Safety Manual Safety Manual Approved by Jill Walter Date

247 Pages·2017·3.8 MB·English

by  Brenda Wells

Safety Manual

The program requirements of this manual are based on the potential safety hazards and
operating losses to which the company had a foreseeable exposure on the date of
publication of this manual. Due to the constantly changing nature of government
regulations, it is impossible to guarantee absolute accuracy of the material contained
herein. Periodically, material in this manual will be updated, revised or supplemented in
order to keep the manual current and relevant.

It is impossible to effectively deal with all safety concerns or procedures in a single manual.
Many safety-related matters involve situation-specific factors, which are difficult to
anticipate. Accordingly, this manual is not the definitive statement, or the only statement,
on company safety concerns or procedures. This manual is a starting point and a good-
faith attempt to create a viable, company-wide, safety program and philosophy. Although
the information and recommendations contained in this publication have been compiled
from sources believed to be reliable, the company makes no guarantee as to, and
assumes no responsibility for, the correctness, sufficiency or completeness of such
information or recommendations.

I. B. Abel, Inc. Copyright 2018

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Safety Manual

Table of Contents
Safety Policy Statement ................................................................................................ 4
Human Performance (HuP) ........................................................................................... 5
Employee Responsibility for Safety ........................................................................... 19
Safety Training and Education ................................................................................... 23
Incident Reporting and Investigation ......................................................................... 26
Transitional Duty ......................................................................................................... 28
Fatigue Management ................................................................................................... 30
Substance Abuse – Commercial and Non-Commercial Driving .............................. 32
Commercial Drug and Alcohol Testing Policy and Procedure ................................. 33
Non-Commercial and General Drug and Alcohol Testing Policy and Procedure ... 40
Disciplinary Action ...................................................................................................... 47
Serious Six Violation Corrective Action Process...................................................... 52
Emergency Action Plan (EAP) .................................................................................... 54
Pre-Job Briefing .......................................................................................................... 56
Risk Assessment ........................................................................................................ 58
Personal Protective Equipment .................................................................................. 60
Electrical ...................................................................................................................... 64
Regulatory Inspections ............................................................................................... 97
Concrete and Masonry .............................................................................................. 101
Confined Space ......................................................................................................... 103
Cranes and Rigging .................................................................................................. 111
Cutting and Welding ................................................................................................. 126
Driving Safety ............................................................................................................ 132
Excavation ................................................................................................................. 138
Tower Climbing and Erection ................................................................................... 153
Fall Protection ........................................................................................................... 156
Fire Protection and Prevention ................................................................................ 161
Hand and Power Tools .............................................................................................. 165
Heavy Equipment ...................................................................................................... 167
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Load Securement ...................................................................................................... 170
Housekeeping – Material Storage ............................................................................ 171
Lock Out/Tag Out ...................................................................................................... 173
Mine Safety ................................................................................................................ 177
Railway Safety ........................................................................................................... 180
Scaffolding and Aerial Lifts ...................................................................................... 183
Stairs and Ladders .................................................................................................... 187
Steel Erection ............................................................................................................ 190
Work Zone Safety ...................................................................................................... 193
Asbestos Containing Material .................................................................................. 199
Back Injury Prevention ............................................................................................. 202
Blood Borne Pathogens............................................................................................ 204
Carbon Monoxide ...................................................................................................... 207
Hazard Communication Program (HAZCOM) .......................................................... 209
Hearing Loss Prevention .......................................................................................... 216
Lead Awareness ........................................................................................................ 217
Mold Awareness ........................................................................................................ 219
Respiratory Protection .............................................................................................. 221
Silica Awareness ....................................................................................................... 225
Smoking ..................................................................................................................... 227
Temperature Extremes ............................................................................................. 228
Erosion and Sedimentation Control......................................................................... 231
Radio Frequency (RF) Radiation .............................................................................. 233
Environmental Permit Requirements ....................................................................... 236
Storm Water Pollution Prevention Plan ................................................................... 238
SAFETY MANUAL RECEIPT ACKNOWLEDGEMENT .............................................. 240
CERTIFICATE OF RECEIPT ...................................................................................... 241

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Safety Manual

Safety Policy Statement
“Zero Incidents”

I.B. Abel, Inc. (IBA) considers the safety and health of its employees our highest priority.
No other endeavor is more vital to the successful pursuit of mutual goals and objectives.
It is the intent of the company to provide a safe and healthy work environment for all
employees and assure that they have the knowledge, skills, tools and equipment to
perform their jobs safely.

We will maintain a safety program conforming to the best practices for the industry. To
be successful, such a program must embody proper attitudes toward injury and illness
prevention on the part of all managers, supervisors and employees. It also requires
cooperation in all safety matters, not only between supervisor and employee but also
between each employee and his/her co-workers. Only through actively caring for one
another can this safety program be in the best interest to all.

This safety program has the complete endorsement and backing of the upper
management of this company. It is consistent with our core values: We are responsible
for each other’s wellbeing and success. Each person is empowered and accountable to
act with integrity and transparency.

Our objective is a safety program that is an integral part of our safety, quality and
productivity (SQP) policies and procedures and utilizes Human Performance (HuP) tools
to eliminate injuries and illnesses. “Our goal is zero injuries”. The benefits of working
together to meet this goal will be reflected upon our company, our customers and, most
importantly the health and safety of our employees.

Patrick A Kinsley, President
I.B. Abel, Inc.

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Human Performance (HuP)
Purpose
The expectation of the I.B. Abel, Inc. (IBA) Leadership is for the organization to
provide a safe, high quality and productive service to our customers by ensuring
each job task is completed without error the first time, every time. Human
Performance is simply defined as behaviors plus the results that follow. Human
Performance principles focus attention on employee actions and decisions that
affect safety, operational, and business results. As such, the personal safety of
workers and the integrity of our product are the central focus of human
performance at IBA. Each IBA employee is expected to take responsibility for
their actions. We are committed to improve our performance by implementing the
principles of Human Performance. This Safety Lesson Plan addresses four
fundamental Human Performance Tools employees are expected to use when
performing work in order to reduce mistakes and improve results.
Human Performance = Behavior + Results
Behaviors are what we say and do. Results are outcomes of what we say and
do. Excellent human performance is achieved by continuously reinforcing the
right behaviors. This leads to optimum personnel safety and system reliability.
Most serious events are initiated by human actions. IBA had a number of
significant events in the past few years that could have been avoided if the
proper Human Performance principles were applied. It is important that everyone
apply Human Performance principles into the way we do business for the
protection and benefit of all employees, customers, and shareholders.
Human Performance Principles
a. People are fallible, and even the best people make mistakes.
b. Error-likely situations are predictable, manageable, and preventable.
c. Individual behavior is influenced by organizational processes and values.
d. People achieve high levels of performance largely because of the
encouragement and reinforcement received from leaders, peers, and
subordinates.
e. Events can be avoided through an understanding of the reasons mistakes
occur and application of the lessons learned from past events (or errors).
What is a Critical/Irreversible Step?
a. A Critical/Irreversible Step is any action that will trigger immediate,
irreversible harm if that step or preceding actions are performed
improperly or omitted.
i. Critical/Irreversible Steps are also referred to as the “point of no
return” or the action we cannot take back.
ii. In electrical construction, IBA summarizes Critical/Irreversible
Steps as any action(s) that alters current flow or moves a load.
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iii. IBA, Inc. requires that all Critical/Irreversible Steps are mitigated
through elimination, substitution, engineering, administrative, work
method, or PPE controls.
iv. IBA, Inc. policy is that any Critical/Irreversible Step is mitigated
through the behavior (Use of IBA Focus 3 – Self-Check, Peer
Check, or Stop/Timeout) that each individual uses prior to carrying
out the Critical/Irreversible Step.
v. IBA, Inc. policy requires all Critical/Irreversible Steps are identified
and documented on the Pre-Job Briefing when answering the 4
Key Questions.
b. The foundation of the IBA Human Performance program is based on the
idea that Critical/Irreversible Steps must be identified and mitigated prior
to carrying out that action.
What is an error precursor?
c. An error precursor is a condition at the job site that increases the risk of
errors or mistakes. Error precursors are always W.I.T.H. us:
i. Work environments
ii. Individual capabilities
iii. Task demands
iv. Human nature
d. Being aware of error precursors (job hazards) is the key to preventing
mistakes. Below is a list of the top ten errors traps:
i. Time Pressure (in a hurry)
ii. Distraction / Interruption
iii. Multiple Tasks
iv. Overconfidence / complacency
v. Vague instructions
vi. First Shift / Last Shift (tired and not focused)
vii. Peer Pressure
viii. Changes / departure from routine work
ix. Physical Environment
x. Mental Stress (home or work)
What is an error-likely situation?
e. An error-likely situation is a work situation in which there is a greater
chance for error when performing a specific action or task in the presence
of error precursors.
i. Error = unintentional deviation from preferred behavior or “at risk
behavior”
ii. Likely = increased probability of an event due to error precursors
iii. Situation = job site conditions (error precursors)
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f. Remember that all events are predictable and preventable. It is important
to always identify error-likely situations by recognizing error precursors
and when Critical/Irreversible Steps are being performed. Use error
prevention tools to stay focused on the task you are performing. Catch
and prevent errors before they happen. Remember: Don’t Get Caught in
those Error Precursor Traps. Be aware of all job hazards before you
begin working. This is the key to preventing injuries and mistakes.
g. Once the error likely situation is identified, identify what can be done
address error likely situations during performance of the critical tasks.
These tools are also strongly related to conduct of operations work
practices. Tools that can be used to minimize human errors include:
i. Pre-job Briefing/SAFER
ii. Post-job Briefing
iii. Self-Checking
iv. Peer-Checking
v. Two-Minute Rule
vi. Stop When Unsure
vii. Questioning Attitude
viii. Situational Awareness
ix. Effective Communications
x. Procedure Use and Adherence
Human Performance Tool Bag
h. Pre-job briefs/tailboards/huddles
i. After the work is adequately planned, all work activities should
have some type of pre-job briefing. A pre-job briefing is a meeting
of workers and supervisors conducted before performing a job to
discuss the tasks involved, hazards, and related safety
precautions/controls. This meeting helps individuals to better
understand what to accomplish and what to avoid. Pre-job
briefings help participants avoid surprises in the field and reinforce
the idea that there are no ―routine activities.
ii. A graded approach is used to determine the scope of a pre-job
briefing. The scope depends on the job’s risk and complexity and
the frequency it is performed by the worker. Simple briefings can
be conducted for uncomplicated, repetitive, low-risk tasks, while
more detailed briefings are appropriate for complex, infrequently
performed, and high-risk tasks. The effectiveness of a pre-job
briefing depends greatly on the people attending the pre-job
briefing and their understanding of the job to be performed. This
promotes a quality dialogue that helps everyone understand what
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they must accomplish and what to avoid, providing an opportunity
to raise everyone’s awareness of critical activities and to mentally
rehearse performance of Critical/Irreversible Steps.
iii. One of the event prevention tools which can be used during pre-
job briefings is a mental framework called SAFER. SAFER should
be applied in situations such as pre-job safety meetings and work
site walk-downs.
1. Summarize (S) Critical/Irreversible Steps of task. Not all
steps of a procedure are equally important, particularly if
the job is judged risk-significant.
2. Anticipate (A) error-likely situations. A review of job-site
conditions could reveal error-prone steps or activities in the
task.
3. Foresee (F) consequences. If a mistake does occur at the
Critical/Irreversible Steps, what is the worst that can
happen to the physical plant? To people? What is likely to
occur?
4. Evaluate (E) defenses. Defenses should prevent, catch, or
recover from error. This stage of SAFER is the best time to
determine contingencies for potential consequences of
error, rather than later during job performance.
5. Review (R) operating experience. The first four elements
of the task preview address what might happen. This step
addresses what has happened. Operating experience
helps dispel the attitude that nothing can go wrong.
iv. The pre-job brief helps individuals to better understand what to
accomplish and what to avoid. Pre-job briefings help
participants avoid surprises in the field and reinforce the idea that
there are no “routine” activities.
1. Why:
a. Helps personnel to better understand what is to be
accomplished and what should be avoided. They
help personnel avoid surprises in the field and
reinforce the idea that there are no routine tasks.
b. Allows an interaction between members of the crew
so that there is an understanding of each member’s
role
c. Designated Challenger
2. What:
a. Task purpose, scope, and nature of work
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b. Review of procedures, work package documents,
drawings, turnover information, prerequisites,
permits, etc. that will be used to complete the task
c. Task assignments, identifying and understanding
roles and responsibilities, qualifications, personal
limitations, handoffs, and the controlling authority
d. Safety hazards and mitigating methods:
i. Identification of safety hazards
ii. Work procedures involved
iii. Special precautions
iv. Control of energy sources, including permits
and clearances
v. Personal protective equipment (PPE)
e. Human performance, addressing HuP Error
Prevention tools for each Critical/Irreversible Step
relevant to risks with industrial and environmental
safety as well as risks to operations/production.
f. Special requirements or unusual conditions (as
applicable):
i. Resources, tools, and material
ii. Environmental conditions (Hot, Cold, etc.)
iii. Environmental Hazards
iv. Foreign material exclusion (FME) and
housekeeping
v. Interfaces with other organizations
vi. Interaction with other activities planned or in
progress
vii. Communication methods and potential
obstacles to their effectiveness
g. Operating experience, specifying how similar
errors, events, or the causes of similar events will
be avoided.
h. Stop-work criteria, reviewing contingencies,
changes in task conditions or its scope, and
person(s) responsible for making critical decisions.
i. Oversight, defining the degree of management and
supervisory involvement
j. Questions and concerns workers may have with
the job
i. Post-Job Briefs
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i. Post-Job reviews are the most important feedback organizations
receive, but also the least effectively used by most facilities. After
the work is completed, there should be some type of post-job
briefing. A post-job briefing is a meeting of workers and
supervisors conducted after job completion to identify what
worked well and what could have been differently. The most
important aspect of preventing events is feedback/ operating
experience after job performance which includes a Post-Job
Review and incorporating lessons learned into future jobs.
j. Self-Checking (S.T.A.R)
i. Individual attention varies. This technique boosts attention at
important points in an activity before a specific act is executed.
The performer pauses to focus his or her attention, taking a
moment to reflect on the intended action, the component, and its
expected outcome. The performer thinks about whether the
proposed action is the right action for the situation. In an example
of similar equipment switches in close proximity to a switch that
must be manipulated, self-checking could be used to verify the
correct switch is selected. The common accepted practice for self-
checking is the S.T.A.R. process. Self-checking Stop, Think, Act,
Review is probably the single most important tool in the Human
Performance tool bag. Applying S.T.A.R. is a management
technique to help focus attention on intended actions or activities
and their expected outcomes before the work is performed.
1. Stop – Pause before performing critical tasks or when
distracted or interrupted.
2. Think – Understand what is to be done. Apply a good
questioning attitude.
3. Act – Follow procedures and policies. Perform planned
actions.
4. Review – Verify the outputs or results match the expected
outcome. Notify your supervisor, as needed.
k. Peer Check
i. Peer-checking allows another individual to observe or check the
work of a performer to ensure correct performance of a specific
set of actions. Peer-checking involves having a second
knowledgeable individual verify that the action planned by the
performer is appropriate before execution and occurs according to
plan. The purpose of peer-checking is to prevent error. Peer-
checking involves two persons (performer and checker) self-
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