1. Safety Culture Jim Duke, Safety Director

2. IPC OSHA Rate (25 year history)

3. Electrical Contact Injury & Fatality History

4. 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 5 Vision: All Injuries Can Be Prevented Safety Value is a C ommitment A ctivities R oot Cause E mployees S afety Meetings

6. C A R ES 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

7. Proactive Safety Activities Percent Meeting Expectations Percent of Proactive Safety Activity Expectations Met in 2012

8. Safety Meeting Attendance Percent Meeting Expectations

9. Individual Accountabilities

10. 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.

11. Safety Structure Safety Professionals 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

12. 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 Albisu Jon 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.

13. Senior Executives Managers 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

14. 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

15. 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

16. 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.

17. Near-miss Reporting Safety Process Improvement

18. Near-miss Near-miss Near-miss Near-miss Near-miss Near-miss Near-miss Near-miss Near-miss 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

19. 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

20. 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

21. 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.

22. 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