Safety Culture

Jim Duke, Safety Director

IPC OSHA Rate (25 year history)

19871989

19911993

19951997

19992001

20032005

20072009

20112013

0

1

2

3

4

5

6

7

8

9

109.3

7.2

9.1

8.2 8.3

6.9

5.3

4.3

3.4

4.8

5.7

3.8

2.8 2.8 2.83.1

3.73.1 3.2

2.82.4

3.1

22.3 2.5

2.1

3.5

Rule-based Culture OSHA 1910.269 START ProgramCARES Process CI Model

1960

1962

1964

1966

1968

1970

1972

1974

1976

1978

1980

1982

1984

1986

1988

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

0

2

4

6

8

10

12

14

Contact - Injury Fatality

Electrical Contact Injury & Fatality History

Safety Vision and Principles

All injuries can be prevented - No one gets hurt– Every employee, every day goes home without injury

Safety is a Value

Positive Perception – each safety system is perceived as positive and beneficial by the workforce

Proactive safety measurement systems tied to performance and action

5

‘CORE’ Safety Systems

Vision: All Injuries Can Be Prevented

SafetyValueis a

• Commitment

• Activities

• Root Cause

• Employees

• Safety Meetings

CARES Proactive Safety Activities

Leaders and Employees (2 per month required of all employees – CEO)

• Safety Observations – reinforcement of safe behaviors/correcting at-risk behaviors.

• Post Job Briefings – group discussion of what went well and what can be improved.

• Near-miss Reports

Leader Formal Safety Assessments• One per month for field leaders• One per quarter for office leaders

Proactive Safety Activities

Corporate Finance Administration Customer Ops Engr & Const Power Supply0

10

20

30

40

50

60

70

80

90

10090

100 100 100 100 100

91

99 99 100 99 99

91

100 99 100 99 99

Leader CARES Activities Leader Formal Assessments Employee CARES

Per

cen

t M

eeti

ng

Exp

ecta

tion

s

Percent of Proactive Safety Activity Expectations Met in 2012

Safety Meeting Attendance

Per

cen

t M

eeti

ng

Exp

ecta

tion

s

Corporate Finance Administration Customer Ops Engr & Const Power Supply0

10

20

30

40

50

60

70

80

90

100 96 9691

94

67

9086

9295 96

83

9090 9185

92

8479

94

87 86

93

8386

90 9185

93

8690

93 9388

93

82 8387

96 97 95

8581

91

9994 96

8891

98

8995

8580

85

100 100 100 100 100 100

Jan '13 Feb'13 Mar'13 Apr'13 May'13 June'13 July'13 Aug'13 Sept'12 YTD

Individual Accountabilities

2013 Excellence In Safety Award Criteria

Teams of employees must meet the following criteria to be eligible for the 2013 Executive Safety Council Excellence in Safety Award Criteria:• Leaders meet 100% of Assessments• Leaders meet 100% of Observations• Employees meet 100% of Observations• New* Leaders and Employees meet the goal of attending 9/12

monthly Safety Meetings (75%)• The team does not experience an OSHA recordable injury.

Safety Structure

SafetyProfessionals

LaMont Keen, President & CEO

Executive Safety Council(LaMont Keen, Dan Minor, Darrel Anderson, Rex

Blackburn, Lisa Grow, Luci McDonald, Lori Smith, Naomi Shankel, Warren Kline, Vern Porter, Dale

Koger, Karl Bokenkamp, Matt Smith, Tony Calzacorta, Margaret Marlatt, Jim Duke)

Corporate Safety Steering Committee(Toby Clayton, Jim Duke, Dave Joerger, Dale Koger,

Lonnie Krawl, Brent Lulloff, Jerry Olson, Colleen Ramsey, Chris Randolph, Robin Rice, Rick Schweitzer, Matt Smith,

Duane Van Patten)

Safety Process Improvement Teams

All Leaders and

Employees

TDA Safety Professional

• Created in 2011 as a leadership development opportunity for high-potential employees to gain first-hand safety experience before moving into leadership positions; and to bring field experience to the Safety Department.

Steve Moser (Lead Lineman – TDA Safety Professional – Foreman)Vance Poe (Lineman – TDA Safety Professional – Area Foreman)Dave Willis (Safety Professional – Design Leader)Jason Foruria (Lineman – Safety Professional – Field Operations Services Leader)

Current TDAs:Blaine AlbisuJon Post (Lead Lineman – TDA Safety Professional – ???)Jeff Jester (Power Plant Operator – TDA Safety Professional – ???)Jason Qualls (Lineman Trouble work – TDA Safety Professional – Eastern Region Safety Professional?)

Into the future, IPCs leadership sees this process as invaluable and impacting a significant number of future leaders.

Senior ExecutivesManagers at all levels within the organization

• Foremen• Front-line Supervisors• Future Supervisory Candidates

Supervisors

Leadership

STS Targeted Toward

• Engineers• Project Managers

Engineering Staff

TDA Safety Professional Jon Post: STS

What is STS?• Formal Safety Education and Certification process administered

through Board of Certified Safety Professionals (BCSP)

• Intended for those with responsibility for employee and facility safety

• Establishes minimum general safety competency

• Process for improved safety culture

STS 13 Knowledge Areas

1. Job Briefing/pre-task hazard analysis

2. Proficiency and qualifications verification

3. New employee safety orientation / Training

4. Safety assessments and observations

5. Managing safety performance

6. Ergonomics

7. Safety culture

8. Safety accountabilities

9. Accident investigation and prevention

10. Emergency action plans

11. Effective communication

12. Recordkeeping

13. Ethics

STS Update

• Safety professionals have achieved the STS and developing in-house, customized training.

• 22 leaders in the SE region have been trained and are taking the STS exam.

• Operations leadership will be the focus through 2014.

Near-miss Reporting Safety Process Improvement

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Death or

Serious Injury

29 Minor Injuries

For every 300 Incidents

Note: Near-miss reporting gives a chance to learn from close calls and prevent issues from entering the accident triangle.

Accident Pyramid

Leadership Practices– Leadership will promote near-miss reporting and view it positively as

a learning opportunity to prevent injuries No repercussions to employees who report near-misses Allow anonymous near-miss reporting (through hard copy or hotline)

Employee Performance Expectations– Reporting of near-misses is encouraged but not mandatory– Annual individual performance goals will not require near-miss

reporting

Near-miss Process

• Recognition– Safety and leaders to thank employees who submit near-miss– Provide credit in CARES to employees for reporting near-misses

• Evaluation and Follow-up– Leadership and Safety Dept have responsibility to evaluate near-miss

reports and determine if informal investigation is required.– Safety Dept to:

– Create and publish trending reports and near-miss reports– Push urgent near-misses to affected leadership for review with

employees

Recommendations – Near-miss

What happens after a near-miss is entered?Safety reviews the report to see what happened, to categorize the report, assign a status, and to coordinate any necessary follow-up.

Near-miss Reporting

• 2013: 435 reported 1/1 – 9/30/13• 2012: 492 reported• 2011: 359 reported• Previous years < 100 reported• Key discussion generator in safety meetings• Significant trust of employees to report more serious near-misses