Risk Management and Job Safety Planning Code Documents/… · Risk Management and Job Safety Planning is an integral element of Newfoundland Power’s Health and Safety Management

Risk Management and

Job Safety Planning

Code

The primary code of practice for Hazard Recognition, Evaluation

and Control at Newfoundland Power

Date Issued: 2009 08 31

Date Revised: 2020 06 16

Date Reviewed: 2020 06 16

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Risk Management and Job Safety Planning Code

Created By: B. Fitzgerald Reviewed By: R. Murdoch

Revised By: R. Murdoch Approved By: J. Curran

1.0 Purpose

The purpose of this Code is to manage the hazards associated with high risk activities at

Newfoundland Power. In essence, the purpose of job planning is:

To reduce the risk of serious incidents.

To provide a better opportunity to recognize, evaluate and control hazards before the

work begins.

To improve the quality of construction drawings and integrate safety into the design phase.

To improve communication between engineering, planners, supervisors, and crew

members.

To more effectively manage changes that occur during a project or job.

To be prepared for emergencies.

2.0 Scope

This Code applies to all Newfoundland Power Electrical Line Operations, Engineering and

Construction, Electrical and Mechanical Maintenance, Vehicle Service Center Mechanics, Power

Plant Staff, Meter Technicians, Meter Readers, Collectors and associated contractors. Where

contractors have their own specific hazard assessment and control processes (including forms),

these processes may be acceptable to Newfoundland Power upon review. Any revision or

modification of the principles outlined in this code of practice shall require the approval of the

Manager of Corporate Safety.

3.0 General

Risk Management and Job Safety Planning is an integral element of Newfoundland Power’s

Health and Safety Management System. Given the variety and complexity of the types of work

performed at Newfoundland Power, different jobs require different levels of planning. It is

recognized that large projects involving multiple disciplines or multiple crews require more

detailed planning than day-to-day jobs carried out by individual crews. For any job, hazards

must be identified, evaluated based on risk and the appropriate controls or barriers put in place so

that the work can proceed safely. In addition, it is critical that all involved in the work

participate in the job planning process at some level. The level of participation will vary

depending on the nature and scope of the work. A review of the hazards associated with the

work, how they were evaluated and the barriers to be put in place, must be communicated to the




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front line. Safe work relies on effective job planning, good hazard assessment skills, teamwork,

the recognition of a worker-in-charge and open and effective communication. At Newfoundland

Power, no task is more important than ensuring that the job is properly planned and performed

safely.

Effective job safety planning starts with recognizing that any task can result in an accident if

hazards are not identified and effectively controlled. The intent of this Code of Practice is to

provide the foundation and tools necessary for employees to be able to properly identify and

control major hazards through effective risk management and job safety planning and to

communicate these hazards and controls to all other workers at the work site.

Hazard Identification

When analyzed, any accident can be defined as resulting from an unintended or uncontrolled

release of energy. The more powerful this energy is, the more likely it will result in serious

injury to a worker or workers. It is therefore important to be able to identify the energy forms

present in the workplace that are typically involved in these accidents. These energy forms are

listed below:

Electrical Biological

Radiant Gravity

Kinetic Water

Noise Mechanical

Pressure/Tension Body Mechanics

Thermal Chemical

Determining whether these energy forms are present during the work process is an important first

step in identifying the specific hazards, risk level and barriers required to control these hazards.

Risk Assessment

Once energies and their associated hazards have been identified the level of risk associated with

each identified hazard must be determined with the objective of focusing on the powerful

energies that could result in a serious injury to a worker or workers. The following definitions

are used to determine the level of risk related to a given hazard:

1. High Risk Hazard – Could result in fatality or serious injury (i.e. permanent disability).




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2. Medium Risk Hazard – Could result in temporary disability (i.e. lost time injury).

3. Low Risk Hazard – Could result in minor injury (i.e. medical-aid or first-aid injury).

Where either High or Medium Risk hazards are identified, specific barriers (controls) must also

be determined and documented.

Low Risk hazards do not require specific documented controls as they are managed through

employee awareness, general caution and by following basic safety practices.

Accident Causation – Unwanted Energy Release

Understanding how the unwanted or unintended release of energy can result in worker injury can

be graphically illustrated by using an energy flow diagram. For example, consider Diagram 1

which shows the three stages of an accident involving a worker who is struck by a falling tool.

As can be seen from the diagram, the accident chain starts with the tool falling from a height.

This is the first step in the process and is known as the energy Release phase. In this case, the

energy form released, or no longer controlled, is gravity.

Once the energy is released, the energy flow moves along to the second stage which is the

Contact phase. Here, the falling tool makes contact with a worker below. When the tool makes

contact with a worker, the incident moves into what is known as the Injury phase. This is

simply the phase where an unprotected worker could suffer substantial injury, especially if the

contact was made to a vulnerable body part such as the head.

It is important to note that there has to be a sequence of events to occur before an accident can

result in an injury and that it always starts with an unwanted release of energy. Recognizing that

it is the unwanted release of various energy forms that start the accident chain, then one is better

equipped to prevent an unwanted release from occurring, and therefore, better equipped to

prevent an injury.




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Diagram 1 - Unwanted Energy Flow

In assessing any job, it is critical that workers consider which forms of energy (hazards) are

present for the task about to be performed and then to determine what the level of risk is for a

particular hazard.

For any particular job or task there may be several different energy forms involved. What the

worker is expected to do in these cases is to review the list and identify any major hazards

associated with each energy form that may present itself. Once the major hazards have been

identified through their various energy forms, the worker can then proceed to evaluate those

hazards and put a plan in place to control them.

Accident Prevention - Hazard Controls (Barriers)

Once the high and medium risk hazards have been identified a specified plan must be put in

place to determine how these hazards are to be controlled. This involves the implementation of

barriers (or controls). There are many types of barriers that can be put in place to minimize the

danger associated with hazards. A list of barriers, in their order of effectiveness (1 being the

most effective and 10 being the least effective), is given below:




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1. Eliminate the Hazard 6. Minimize Error Potential

2. Minimize Energy to Safe Levels 7. Use Written Procedures

3. Install Physical Barriers 8. Provide Training

4. Wear Protective Equipment 9. Provide Supervision

5. Install Warning Devices 10. Identify Hazards Only

By referring to Diagram 2, it can be seen that there are a number of opportunities to place barriers

along the energy flow path thereby interrupting the energy flow:

Diagram 2 – Unwanted Energy Flow with Barriers

Barriers that prevent the release of energy are the most effective. Using the above example, this

can be effectively accomplished by tying off the tool (barrier #3) which is a physical barrier that

prevents the tool from falling. Barriers placed on the source that prevent the release of energy




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are referred to as “Control Barriers”.

Any barrier can fail (in this case ropes can break) so thorough job planning must be prepared for

this eventuality. In the event of failure of the first barrier, the objective must be to prevent

contact from occurring. Even if the tool falls, no injury will result if the falling tool does not

contact the worker. In this case, the contact is prevented by roping off the area (barrier #5) and

including it in the tailboard discussion (barrier #6) so that all workers are aware to stay out of the

contact zone. Placing barriers along the energy flow at a point between the energy source and

the target will prevent an injury should the control barrier fail. Barriers placed along the

unwanted energy flow, once the energy has been released, are referred to as “Safety Barriers”.

Some barriers do not impede or interrupt the flow of energy but are necessary to improve the

overall effectiveness of control and safety barriers. Safety training, safe work procedures and

providing supervision are all examples of this type of barrier. These barriers are referred to as

“Support Barriers” and, while in and of themselves, they are not as effective as control or

safety barriers, they are no less important.

It should be clear from Diagram #2 that every effort must be taken to put barriers in place that

will prevent the energy flow from moving from one phase to the next and that there are a number

of things which can be done (by placing barriers at all possible points along the energy flow

path) to prevent an injury from occurring. As discussed above, the most effective barrier is the

one that prevents the energy from being released. However, as previously noted, as many

barriers as possible must be in place in case the primary (control) barrier fails. It is important

therefore to ensure that two key principles of Risk Management & Job Safety planning be

applied consistently.

Barrier Effectiveness Principle

Some barriers are more effective than others. The first three barriers on the barrier effective list

above focus on preventing the release of energy. Once these barriers are placed they are

independent of the human factor in that they do not rely on human performance to work. Moving

down through the list, the barriers tend to be more reliant on human performance which makes

them prone to errors. The more a barrier relies upon a person to respond in a certain way, the less

effective it is. In short, the higher the barrier appears on the list above, the more effective it is in

preventing accidents in the workplace. This becomes especially important when high risk (fatal)

hazards exist while performing any task that a principle known as the Barrier Effectiveness

Principle apply. This principle states that:




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For any High-Risk hazard (i.e., with potentially fatal consequences), there should be at least

One Control Barrier in place to provide the primary protection from the hazard: i.e. Eliminate

the Hazard, Minimize Energy to Safe Levels or install Physical Barriers

It should be noted that assessing the effectiveness or quality of a barrier is just as important as

implementing the barrier itself. For example, using a hot stick that is overdue on retest or not

wiped down, is not an example of an effective barrier, and therefore it should not be used. In

order for the Hot Stick to be effective, it has to be tested and clean so that it can do the job for

which it was intended. Any tool or piece of equipment used for the purpose of implementing a

barrier (especially with respect to high voltage lines) must be confirmed rated, tested and capable

for the job it is about to be used for.

Multiple Barrier Principle

Because one barrier may be more effective than another does not mean that it should be the only

barrier used. In fact, because no barrier is 100% effective (barriers fail sometimes), fatal hazards

require multiple barriers in case the primary barrier fails. The more barriers that are in place to

interrupt the unwanted energy flow, the lower the chances are that an injury will occur. This

concept is known as the Multiple Barrier Principle and is comprised of two different

components:

The Multiple Barrier Principle (1)

For any High-Risk Hazard (i.e., with potentially fatal consequences), there must be a

Secondary Control Barrier or Safety Barrier in place to provide secondary protection in the

event that the primary barrier fails.

The Multiple Barrier Principle (2)

If it is not possible to apply an effective Control Barrier for High-Risk Hazards, there must be

Multiple Effective Safety and Support Barriers in place to reduce the risk to an acceptable level.

Communication

Though effective hazard recognition, evaluation and control are critical in preventing workplace

accidents, the issue of communication is of no less importance. Hazard assessments can be

extremely well done with effective barriers identified, but unless the hazards and required

barriers have been discussed and communicated with all involved, then the risk assessment and




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job safety planning process has not been fully completed. ALL workers must have the

opportunity to participate in the risk assessment process, and provide feedback with respect to

how these major hazards are controlled. The Worker in Charge holds a unique responsibility to

enable this participation by leading the discussion and asking for feedback and confirmation of

understanding (especially from new workers) during the hazard recognition, evaluation and

control process and for documenting the discussions on the tailboard conference form.

4.0 Responsibilities

4.1 Directors shall:

Ensure that the Risk Management and Job Safety Planning Code and associated

training is implemented, where required, within their Region/Department.

Ensure that supervisors are held accountable to monitor the quality and effectiveness

of Risk Management and Job Safety Planning within his/her Region/Department.

Assess the quality of Risk Management and Job Safety Planning during safe work

observations.

4.2 Managers shall:

Coordinate Risk Management and Job Safety Planning Code training.

Provide resources and sufficient lead-time for quality risk assessment and job safety

planning for larger projects.

Review and sign off on all Steps and Conditions Plans.

Ensure engineering drawings as well as permits, approvals or other documents

required for safe conduct of the work are provided to workers.

Ensure that a system of monitoring and coaching by the supervisors is implemented that

includes a formal review of Job Safety Planning documents and that there is a process of

on-going monitoring during field visits and safe work observations.

Assess the quality of Risk Management and Job Safety Planning during safe work

observations.

Provide feedback and coaching to supervisors and crews related to Risk Management and

Job Safety Planning Code compliance.

4.3 Supervisors shall:

Be responsible for the ongoing (day-to-day) management of the Risk Management/

Job Safety Planning process.

Regularly monitor compliance to the Risk Management and Job Safety Planning




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process, by reviewing planning documents (tailboard conference plans, steps and

conditions plans, etc.).

Provide feedback and coaching to Lead Hands and crews related to Risk Management and

Job Safety Planning Code compliance on an ongoing basis while in the field and during

formal safe work observations.

4.4 Lead Hands shall:

Ensure that Tailboard Conference Plans are completed as required by this code.

Ensure that all crew members and/or contractors working on the site participate in the

discussion and development of the Tailboard Conference Plan.

4.5 Work Crews shall:

Actively participate in the preparation of the Tailboard Conference Plan.

Indicate that he/she participated and understands the plan by signing the Tailboard

Conference Plan form.

4.6 Manager of Corporate Safety shall:

Be responsible for on-going review and revision of the Risk Management and Job Safety

Planning Code.

Be responsible for identifying the position training requirements on the Safety Training

Matrix and in the Safe Work Management System (SWMS).

Be responsible for the development of the Risk Management & Job Safety Planning Code

training program.

5.0 Procedure

5.1 Training is mandatory for all employees that are covered under the scope of this code of

practice. Specific training requirements for each job classification group are contained in

the safety training matrix. Those required to attend training shall be scheduled to do so

through Safe Work Management System (SWMS) which will automatically set training

requirements by job title. Refer to OPR500.15 – Identification and Assessment of

Training, Awareness and Competency.

5.2 Prior to the start of the job, a Risk Assessment and associated Job Safety Plan must be

conducted as outlined in this procedure. The complexity of the risk assessment and job

planning process will depend on a number of factors including the scope of the work and

http://porch/SiteDirectory/HS/Operations%20Manual/OPR500%20-%20Health%20and%20Safety%20Management%20System/OPR500.15.pdf

http://porch/SiteDirectory/HS/Operations%20Manual/OPR500%20-%20Health%20and%20Safety%20Management%20System/OPR500.15.pdf




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the number of workers involved.

5.3 Daily Job Safety Planning

Prior to the commencement of work, a job safety plan must be created by the work crew

and/or worker and documented using Form 85A - Tailboard Conference Plan (Line

Operations) or Form 85B - Tailboard Conference Plan (Electrical/Generation) . The

overall purpose of the daily job safety job safety plan is to:

a) reduce the risk of serious accidents;

b) improve the quality of job briefings and on-site meetings;

c) provide an opportunity to identify and control hazards prior to the commencement

of work;

d) conduct an assessment on the effectiveness of the barriers.

The daily job safety plan should be prepared by the work crew and/or worker at the job

site. Where high risk work is undertaken by the crew prior to arrival at the job site (e.g.

loading heavy materials, attachment of wire reels or trailers, etc.) the daily job safety plan

should be started to include this portion of the work and completed upon arrival at the job

site.

The Worker in Charge is responsible to ensure that job safety plan is created and

documented using Form 85A - Tailboard Conference Plan (Line Operations) or Form

85B - Tailboard Conference Plan (Electrical/Generation). The form shall also identify

the Worker in Charge.

Daily job safety plans need not be too detailed and normally require between five to ten

written steps as a general rule of thumb. A daily job safety plan would normally not

require more than fifteen minutes to properly prepare.

Each job safety plan must identify and document the job steps in sequence, rate the

hazard associated with each step and identify the appropriate barriers. Also, barriers

shall be categorized as being Control, Safety or Support barriers. When documenting the

hazards and barriers, specific detail should be used to describe each.

All workers (including contractors) shall actively participate in the discussion

surrounding the creation of the daily job safety plan and shall sign off on the form as an

indication of their participation and understanding of the plan.

../../Environment/EnvironmentHealth%20and%20Safety%20Forms/Form%2085A.pdf


../../Environment/EnvironmentHealth%20and%20Safety%20Forms/Form%2085B.pdf





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It is recognized that some job classifications within Newfoundland Power perform a

variety of tasks ranging from low to high risk. Low risk work does not require the

completion of a job safety plan. It is important therefore that each employee understand

the tasks which require the creation of a job safety plan. These requirements should be

defined and communicated by the Regional Directors in consultation with the Director

responsible for Corporate Safety.

While a minimum of one Tailboard Conference Plan form must be completed each day

by each work crew or work unit, the following guidelines apply to working at multiple

locations during the day, repetitive work and/or working alone:

Working at multiple locations during the day:

For work crews performing routine tasks at multiple locations, (e.g. maintenance crews

and/or service crews in the line operations) the same written Form 85A - Tailboard

Conference Plan (Line Operations) or Form 85B - Tailboard Conference Plan

(Electrical/Generation) may be used for other jobs performed throughout the day in lieu

of creating another document. In these situations, when tasks and/or locations change,

they must be identified on the Form 85A - Tailboard Conference Plan (Line Operations)

or Form 85B - Tailboard Conference Plan (Electrical/Generation) along with the hazards

associated with the new task and the barriers required to control them.

Repetitive work on successive days at the same specific location:

For work crews performing routine and/or repetitive tasks at the same specific location

on successive days (e.g. breaker maintenance or control wiring in a substation) the same

written Form 85A - Tailboard Conference Plan (Line Operations) or Form 85B -

Tailboard Conference Plan (Electrical/Generation) may be used on each successive day

up to a maximum of five days. In these situations a job safety planning meeting is held

with all workers and the hazards and barriers discussed. Any new hazards and barriers,

not previously identified shall be documented. All workers must sign off on the job

safety plan with the new date noted on the form:

Daily Job Safety Plans While Working Alone:

When working alone, prior to performing work, employees are required to assess the













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hazards associated with the work, evaluate the risk and ensure appropriate barriers have

been put in place so that the work can safely proceed. This is best accomplished by

documenting the hazards on an appropriate tailboard conference form, reviewing them

and implementing effective barriers for the hazards identified.

In all cases, particular attention must be given to emergency response requirements, call-

back protocol, etc. Employees, and supervisors of employees, who work alone must refer

to OPR300.03 – Working Alone for details on working alone protocols.

The following requirements have been defined for the creation of daily job safety plans

while working alone:

a) For workers performing routine tasks by themselves such as multiple substation

inspections a daily Form 85B - Tailboard Conference Plan (Electrical/Generation)

may be used throughout the day in lieu of creating another document. Location

changes and any newly identified hazards and barriers shall be documented.

b) For conducting daily inspections in power plants a single form per day may be

used throughout the day in lieu of creating another document. Alternatively, a

weekly form by specific location (e.g. Petty Hr. Plant) may be used up to a

maximum of 5 days. In each case the form must be reviewed and hazards

assessed prior to commencement of work.

c) For removing and installing meters by Meter Readers and/or Collectors at

multiple locations, a single tailboard may be used throughout the day in lieu of

creating another document. Location changes and any newly identified hazards

and barriers shall be documented.

Completed Tailboard Conference Plans (Form 85A - Tailboard Conference Plan (Line

Operations) and/or Form 85B - Tailboard Conference Plan (Electrical/Generation) shall

be forwarded to Area or Departmental SWMS Coordinators for filing and retention as per

the Master Health and Safety Records List (MHSRL).

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5.4 Project Safety Planning - for Large or Complex Jobs

For large or complex jobs, the Risk Management & Job Safety Planning process requires

the creation of a Steps and Conditions Planning Chart which is documented using Form

84 - Steps and Conditions Planning Chart.

Determining whether a Form 84 - Steps and Conditions Planning Chart is required for a

particular job/project shall be based on an assessment of several factors including the

duration, scope and complexity of the job/project based on the number of different

disciplines and /or work groups involved (including contractors). Using these criteria, the

person responsible for the overall project shall determine whether a Form 84 - Steps and

Conditions Planning Chart is required.

Jobs that normally require a Steps and Conditions Planning Chart include long term jobs

(greater than one week as a general rule of thumb), large scale jobs, such as capital

construction and/or maintenance associated with plants, substations, buildings and

distribution or transmission lines and isolation grounding.

It should be noted that some jobs that are greater than one week or that involve multiple

crews may not necessarily be overly complex (i.e. don’t have multiple steps) and

therefore may not require the creation of a Steps and Conditions Planning Chart.

Examples of this type of project are:

a. A power transformer maintenance project in a substation lasting longer than a

week.

b. A planned outage for a distribution feeder upgrade where a large number of crews

are participating but are all essentially performing the same work at different

structures (e.g. replacing insulators).

Alternatively, some shorter projects (i.e. less than one week) may require the completion

of a Steps & Conditions Planning Chart due the complex nature of the work and/or the

involvement of multiple crews or disciplines, including contractors. Examples of this

type of project are:

a. The replacement of several damaged structures and conductor on a 138kV

transmission line.

http://porch/SiteDirectory/Environment/EnvironmentHealth%20and%20Safety%20Forms/Form%2084.xlsm








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b. Planned transmission line work that will be conducted if the transmission line is

to remain energized during the work.

c. The installation of a mobile generation unit at a substation.

It is the responsibility of the overall project supervisor to create, or designate a person

responsible to create, the Steps & Conditions Planning Chart. In doing so all relevant

documentation must be gathered and a meeting held with an individual, or individuals,

representing the relevant technical groups, work disciplines and contractors responsible

for the design and execution of the work. Attendance at the meeting by a representative

(s) from the appropriate hands-on work group, while not always practical, is strongly

recommended.

The Steps & Conditions Planning Chart shall break the job down into its major steps and

will identify the major hazards and required barriers associated with each hazard. The

plan shall also identify and document the conditions (or requirements) necessary to

ensure that each identified step can be completed safely and efficiently.

The Manager responsible for the overall planning of the project shall review and sign off

on the Steps and Conditions Planning Chart.

The Manager responsible for the overall planning of the project shall determine if the

project requires the use of Form 88 - Daily Project Safety Plan.

Upon approval of the Steps and Conditions Planning Chart, it is the responsibility of the

project site supervisor to ensure a Form 88 - Daily Project Safety Plan is held each day

with all Workers in Charge and individual employee working independently involved in

the execution of the work. The overall purpose of the Form 88 - Daily Project Safety

Plan is to review the overall planned project work for that day with careful emphasis on

highlighting the major hazards and the barriers that will be used to control them. The

Form 88 - Daily Project Safety Plan also documents who the Workers in Charge are,

what workers form part of each crew and any individual workers working independently

without a Worker in Charge.

Once the Form 88 - Daily Project Safety Plan meeting has been conducted, it shall be the

responsibility of each Worker in Charge or individual employee working independently

to conduct and document a tailboard conference at the worksite to reinforce

understanding of the overall plan as well as to assess the worksite for any specific

http://porch/SiteDirectory/Environment/EnvironmentHealth%20and%20Safety%20Forms/Form%2088.pdf









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hazards that may be present for that particular employee or crew. Tailboard conferences

shall be conducted and documented on a daily basis using Form 85A - Tailboard

Conference Plan (Line Operations) and/or Form 85B - Tailboard Conference Plan

(Electrical/Generation) and/or an approved contractors hazard assessment form

(Tailboard) and shall include all workers present at the site, including contractors.

Completed Form 88 - Daily Project Safety Plan shall be forwarded to Area or

Departmental SWMS Coordinators for filing and retention as per the Master Health and

Safety Records List (MHSRL).

Procedural Checklist for Projects:

a. Prepare Engineering drawings, obtain permits and approvals.

b. Prepare Form 84 - Steps and Conditions Planning Chart – with input from the

relevant technical groups, work disciplines and contractors.

c. Indicate major hazards and controls on Form 84 - Steps and Conditions Planning

Chart.

d. Manager review and sign-off of the Steps and Conditions Planning Chart.

e. Manger to determine if this project requires the use of Form 88 - Daily Project

Safety Plan.

f. Provide drawings, permits and approvals to workers.

g. Conduct chalkboard meeting, communicate the plan.

h. Communicate requirement for tailboard meetings.

i. Monitor job progress.

5.5 Emergency Preparedness

Every job with major hazards associated with the work must be properly planned to

ensure that if an emergency occurs, there will be quick and appropriate action to mitigate

(to the extent that is reasonably practicable) any injuries which may occur on the site.

This emergency preparedness must be included as part of the tailboard discussions and

documented on the tailboard conference plan and must reference the following:

Who is responsible for initiating help in case of an emergency?

Detailed location of the worksite.

What the appropriate emergency contact numbers are for the location?

How will contact be made with emergency personnel (cell phone, radio, etc.)?

Availability and location of First Aid equipment.














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Any other relevant information helpful in case of an emergency.

Posting of the emergency plan for larger projects.

When workers are working alone they should also consider the need to initiate a call-

back plan for the duration of the work they are about to perform.

5.6 Changes to the Job or Task

Whenever the scope of a job (with major hazards associated) changes, or when new

crews or workers are added to a job in progress, it is a requirement for the Worker in

Charge to brief the new crew or workers on the hazards and associated barriers as

outlined above. Should the scope of the work change, the job must stop and a re-

assessment of the hazards performed with all workers at the site so that appropriate

barriers can be implemented.

5.7 Power Restoration

When restoring power after a major outage, the requirement for effective communication

and risk management/job planning is integral to completing the work safely. Due to the

additional complexity of these emergency restoration projects, where many crews and

company personnel are on site for extended periods, extra caution and attention to detail

is required. Immediately after such projects the Director may request a post mortem

review to determine the effectiveness of the Risk Management and Job Safety Planning

process.

5.8 Monitoring the Risk Management and Job Safety Planning Program

In order to maintain the quality of the Risk Management and Job Safety Planning

Program, management is responsible for on-going monitoring of processes and providing

feedback and coaching to Lead Hands and work crews by:

a. Having all tailboard forms returned to the immediate supervisor at the end of

each day for review prior to forwarding to the HSMS Records Officer for filing.

b. Having supervisors assess each tailboard for the following key indicators:

Location adequately described

Emergency Plan information documented

Worker In Charge identified




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Adequate number of job steps identified for the scope of work

Hazards properly identified with specifics

Hazards properly classified (H,M,L)

Control, Safety and Support Barriers identified with specifics

Barrier Effectiveness Principle applied

Multiple Barrier Principle applied

Crew sign off

c. Having supervisors assess the tailboards (using same indicators above) while in

the field during visits to the job site and/or during formal Work Observations.

d. Providing positive feedback and recognition to Lead Hands where high quality

planning is evident and also providing coaching and direction when job planning

has not met an acceptable standard.

e. Reviewing tailboard forms at safety meetings especially to recognize tailboards

of high quality meeting all of the requirements of the Risk Management and Job

Safety Planning Code

f. Ensuring that Managers review (sign off) on Steps and Conditions Planning

Charts and provide the necessary feedback and coaching as required.