Near-miss events cost our industry twice as much per year than fatalities. And, these are time bombs waiting to hurt someone if corrective action is not taken.

The non-reporting of near-miss events happens for a variety of reasons, ranging from lack of motivation to internal bureaucracy. That being said, from time to time, there is a model in the utility industry that seems to work well.

For example, line crews seem to do a good job of communicating during a storm-restoration effort. After a storm, weather conditions are generally poor, electrical hazards are extreme and work shifts are insanely long. To help mitigate these hazards and maintain a high level of safety awareness, crews will gather every morning to review hazards and then meet again in the evening to review the day.

During these evening sessions, line workers will openly share near-miss events as a way to keep their coworkers out of danger. Yet, after a storm, most of this free sharing is lost as crews revert back to their normal routine.

The following S.T.O.R.M. model can help line crews to identify near-misses, and eliminate the hazards and unsafe conditions that lead to them.

1. See the near-miss

   One of the most effective football coaches of all time, Vince Lombardi, used to say, “It's hard to be effective when you are confused!” That same spirit translates into near-miss reporting. The fact is that linemen have a hard time defining a near-miss and have an even harder time translating a field event into a near-miss report. And, when there is uncertainty, people will withdraw into silence and status quo.

2. Tell the group at the next daily briefing

   Make it clear that any incident, strange happening or vital piece of information can safely be shared at the daily briefing. These meetings should be short and held in a different location than your typical safety meetings.

   It's a good idea to begin each meeting with a meeting starter, such as a safety-related news story, a quote or some other short safety-related piece. After the introduction, invite the group to share any near-miss, incident or safety insight from the previous day or shift. Then point out any specific hazards for the group such as weather, change in field conditions or alterations to a specific project. Then end the meeting and begin safe work.

3. Own the hazard in order to eliminate it

   In this step, analyze each near-miss that was reported and determine any and all follow up needed to eliminate the hazard. It's often a good idea to go back to the person who made the report, and then work together to make an action plan for future mitigation.

4. Review and remind

   During the daily job briefings, it is important to review follow-up action steps taken as a result of incidents shared during the daily briefings. It is also critical to remind the group of hazards reported, and the safety rules and procedures needed to safely deal with such hazards.

5. Move on

   The S.T.O.R.M. model is designed so linemen don't have to deal with a lot of red tape or paperwork. Instead, linemen can share a free exchange of information, and then management, safety leaders and workers can discuss the issue in follow-up meetings. After a problem has quickly been resolved, however, linemen must move forward. That way, they can focus on immediate hazards and near-miss events.

Storms will come and storms will go. Near-miss events left unattended, however, will continue until someone is finally injured and the situation is addressed. Providing your group with the leadership that allows for swift and effective sharing of near-miss events and mitigation of the hazards is key not only to credibility and trust, but also to long-term safety success.

Matthew Forck (matt@thesafetysoul.org), a former a journeyman lineman and certified safety professional, directs K-Crof Industries, LLC, an organization specializing in safety keynote presentations, training and safety consulting services.