|OSHA Strategic Partnership (OSP) Name|
The Occupational Safety and Health Administration (OSHA) Strategic Partnership (OSP) with the Electrical Transmission and Distribution (ET&D) Construction Contractors, the International Brotherhood of Electrical Workers (IBEW), National Electrical Contractors Association (NECA), and the Edison Electrical Institute (EEI) (OSHA and ET&D OSP)
|Purpose of Partnership|
Overview: The OSHA and ET&D OSP was originally signed on August 20, 2004. The OSP was renewed on August 24, 2006 and again on September 16, 2008. The current agreement is in effect until September 16, 2010.
OSP Structure: The OSP's Executive Team, made up of CEO-level management, meets approximately three to four times per year to review progress and determine next steps. The OSP's Steering Team, made up of corporate safety and health managers, meets approximately every four to six weeks and manages day-to-day operations of the OSP and serves as the liaison between the Executive Team and the Task Teams. Task Teams are groups of employees and supervisors who meet as needed to focus on specific OSP topics. There are currently four Task Teams: Data, Training, Best Practices, and Communication. There is also OSHA representation on all of the OSP's Executive, Steering and four Task Teams.
|Goals of Partnership|
1) Perform data analysis as a means to establish causes of fatalities, injuries, and illnesses for electrical work in the Industry (Data for work performed under both normal and emergency situations will be included).
Through the Task Teams:
a) Obtain industry-specific Days Away from Work, Restricted Work Activity, or Job Transfer (DART) rates and Total Case Incident Rate (TCIR) base on partner recordable injuries and illnesses per man hours worked annually.
b) Develop a concise database of accidents and incidents involving fatalities and serious injuries.
c) Analyze accident and incident data to identify common causes for fatalities, injuries, and illnesses suffered by linemen, apprentices, and other appropriate job classifications (The Steering Team will determine the manner in which data will be collected and reported).
Through the Steering Team:
a) Identify and prioritize the target areas that cause serious injuries and fatalities. Areas covered may include PPE requirements, approach distances, and grounding. The designated areas will be assigned to specific Task Teams to develop strategies for addressing these causes, including:
Develop Metrics, including but not limited to:
i. Baseline DART and TCIR rates for partners compared to published BLS averages for the industry, and any other metrics identified by the Steering Team.
3) Ensure that the Industry Partners' workers are effectively trained to
utilize the established Best Practices including:
Through a specific Task Team (in addition to training required pursuant to the Occupational Safety and Health Act):
a) Identify training criteria for foremen, general foremen, and supervisors, including training to promote industry culture change to place value on safety and health.
b) Identify training criteria for linemen, including training to promote industry culture change to place value on safety and health.
c) Identify training culture for apprentices, including training to promote culture change to place value on safety and health.
d) Develop a procedure for
uniform evaluation and communication of skill levels (i.e. SmartCard or like database system).
e) Develop a procedure for certification or documentation of training prior to starting a new or changed job with participants.
f) Develop a means for partners to address repeated failures to follow training and violations of safety procedures.
Develop metrics related to required training/re-training and refresher
training requirements, including but not limited to:
i. Number or percentage of supervisors receiving the minimum training and/or re-training.
ii. Number or percentage of linemen receiving the minimum training and/or retraining.
iii. Number or percentage of apprentices receiving the minimum training and/or retraining.
iv. Number or percentage of linemen and supervisors receiving certification, when developed.
v. Number or percentage of employees who have successfully mastered skills and procedures established in Best Practices.
|4) Retraining/refresher training of linemen, foremen, general foremen, and supervisors.||a) Create re-training/refresher standards for linemen, apprentices, foremen, general foremen, supervisors, and any other relevant job classification.|
OSHA and the OSP participants continue to collaborate to provide safe and
healthful work environments for workers and contractors involved in the ET&D
industry by working toward prevention and elimination of serious accidents,
injuries and fatalities through increased supervisor, foremen/general
foremen training; development and implementation of best practices;
enhancement of safety and health management systems; and assuring compliance
with OSHA standards and regulations for this industry.
The OSP's Task Teams (Data, Training, Best Practices, and Communication), as well as other OSHA and the signatory representatives analyze partner company and industry accident and incident data to identify common causes for fatalities, injuries, and illnesses experienced by linemen, apprentices, and other appropriate job classifications. Based on this review, the OSP Task Teams make recommendations on and develop products and activities to address the strategies outlined in the table above.
The ET&D OSP has been successful in reducing partner industry fatalities and injury/illness rates and that trend is expected to continue downward. In order to further efforts to reduce incidents in the industry, OSHA and the partners developed an OSHA Form 170 supplemental document in 2009. This supplemental document contained additional questions that OSHA Compliance Safety and Health Officers (CSHOs) could use during fatality investigations. These questions were intended to collect more detailed information regarding the accident. In 2009, OSHA's representative on the OSP Executive Team disseminated the Form 170 supplemental document to OSHA Regional offices as an additional resource for CSHOs to consider using during accident investigations related to line work.
The OSP participants will use the information obtained from this form to support meeting the OSP's goal of collecting more substantive fatality and serious accident data for use in analysis and identification of areas to develop and disseminate best practices documents. Through the safety awareness raised by the implementation of the Best Practices documents and industry-specific training courses, OSHA anticipates continued improvement in the key indicators, i.e. injury, illness and fatality data.
In addition, through the OSP, Executive Committee, Steering Committee and Task Teams members continue to pursue efforts to promote a safety culture change by placing value on safety and health throughout the ET&D industry. Further, the OSP participants continue to share information including Best Practices documents and other OSP successes through the OSP participants' website, Powerlinesafety.org.
The 2009 results of the OSHA and ET&D OSP are reflected in this evaluation document.
|Strategic Management Plan Target Areas (check one)|
|Strategic Management Plan Areas of Emphasis (check all applicable)|
|Amputations in Construction||Oil and Gas Field Services|
|Blast Furnaces and Basic Steel Products||Preserve Fruits and Vegetables|
|Blood Lead Levels||Public Warehousing and Storage|
|Concrete, Gypsum and Plaster Products||Ship/Boat Building and Repair|
|Date of Evaluation Report||September 20, 2010|
|Start Date||January 1, 2009||End Date||December 31, 2009|
|Evaluation OSHA Contact Person||Richard L.Harris|
|Originating Office||OSHA National Office - Washington DC|
|# Active Employers||6||# Active Employees||19,833|
|Industry Coverage (note range or specific SIC and NAICS for each partner)|
|Asplundh Tree Expert Company||1623||237130|
|Henkels & McCoy, Inc.||1623||237130|
|MDU Construction Services Group, Inc.||1623||237130|
|MYR Group, Inc.||1623||237130|
|Pike Electric, Inc.||1623||237130|
|Quanta Services, Inc.||1623||237130|
|Note whether an activity was required by the OSP and whether it was performed|
|b. Consultation Visits||No||No|
|c. Safety and Health Management Systems Reviewed/Developed||Yes||Yes|
|d. Technical Assistance||Yes||Yes|
|e. VPP-Focused Activities||No||Yes|
|f. OSHA Enforcement Inspection||No||Yes|
|g. Offsite Verifications||No||No|
|h. Onsite Non-Enforcement Interactions||No||No|
|i. Participant Self-Inspections||No||Yes|
|j. Other Activities||No||No|
|2a. Training (if performed, provide the following totals)|
|Training sessions conducted by OSHA staff||0|
|Training sessions conducted by non-OSHA staff||528|
|Training hours provided to employees||134,719|
|Training hours provided to supervisors/managers||23,726|
|Comments/Explanations (briefly describe activities, or explain if activity required but not performed)|
Task Team II coordinates all of the training efforts for the OSP. Some of
the duties of this Task Team include: developing training courses as needed
to address the identified causal factors of accidents; tracking the training
courses and promoting the OSP's training efforts throughout the industry.
During 2009, the OSP partners continued to conduct the Supervisory Leadership Skills Outreach Training Course (SLSOT). This course is designed to help foremen/general foremen create a safe work culture on the job and course attendees receive an OSHA training card upon successfully completing the course. A total of 1,173 supervisors and managers completed this training during this evaluation period.
In addition, 4,393 workers successfully completed the ET&D industry-specific OSHA 10-Hour Outreach Training Program course during this evaluation period. This number includes apprentices, journeymen, and foremen/general foremen. At the time this evaluation was written, the OSP partners had not provided the exact number of times that this course was taught during the year.
The OSP partners and OSHA are also developing a proposal to conduct the ET&D industry-specific OSHA 10-Hour Outreach Training Program and ET&D Train the Trainer courses through OSHA's twenty-five Training and Education Centers. If implemented, this approach would create a nationwide network of training venues for partner and non-partner workers.
|2b. Consultation Visits (if performed, provide the following total)|
|Consultation visits to partner sites||0|
|Comments/Explanations (briefly describe activities, or explain if activity provided for but not performed)|
|The OSP does not track this information.|
|2c. Safety and Health Management Systems (if performed, provide the following total)|
|Number of systems implemented or improved using the OSHA's 1989 Guidelines for Safety and Health Management Programs as a model||6|
|Comments/Explanations (briefly describe activities, or explain if activity provided for but not performed)|
All six OSP participating companies reported that their Safety and Health
Management Systems (SHMS) were improved during this evaluation period.
The implementation of Best Practices documents helps the OSP partners to continually improve their SHMS. In addition, the OSP partners conducted a review of the scope of their implementation of Best Practices documents during this evaluation period. Results from this analysis were used to enhance their SHMS.
For example, Pike Electric, Inc. reported that as a result of its review of Best Practices document implementation, the company was able to enhance the following components of its SHMS: Enhanced Safety and Training Audit Program; Hazard Recognition; Stay Safe Program; Safety and Work Methods Manual Revision; VOLTAGE Program and Skills Assessments.
The OSP partners are also developing a new Best Practices document, "Safety at Heights - Fall Protection on Wood Poles" to reduce or eliminate injuries and fatalities caused by fall hazards on wood poles and other structures. It is anticipated that the "Safety at Heights - Fall Protection on Wood Poles" Best Practices document will be completed and possibly implemented during 2010.
|2d. Technical Assistance (if performed, note type and by whom)|
|Provided by OSHA Staff||Provided by Partners||Provided by Other Party|
|Interpretation/Explanation of Standards or OSHA Policy|
|Other (please specify)|
|Comments/Explanations (briefly describe activities, or explain if activity provided for but not performed)|
OSHA and the partners continued their collaboration and outreach activities
during the evaluation period. OSHA participated in the following events:
|2e. VPP-Focused Activities (if performed, provide the following total)|
|Partners actively seeking VPP participation in 2009||2|
|Applications submitted in 2009||0|
|VPP participants approved in 2009||0|
While no OSP participant employers submitted applications to participate in
VPP during the evaluation period, the three MYR Group, Inc. subsidiaries
continue to be recognized as Star participants in the VPP Mobile Workforce
for Construction Program.
In addition, two OSP participants actively sought VPP participation during this evaluation period. Pike Electric was pursuing recognition in the North Carolina Star Program and LE Meyers was pursuing VPP recognition in OSHA Region IV.
Further, one MYR Group, Inc. employee successfully completed the VPP Special Government Employee (SGE) qualifications in 2009.The SGE Program allows industry to work alongside OSHA during VPP onsite evaluations.
|2f. OSHA Enforcement Activity (if performed, provide the following totals for any programmed, unprogrammed, and verification-related inspections)|
|OSHA enforcement inspections conducted||110|
|OSHA enforcement inspections in compliance||78|
|OSHA enforcement inspection with violations cited||32|
|Number of citations classified as Serious, Repeat, and Willful||54*|
This section includes information regarding inspections conducted for each
of the six signatory construction contractors and their subsidiaries.
- During 2009, the OSP participating employers experienced 2 fatalities; those accidents were related to electrical contact and were investigated by OSHA.
- The average number of Serious, Repeat, and Willful violations per inspection in 2009 was 0.49, an increase when compared to the average of 0.17 in 2008.
- The OSP is reviewing accident causal factors, developing a new best practices document for implementation, and discussing ways to expand training to address issues identified during enforcement inspections.
* This data is preliminary as some of the citation/violation numbers and classifications may change due to casefile settlement. Data related to open inspections is not publicly releasable.
|2g. Offsite Verification (if performed provide the following total)|
|Offsite verifications performed||0|
|Offsite Verifications are not required by the OSP.|
|2h. Onsite Non-Enforcement Verification (if performed, provide the following total)|
|Onsite non-enforcement verifications performed||0|
|Onsite Non-Enforcement Verifications are not required by the OSP.|
|2i. Participant Self-Inspections (if performed provide the following totals)|
|Hazards and/or violations identified and corrected/abated||**|
While the OSP does not require the participants to conduct self inspections
at their worksites, OSP participating companies do conduct self-inspections
and one provided information about its results for this evaluation.
MYR Group reported the following activities:
|2j. Other Activities (briefly describe other activities performed)|
|The Chair of the ET&D OSP Best Practices Task Team met with IBEW District management in 2009 to discuss the OSP's activities and to address questions regarding the OSP and the Best Practices documents being developed.|
|Year||Hours||Total Cases||TCIR||# of Days Away from Work Restricted and Transferred Activity Cases||DART|
|Sites Five-Year Rate (2005-2009)||4.3||2.3|
|BLS Average for YR: 2008||4.0||2.2|
The Data Task Team (Task Team I) reviewed all industry fatality information
and updated the baseline data accordingly. Task Team I also compiled TCIR,
DART and fatality information for the participating companies.
OSP Injury and Illness Rate Changes 2008-2009
OSP participating employer participants, as a group, achieved a TCIR of 2.95 in 2009. This figure represents a 27 percent decrease from its 2008 TCIR of 4.04. OSP participating employer participants, as a group, achieved a DART rate of 1.42 in 2009. This figure represents a 22 percent decrease from its 2008 DART rate of 1.81.
OSP Injury and Illness Rate Changes 2005-2009
OSP participants, as a group, have also reduced their average injury and illness rates when comparing rates from 2005 to 2009. In 2009, the OSP participant's average TCIR of 2.95 was 57 percent below that of the OSP average TCIR of 5.18 in 2005. Similarly, in 2009, the OSP participant's average DART rate of 1.42 was 56 percent below that of the OSP average DART rate of 3.21 in 2005. Compared to the TCIR and DART rates calculated for this industry by the BLS for 2008, the OSP rates were almost equivalent to the BLS averages.
|Changes and Challenges (check all applicable)|
|OSHA Enforcement Inspections|
| New data sources will be utilized to collect injury and illness information
for analysis. The OSP plans to collect and analyze partner-specific OSHA 300
log data in the upcoming year. This will allow the OSP to identify causal
factors of non-fatal injuries and illnesses and develop new, or apply the
use of existing, Best Practices documents to address these incidents.
The OSP will continue to provide industry-specific training to those OSP participating employers' workers who have not completed it.
The OSP needs to improve the data collection and tracking processes for training activities. Improved tracking of students who have completed the ET&D industry-specific OSHA 10 Hour Outreach Training Program Line Construction course and the SLSOT course will help to eliminate the duplication of training provided.
In addition, the OSP participants did not pursue meeting the OSP agreement strategy to "Develop a procedure for uniform evaluation and communication of skill levels (i.e. SmartCard or like database system)".
|Plans to Improve (check all applicable)|
|Meet more often|
|Improve data collection||X|
|Conduct more training||X|
The OSP will continue to analyze available data on fatal accidents provided
by OSHA in the form of OSHA Form 170 data. The OSP plans to begin using OSHA
300 data provided by each of the partners to better identify hazards causing
non-fatal, lost time injuries and illnesses.
In addition, the OSP will continue to provide information on the training provided to managers and staff. For maximum benefit, a more effective system for tracking the training statistics will need to be developed and used by the participants.
The OSP participants decided to no longer pursue developing a procedure for uniform evaluation and communication of skill levels (i.e. SmartCard or like database system) through the OSP and as a result this strategy will not been included in the draft OSP renewal agreement.
|Partnership Benefits (check all applicable)|
|Increased safety and health awareness||X|
|Improved relationship with OSHA||X|
|Improved relationship with employers||X|
|Improved relationship with employees or unions||X|
|Increased number of participants|
Through the OSHA and ET&D OSP, OSHA staff and the participants continued to
build on the excellent working relationship since the initial OSP was signed
in 2004. Communication between the industry partners and OSHA demonstrates
commitment to the OSP and raised safety and health awareness for the ET&D
The OSP encourages OSHA, industry safety professionals, workers and labor representatives to participate in the occupational safety and health process. For example, an MYR representative reported that the company's workers are becoming more aware of the OSHA and ET&D OSP and its efforts to improve worker safety and health established by implementing the agreement.
In addition, one of the successes of the OSP is due, in part, to its unique management structure. The OSP's Executive Team, made up of CEO-level management, meets approximately three to four times per year to approve OSP activities and products and to manage overall OSP implementation. During this evaluation period the Executive Team met three times; on January 20, 2009; May 21, 2009; and September 15, 2009.
The OSP's Steering Team, made up of employer participants' safety and health managers, meets approximately every four to six weeks, manages day-to-day operations of the OSP and serves as the liaison between the Executive Team and the Task Teams. During this evaluation period the Steering Team met nine times; on January 19, 2009; March 16, 2009; April 13, 2009; May 20, 2009; June 18, 2009; August 4, 2009; September 14, 2009; October 27, 2009 and December 12, 2009.
Task Teams are groups of workers and supervisors who meet as needed to focus on specific OSP activities.
The OSP demonstrates benefits for the participants through a continual decrease in fatalities. By working on common goals, analyzing accident and injury data for causal factors and implementing best practices, the OSP participating employers' injury and illness rates also have been reduced.
|Continue with the following provisions:|
|Based on the successes of the OSHA and ET&D OSP, the group will develop a renewal OSP agreement in 2010.|
|Terminate (provide explanation)|
The Department of Labor does not endorse, takes no responsibility for, and exercises no control over the linked organization or its views, or contents, nor does it vouch for the accuracy or accessibility of the information contained on the destination server. The Department of Labor also cannot authorize the use of copyrighted materials contained in linked Web sites. Users must request such authorization from the sponsor of the linked Web site. Thank you for visiting our site. Please click the button below to continue.