Untitled - IB Abel, Inc.

268 Pages·2016·6.63 MB·English

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 2016
Table of Contents
Policy Statement on Safety 1
Administrative:
Human Performance (HuP) 2
Employee Responsibility 3
Training and Education 4
Incident Reporting and Investigation 5
Transitional Duty 6
Substance Abuse Policy 7
Disciplinary Action Policy 8
Appendix A: Serious Six Violation 8-6
Emergency Action Plan 9
OSHA 10
Hazard Control:
Concrete and Masonry 11
Confined Spaces 12
Cranes and Rigging Inspection 13
Cutting and Welding 14
Driver Safety 15
Electrical 16
Excavation 17
Appendix A: Sloping and Benching Diagrams 17-7
Appendix B: Utility Marking Guidelines 17-13
Appendix C: Digging Protocol 17-15
Fall Protection 18
Fire Protection and Prevention 19
Hand and Power Tools 20
Heavy Equipment 21
Appendix A: Operator’s Inspection Report 21-3
Housekeeping/Material Storage 22
Lock Out/Tag Out 23
Mine Safety (MSHA) 24
Personal Protective Equipment 25
Railway Safety 26
Regulatory Inspections 27
Scaffolds and Aerial Lifts 28
Stairs and Ladders 29
Steel Erection 30
Work Zone Safety 31
Occupational Health
Asbestos Containing Materials (ACM) 32
Back Injury Prevention 33
Bloodborne Pathogens 34
Carbon Monoxide (CO) 35
Hazard Communication (HAZCOM) 36
Hearing Loss Prevention 37
Lead 38
Mold Awareness 39
Respiratory Protection 40
Silica 41
Smoking 42
Temperature Extremes 43
Environmental
Erosion and Sedimentation Control 44
Radio Frequency 45
Permit Requirements 46
Storm Water Pollution Prevention 47
Acknowledgement of Receipt 48
I. B. ABEL, INC.
SAFETY POLICY STATEMENT
“Zero Incidents”

I. B. Abel, Inc. 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 such a cooperative effort
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. 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 incidents”. 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.
1-1
HUMAN PERFORMANCE – HuP

I. INTRODUCTION/OVERVIEW
a. The expectation of the I.B. Abel 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 I.B. Abel. Each I.B. Abel 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.
II. HUMAN PERFORMANCE = BEHAVIOR + RESULTS
a. 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. I.B. Abel 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.
III. HUMAN PERFORMANCE PRINCIPLES
a. People are fallible, and even the best people make mistakes.
b. Error-likely situations are predictable, manageable, and
preventable.
2-1
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).
IV. WHAT IS AN ERROR PRECURSOR?
a. 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
b. 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)
V. WHAT IS AN ERROR LIKELY SITUATION?
a. 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”
2-2
ii. Likely = increased probability of an event due to error
precursors
iii. Situation = job site conditions (error precursors)
b. Remember that all events are predictable and preventable. It is
important to always identify error-likely situations by recognizing
error precursors and when critical 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.
c. 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
VI. HUMAN PERFORMANCE TOOL BAG
a. 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.
2-3
Pre-job briefings help participants avoid surprises in the
field and reinforce the idea that there are no ―routine‖
activities. 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
prepare People attending the pre-job briefing should have
an understanding of the job to be performed. This
promotes a quality dialogue that helps everyone
understand what 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 steps. 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 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 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
2-4
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.
ii. 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
members role
c. Designated Challenger
2. What:
a. Task purpose, scope, and nature of work
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
2-5