WorkplaceSafety #TargetLeadership #LeadingIndicators #DougHill #Leadership | 31m 11s | ||||||
| 4/1/26 | Special Series: Voice of Experience - Part 1 - Accepting the Unacceptable with Danny Raines, CUSP | 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 | 46m 38s | ||||||
| 3/11/26 | Utility Safety Podcast - Deep Dive - The Zero Trust Protocol - Surviving the Underground Vault | In this episode, we go beneath the surface into the high-stakes, ”unforgiving” world of medium-voltage underground cable splicing. Drawing from Mark Savage’s expert insights in Incident Prevention Magazine, we explore why cable identification isn’t just a technical task—it’s a survival skill. We break down the ”Zero Trust” philosophy where every cable is treated as lethal until proven otherwise, and even then, safety margins remain non-negotiable. From arc flashes hotter than the sun to 40-foot remote hydraulic cutters, learn how elite utility professionals engineer redundant systems to eliminate single points of failure. Whether you are in the trenches or the boardroom, this episode offers a masterclass in total risk mitigation. Read the article here: https://incident-prevention.com/blog/cable-identification-and-cutting-safety-for-medium-voltage-splicers/ Key Takeaways: The Zero Trust Mindset: Workers must assume every cable is energized and lethal, even after a ”green light” or testing indicates otherwise. The Physics of Failure: An arc flash in a medium-voltage environment can reach 35,000°F—hotter than the surface of the sun—instantly vaporizing copper and creating concussive pressure waves. Redundant Layers of Defense: Safety is achieved through overlapping layers: validated PPE (arc-rated clothing and dielectric gloves), administrative lockout/tagout (LOTO) with dual authority, and sophisticated electronic identification tools. Induced Voltage Risks: Even a disconnected ”dead” cable can become lethal by picking up energy from live parallel cables, acting like a giant transformer; this necessitates strict grounding protocols. The ”Remote Cut” Rule: The most critical safeguard is that the first cut into a cable must always be made remotely—using hot sticks, Bluetooth, or hydraulic tools—to keep the human worker outside the potential blast radius. Maintenance as Safety: A safety system is only as good as its tools; delicate electronic testers must be stored in climate-controlled, shock-absorbing cases to prevent calibration errors that lead to ”false positives” on live lines. Questions and Answers: 1. Why is ”Dual Authority” required for removing a lockout tag? Under this protocol, a tag can only be removed when both the Central Dispatch Center and the specific worker who physically placed the tag agree. This prevents dispatch from accidentally re-energizing a line while a worker is still in the vault, ensuring the person in the ”line of fire” has the ultimate final say over their own safety. 2. What are the dangers of using a wire-pulling snake during cable identification? A worker should never run a conductive wire-pulling snake through a duct unless the cable inside is definitively proven dead. If the snake encounters an energized cable with degraded insulation, it creates a bridge for an arc flash to travel directly back to the worker’s hands. 3. How do impulse test kits identify a specific cable across distances as long as 20 miles? The kit uses a transmitter at a known point (like a substation) to send a unique, directional, low-voltage electrical pulse pattern down the line. A splicer miles away uses a clamp-on receiver to read that specific pulse, allowing the cable to ”broadcast” its identity and even its specific phase. #UtilitySafety #ArcFlashProtection #ZeroTrust #LineWorker #IncidentPrevention #RiskManagement #UndergoundUtilities #Splicing Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ | 22m 08s | ||||||
| 3/1/26 | Influencing Safety - Looking Upstream - The Secret to Stopping Incidents Before They Start - Bill Martin, CUSP | 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/ | 38m 09s | ||||||
| 3/1/26 | The High-Voltage Sleep Gap - Why Rest is the Ultimate PPE with Dr. Eric Rogers | Podcast Episode: The High-Voltage Sleep Gap Host: Kate Wade, Editor of Incident Prevention Magazine Guest: Dr. Eric Rogers, Founder of Peak Sleep LLC Description In this episode of the Utility Safety Podcast, host Kate Wade and Dr. Eric Rogers discuss why consistent, high-quality sleep is the most powerful performance enhancer available to utility workers. Drawing on his experience with US Navy SEAL teams, Dr. Rogers explains how sleep deprivation directly impacts the brain—the body’s ”command center”—affecting judgment, risk-taking, and safety. The conversation covers the ”inconvenient truth” about alcohol, the mechanics of dangerous ”micro sleeps,” and actionable strategies like tactical napping to manage fatigue in high-hazard environments. Key Takeaways The Brain as Primary PPE: Sleep is the primary way to ensure the brain functions correctly, serving as the command center for every decision and action. Alcohol and Sleep Architecture: While alcohol helps you fall asleep faster, it acts as a sedative that dramatically damages sleep quality by wreaking havoc on sleep architecture. The 24-Hour Impairment Rule: Being awake for 24 hours results in cognitive abilities and reaction times equivalent to a 0.10 blood alcohol level. Micro Sleep Dangers: These involuntary ”brain shutdowns” last from a fraction of a second to several seconds and occur outside of your awareness, making them extremely dangerous during tasks like driving. Circadian Rhythm Vulnerability: The human body has a natural ”trough” in alertness between 2:00 a.m. and 5:00 a.m., which is the most vulnerable time for accidents. Tactical Napping: During long shifts or storm restoration, even a 5-to-15-minute ”tactical nap” can reduce fatigue and lower the risk of micro sleeps. Q & A Q: How does sleep deprivation compare to alcohol impairment on a job site? A: After being awake for 24 hours or more, an individual’s reaction time and cognitive function are equivalent to someone with a 0.10 blood alcohol level. While workers would not work next to someone who is drunk, many frequently work 24-hour shifts with the same level of impairment. Q: What is the most effective way to stabilize your internal clock (circadian rhythm)? A: The single best strategy is to set a consistent wake-up time seven days a week. Waking up at the same time every day is more important for aligning the circadian rhythm than going to bed at the same time. Q: Why is sleep apnea a specific concern for the utility industry workforce? A: It is common in men and those carrying extra weight or muscle mass in the neck. Apnea causes the airway to collapse, leading to non-restorative sleep and dangerous daytime sleepiness, such as falling asleep unintentionally at red lights. Q: What can leadership do to change the culture around sleep and safety? A: Leaders should stop praising sleep deprivation and instead build rest periods into job planning. This includes encouraging tactical naps during shifts exceeding 16 hours and implementing ”buddy check” systems for night shifts. #UtilitySafety #SleepPerformance #LinemanLife #SafetyLeadership #FatigueManagement #IncidentPrevention Subscribe to Incident Prevention Magazine: https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo: https://utilitysafetyconference.com/ | 55m 40s | ||||||
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| 2/17/26 | Utility Safety Podcast - Deep Dive - Using Safety to Drive Operational Excellence - Written By Doug Hill, CUSP | ”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/ | 19m 13s | ||||||
| 2/1/26 | The Human Tuning Fork: Harnessing Frequency and Vibration for Utility Safety with Bill Martin, CUSP | In this episode of the Utility Safety Podcast, host Nick chats with Bill Martin, CUSP about a concept that goes far beyond the standard safety manual: the physics of human energy. Inspired by Nikola Tesla’s quote on energy, frequency, and vibration, Bill explains why workers are like ”human tuning forks” and how one person’s attitude can physically resonate through an entire crew. The conversation dives deep into the biology of leadership, contrasting the stress of ”command and control” with the high performance of synchronized teams. Bill also challenges the industry’s reliance on caffeine and energy drinks, arguing that true high performance starts with regulating your own physiology and inputs. Tune in to learn how to move from a state of basic compliance to a state of high-frequency synchronization. Key Takeaways The Tuning Fork Analogy: Humans are like tuning forks; energy transfers between people without physical contact, meaning a single person’s mood or ”vibration” can affect the safety and performance of the entire team. Synchronization Over Compliance: While ”command and control” works in predictable environments, high-risk utility work requires synchronization—like pushing a swing in rhythm—to maintain forward momentum and safety. The Chemistry of Leadership: A leader’s approach triggers biological responses; criticism releases cortisol (stress/defense), while praise releases oxytocin (connection/higher cognition), changing the frequency at which the team operates. Impact of Substances: Reliance on energy drinks, caffeine, and alcohol dehydrates the brain and lowers cognitive frequency, effectively making workers ”stupid” and slower to react in critical situations. The 5-Second Rule: To avoid reacting negatively to a ”toxic” team member, use the 5-second rule (count down 5-4-3-2-1) to bypass your biological defense mechanism and choose a constructive response. The Power of Sync (Millennium Bridge): Just as the rhythmic walking of pedestrians caused London’s Millennium Bridge to wobble violently, a team that is perfectly synchronized can generate immense power and capability. Questions & Answers Q1: How does Bill Martin explain the concept of ”making your own luck” regarding safety and life? A: Bill explains that prediction is simply how our brains work to make things happen, rather than a lottery ticket. He argues that we are in 100% control of our next decision regardless of the hand we are dealt, meaning we decide if our ”luck” is good or bad based on our mindset and actions. Q2: Why does Bill suggest that energy drinks are detrimental to line workers? A: Bill notes that energy drinks alter physiology by spiking heart rates, which the body struggles to distinguish from fear or running from a threat. He states that caffeine dehydrates the brain (which is 70% water), slowing down brain conduction and thinking speed, which is dangerous in high-stakes work. Q3: What is the ”marshmallow” effect in a team setting? A: Using the analogy of Newton’s cradle (pendulum balls), Bill describes a person who is out of sync or vibrating at a low frequency as a ”marshmallow”. If placed in the middle of the team, this person absorbs the energy rather than transferring it, stopping the team’s momentum. Q4: How can a worker change the ”frequency” of a negative interaction immediately? A: Instead of reacting defensively to a bully or an angry coworker, Bill suggests smiling or staying silent for five seconds to disrupt their predicted response. By refusing to let the other person decide your energy, and instead responding with curiosity or kindness, you change the dynamic of the interaction. #UtilitySafety #Leadership #TeamSync #HumanPerformance #Mindset #LineLife Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ | 52m 59s | ||||||
| 2/1/26 | Closing the Hazard Awareness Delay - Real-Time Grid Visibility with Active Grid Response | 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 | 38m 33s | ||||||
| 1/23/26 | Utility Safety Podcast - Deep Dive - The Evolution of Personal Protective Grounding from the Articles Written by Alan Drew | Read the articles writted by Alan Drew - https://incident-prevention.com/blog/the-evolution-of-personal-protective-grounding-part-1/ https://incident-prevention.com/blog/the-evolution-of-personal-protective-grounding-part-2/ These articles chronicle the historical transition of personal protective grounding (PPG) from primitive, improvised tactics to rigorous modern safety standards for electrical workers. Early utility pioneers relied on basic tools like grounding chains and simple water pipe connections, but rising accident rates eventually necessitated more sophisticated testing and insulation. Mid-century research by experts like Charles Dalziel provided a scientific understanding of how electrical currents impact the human body, shifting the industry toward standardized equipment and formal regulations. The narrative highlights the move from bracket grounding toward the equipotential zone concept, ensuring that lineworkers are protected by maintaining equal voltage across all contact points. Ultimately, the sources emphasize that while technology and OSHA mandates have advanced, the core mission of PPG remains the most vital safeguard in high-voltage environments. Key Takeaways From Primitive to Precise: The history of grounding began with crude methods like throwing chains over conductors or simply shutting down generators. It has evolved into a highly technical science focusing on creating ”equipotential zones” (EPZ) to guarantee worker safety. The Pivot to Worksite Grounding: Early practices relied on ”bracket grounding” (grounding at adjacent poles). However, 1950s testing by the Bonneville Power Administration proved this was insufficient, leading to the modern standard of grounding and short-circuiting directly at the worksite. The Impact of Research: Charles Dalziel’s mid-century research on human shock thresholds provided the crucial medical data needed to evaluate whether grounding methods actually protected human life, moving the industry away from guesswork. Standardization Saved Lives: The shift from homemade tools (like copper wire and water pipes) to manufactured, certified equipment was driven by regulations from OSHA (1970s) and standards from ASTM and IEEE, ensuring reliability and accountability. 4 Questions & Answers Q: How did early lineworkers verify a line was de-energized before modern voltage detectors existed? A: Early methods were incredibly risky and often involved ”fuzzing” (listening for a buzzing sound) or primitive ”tests” like throwing a crescent wrench tied to a grounded tower onto the conductor to see if a fuse would blow. Q: What major flaw did the Bonneville Power Administration (BPA) discover in 1954 regarding ”bracket grounding”? A: The BPA tests revealed that placing grounds only on structures adjacent to the work area (bracket grounding) did not provide adequate protection. They found that to truly protect the lineworker from accidental energization, all conductors had to be short-circuited and grounded directly at the work location. Q: What is the ”Equipotential Zone” (EPZ) and when did it become the industry standard? A: The EPZ is a safety method where grounds are arranged to ensure that all equipment and the worker are at the same electrical potential, eliminating hazardous voltage differences across the worker’s body. It became a formal regulatory requirement with the issuance of OSHA standard 1910.269 in 1994. Q: How did the ”Shotgun Stick” improve safety in the 1950s? A: The development of the grip-all or ”shotgun stick” allowed lineworkers to apply protective grounds while maintaining a safe distance from the conductor. This was a significant improvement over earlier methods that brought workers dangerously close to potential hazards during installation. #LinemanSafety #UtilityIndustry #ElectricalSafety #ProtectiveGrounding #OSHAHistory #EquipotentialZone | 17m 27s | ||||||
| 1/1/26 | Built In, Not Bolted On - Paying it Forward - Building a Safety Culture for the Holidays | 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 | 22m 39s | ||||||
| 1/1/26 | Voice of Experience - From the Field to the Foreman’s Office - Mastering Leadership in the Utility Industry | In this episode, Danny Raines, CUSP, joins the show to discuss the critical transition from being a crew member to a leader in the utility industry. Drawing from his extensive career—from journeyman lineman to safety consultant—Danny explores the challenges of supervision, such as navigating generational differences and the importance of communication skills. The conversation delves into the ”glass house” effect, highlighting how a leader’s actions on and off the job, including on social media, influence safety culture. Danny also breaks down different leadership styles, advocating for servant leadership as the most effective approach for modern crews. Buy Danny’s Book - https://www.amazon.com/Legends-Ole-Lineman-learning-Journeyman-ebook/dp/B0FXN6G7V8/ref Key Takeaways: The Difficulty of Transition: Moving from a ”doer” to a leader is a long road because it is often easier to do the job yourself than to get others to do it according to expectations. The ”Glass House” Effect: Leaders must realize they are always being watched by their crew and peers. This extends to social media, where liking or interacting with unsafe content can undermine a leader’s credibility and influence new apprentices negatively. Servant Leadership: The most successful leadership style is ”servant leadership,” defined by Danny as never asking a crew member to do something the leader hasn’t done or isn’t willing to help with. Admitting Knowledge Gaps: Leaders should never ”blow smoke” or pretend to know everything. If a leader doesn’t know the answer, they should admit it, pause the work, and find the correct information to maintain trust. Generational Awareness: Effective leadership requires understanding generational differences (e.g., Baby Boomers vs. Millennials) and adapting communication styles to different personality profiles. Succession Planning: A vital first step for any new supervisor is to identify and mentor the person who will eventually replace them. Questions & Answers 1. What inspired Danny Raines to write his recent article on leadership? Danny was inspired by reflecting on his own career progression from a crew member to various leadership roles, as well as a book written by his pastor titled Yes, I Can, which resonated with his experiences of rising to new challenges. 2. How does Danny define the ”Glass House” concept in leadership? The ”Glass House” means that a leader is constantly under observation. Everything they do, whether on the job site or on social media, is seen by others, and mistakes or endorsements of unsafe behavior (even online) can negatively influence the workforce. 3. What are the four main leadership styles discussed in the podcast? Danny identifies four primary styles: Autocratic (authority-based), Democratic (voting/consensus-based), Bureaucratic (rule-governed), and Servant Leadership (leading by example and support). 4. Why is ”Servant Leadership” preferred over the ”Autocratic” style in today’s workforce? While autocratic leadership (”my way or the highway”) was common in the past, it creates friction, especially with younger generations. Servant leadership fosters better buy-in because the leader reasons with the crew, explains the ”why,” and proves they are willing to do the work themselves. #UtilitySafety #LeadershipDevelopment #LinemanLife #ServantLeadership #SafetyCulture #CUSP Subscribe to Incident Prevention Magazine - https://incident-prevention.com/subscribe-now/ Register for the iP Utility Safety Conference & Expo - https://utilitysafetyconference.com/ | 49m 59s | ||||||
| 12/1/25 | Voice of Experience - Storage Safety Hazards, Response, and the Evolution of the Grid with Josh Dinaburg, CSA Group | 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/ | 39m 51s | ||||||
| 12/1/25 | Safety by Design - Human and Organizational Performance with Pam Tompkins CSP, CUSP | Read the article - https://incident-prevention.com/blog/safety-by-design-human-and-organizational-performance/ In this installment of the Safety by Design podcast series, host Nick sits down with Pam Tompkins, President and CEO of SET Solutions, to explore the transformative philosophy of Human and Organizational Performance (HOP). Based on her latest article in Incident Prevention magazine, Pam breaks down why traditional, compliance-based safety programs often fall short in high-risk utility environments. Listeners will discover how shifting from a ”blame culture” to a ”learning culture” can drastically improve safety outcomes. Pam details the five core principles of HOP, offering actionable advice on how to identify predictable ”error traps,” why context matters in human decision-making, and how leadership’s response to failure defines an organization’s future. Whether you are a frontline leader or a safety executive, this episode provides the blueprint for building a resilient system that protects employees even when mistakes happen. Keywords: Safety by Design, Human and Organizational Performance, HOP Principles, Utility Safety, Safety Culture, Pam Tompkins, Incident Prevention, Error Traps, Operational Learning. Key Takeaways The ”Blame” Trap vs. System Design: Traditional safety often assumes employees should be perfect 100% of the time. HOP accepts that people will make mistakes and focuses on fixing the systems (procedures, equipment, pressures) that support them, rather than trying to ”fix” the people. The 5 Principles of HOP: The episode outlines five foundational principles: People will make mistakes. Error-likely situations are predictable. All human actions are influenced by context. Operational upsets can be avoided. How we respond to failure matters. Identifying Error Traps: Many incidents are preceded by ”error traps”—predictable conditions like fatigue (working 16+ hours), unfamiliar tasks (e.g., a mobile sub not used in a year), or unclear switching orders. Identifying these early prevents errors from becoming accidents. The Critical Role of Leadership Response: A leader’s reaction to a failure determines if an organization learns or hides. Asking ”Who messed up?” creates fear, while asking ”What conditions led to this?” builds trust and encourages the reporting of near-misses. Learning From Daily Work: You don’t have to wait for a major accident to learn. Simple habits, like a two-minute ”after-action review” at the tailgate or informal learning teams, can uncover operational gaps before they cause harm. | 46m 55s | ||||||
| 11/6/25 | Live from The iP Utility Safety Conference, Glendale, AZ - How Upstream Thinking Changes Safety | 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/ | 20m 09s | ||||||
| 11/1/25 | Utility Safety Podcast - Confronting the Silent Epidemic - A Conversation on Suicide Prevention in the Utility Industry | In this incredibly moving and vital episode of Incident Prevention’s Utility Safety Podcast, host Kate Wade is joined by Rob Duplain, a project superintendent, and Bill Martin, President of Think Tank LLC. The conversation centers on the critical issue of suicide, particularly within the utility and construction industries, sparked by a powerful LinkedIn post Rob wrote in honor of National Suicide Awareness Month. Rob shares his profound personal story of losing both his best friend and his mother to suicide, opening the door to a candid discussion on navigating grief and leveraging trauma to help others. Together, they explore practical ways to foster genuine human connection and psychological safety in the workplace. The discussion covers simple but powerful actions like a ”buddy check”, the importance of authentic leadership, and how to create an environment where it’s safe for employees to be vulnerable and support one another. This episode is more than a conversation; it’s a model for how to talk about uncomfortable but necessary topics to build stronger, safer, and healthier teams. Key Takeaways The Power of the ”Buddy Check”: A simple, consistent text message like ”buddy check” can be a powerful tool to let a coworker know you are thinking of them beyond the scope of work. It helps build a foundation of genuine care that makes it easier to notice when someone is struggling. Authentic Leadership Builds Trust: True leadership isn’t just about being in charge; it’s about showing up for your people, especially when mistakes happen. By meeting people where they are and creating a safe space to be vulnerable, leaders can build the trust necessary for open communication. Proactive Connection Over Reactive Rituals: The industry often shows solidarity after a tragedy, such as with bucket trucks at a funeral, but fails to see the weak signals beforehand. The focus must shift to building foundational, day-to-day relationships to prevent tragedies before they happen, as there’s ”no party for the thing that doesn’t happen”. Proactive Connection Over Reactive Rituals: The industry often shows solidarity after a tragedy, such as with bucket trucks at a funeral, but fails to see the weak signals beforehand. The focus must shift to building foundational, day-to-day relationships to prevent tragedies before they happen, as there’s ”no party for the thing that doesn’t happen”. Q&A Question 1: What is a simple, actionable step someone can take to support a colleague’s mental well-being? Answer: Rob Duplain suggests sending a quick, simple text that just says ”buddy check”. This small, consistent action lets the person know you are thinking of them and opens the door for deeper connection beyond just project updates. Question 2: Why do traditional classroom-style trainings often fail to engage workers in the utility industry? Answer: Bill Martin explains that many field workers are kinesthetic learners who ”have to move to think”. When forced to sit in rows, they often disengage, slouch, and cross their arms, whereas on a job site, they naturally gather in circles to communicate and collaborate. Question 3: What does it mean to be ”above the line” vs. ”below the line” when handling a problem at work? Answer: Drawing from the work of Brené Brown, Bill Martin explains that being ”below the line” means reacting to a problem by becoming a villain, victim, or hero. To be ”above the line,” one must act as a creator, challenger, or coach, focusing on learning from the outcome and moving forward constructively. #MentalHealthInConstruction #SuicidePrevention #UtilitySafety #WorkplaceWellness #AuthenticLeadership #BuddyCheck | 55m 46s | ||||||
| 11/1/25 | What is The Fifth Wire? Building a Human Safety Net in the Utility Sector with Tom Murphy | 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 | 55m 40s | ||||||
| 10/1/25 | Voice of Experience with Danny Raines, CUSP - Beyond the Wires - The Hidden Dangers in Stormwater | It’s not just downed lines and high voltage you need to watch out for during storm restoration. In the mud and floodwaters lies a hidden, deadly threat: flesh-eating bacteria. In this critical episode, we’re talking about Necrotizing Fasciitis, a rare but devastating infection that can start from a tiny cut or scrape exposed to contaminated water. We break down what every line worker and utility professional needs to know—how to identify the risks on a storm-ravaged site, the crucial first-aid steps that can save your life, and the early warning signs you can’t afford to ignore. Don’t let a small nick turn into a career-ending injury. This is a must-listen for anyone working in the aftermath of a hurricane, flood, or major storm. Key Takeaways The Threat is Real: Necrotizing Fasciitis is caused by bacteria (like Group A Strep or Vibrio vulnificus) found in contaminated water, mud, and debris common after storms. It enters the body through any break in the skin, including minor cuts, scrapes, or even insect bites. Prevention is Proactive Wound Care: Standard PPE is your first defense, but it’s not foolproof. The most critical step is to immediately and thoroughly clean any wound—no matter how small—with soap and clean water. Follow up with an antiseptic and a waterproof bandage. Know the Early Warning Signs: The infection progresses with terrifying speed. Watch for pain that is far more severe than the injury looks, rapidly spreading redness or swelling, fever, chills, and flu-like symptoms. Do not ”wait and see.” Time is Tissue: If you suspect an infection, seek immediate medical attention. Go to an emergency room and explicitly state your concern about a severe skin infection from exposure to storm water. Early and aggressive treatment is the key to survival and recovery. Q&A Session 1. I’m always covered in PPE. Isn’t that enough protection? While waterproof gear and gloves are essential, they can be punctured or torn. Bacteria can also enter the body if you touch a contaminated surface and then inadvertently touch a small, existing cut. The real defense is vigilant personal hygiene and immediate wound care. Think of your first-aid kit as being just as important as your climbing gear. 2. How can I tell the difference between a regular infection and flesh-eating bacteria? The two key indicators are pain and speed. A typical localized infection might be sore, red, and develop over a few days. Necrotizing Fasciitis is characterized by excruciating pain that seems completely out of proportion to the minor wound. The redness and swelling will also spread incredibly fast, sometimes visibly changing within a single hour. If the pain is the worst you’ve ever felt, it’s a major red flag. 3. What if I get a cut but I’m in the middle of a 16-hour shift? Don’t tough it out. Stop what you’re doing immediately. At a minimum, douse the wound with clean water from your water bottle and apply antiseptic from your personal or truck first-aid kit. Cover it securely. As soon as you are able, clean it more thoroughly with soap and water. Report the injury to your supervisor, no matter how minor, so there’s a record. This ensures you’re covered and encourages a culture of safety. 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/ #LineWorkerSafety #StormRestoration #UtilityWorker #NecrotizingFasciitis #Lineman #SafetyFirst #LineLife #WorkplaceSafety #CUSP #FleshEatingBacteria | 23m 47s | ||||||
| 10/1/25 | Utility Safety Podcast - Safety by Design - Safety Management System Planning with Pam Tompkins CSP, CUSP | 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/ | 47m 48s | ||||||
| 9/18/25 | Union Care Solutions - A Conversation on Mental Health in the Electrical Industry | In this vital episode, host Kate Wade sits down with Jenny Lavin, the founder and CEO of the nonprofit Union Care Solutions, to tackle the pressing mental health crisis within the union electrical community. Jenny, a union wife and mother with deep family roots in the IBEW, shares the alarming statistics that prompted her to take action: in the construction industry, workers are five times more likely to be affected by a mental health condition than an on-the-job fatality. Tune in to explore Union Care Solutions’ ”for us, by us” approach to building psychological safety through a powerful ”Train, Mobilize, and Deploy” model. Jenny discusses the importance of peer support networks, critical incident stress management for workers who witness traumatic events, and her mission to create a national hub of accessible mental health resources for every local. This is a must-listen for anyone in the utility and construction trades who wants to learn how to support their brothers and sisters and end the stigma around mental health. Key Takeaways The Crisis is Real: In one local community over five years, there were 19 suicides and 22 drug overdoses, compared to five on-the-job fatalities, highlighting a significant disconnect in safety focus. Construction workers are five times more likely to be impacted by a mental health condition than a workplace fatality. A ”For Us, By Us” Approach: Lasting change comes from within the community. Union Care Solutions champions a peer-to-peer support model, training people within the trade to recognize struggles and connect their colleagues with resources, as they are the true first line of defense. Train, Mobilize, Deploy: The organization’s core strategy involves training members in programs like Mental Health First Aid, mobilizing them into peer support networks, and deploying Critical Incident Stress Management (CISM) teams to help crews process traumatic events they witness on the job. The Unseen Trauma: Utility workers are often first on the scene of horrific accidents, storms, and fires, and the psychological toll of what they see is rarely discussed or addressed. CISM provides a crucial space for them to process this trauma. Q & A What is the mission of Union Care Solutions? Their mission is to bring advocacy and awareness to mental health issues within the union electrical trade. They achieve this by providing training, resources, and support, with the ultimate goal of creating a hub where anyone in the industry can find vetted, accessible information to build psychologically safe work environments. Why is peer support so critical in this industry? Peer support is effective because workers often spend more time with their crew than their own families and can notice when a colleague is struggling. There is a strong ”brotherhood” mentality, and workers are more likely to listen to and trust one another. A trained peer who understands the unique job pressures can connect with a struggling individual in a way an outside professional might not be able to. Reach out: jlavin@unioncaresolutions.org www.unioncaresolutions.org #MentalHealthInTrades #UnionStrong #ConstructionSafety #IBEW #EndTheStigma #PeerSupport | 29m 45s | ||||||
| 9/2/25 | Utility Safety Podcast - Deep Dive - Improving Rope Safety in Energized Environments | 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 | 16m 36s | ||||||
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