At Clearway, the health and well-being of our employees, stakeholders, and the communities we serve is a top priority, and this key value is integrated throughout the organization. Read on for highlights of activities and results from our 2024 initiatives.
Our Health and Safety Program, guided by our comprehensive Health and Safety Policy and Safety Management System, is designed to align with recognized industry standards such as the ISO 45001 standard and the Plan-Do-Check-Act (PDCA) cycle. We focus on risk assessment, training, and continuous improvement, with active top management involvement, clear objectives, and strong communication and controls. Through regular monitoring, internal audits, and the PDCA cycle, we ensure ongoing enhancement and compliance, fostering a culture of safety and excellence.
Each year we conduct a safety culture survey to assess employees’ safety perceptions across the company. These surveys evaluate three critical categories and associated values that directly impact organizational safety:
“Leadership” assesses:
“People” focuses on:
“Processes” reviews:
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Annual safety performance is a critical measure of an organization’s commitment to protecting its workforce. In 2024 Clearway focused on further building safety capacity, improving our ability to identify high-energy and high-consequence risks, implementing robust controls, and empowering employees at all levels to actively participate in safety initiatives.
Improving contractor safety management remained a priority in 2024, and we enhanced our approach by strengthening contractor partnerships and fully implementing the functionality of ISNetworld, the third-party platform we use to manage contractors.
When partnering with contractors, we emphasize shared accountability and a commitment to maintaining high safety standards across all our projects. We leverage the services provided by ISNetworld to streamline contractor prequalification processes and ensure that all contractors meet rigorous safety, compliance, and performance criteria.
In 2024, Clearway made strides in advancing our technical training programs to strengthen existing workforce capabilities and prepare for future staffing needs. In addition to providing courses in Basic Wind Technology and Advanced Wind Turbine Theory and Troubleshooting, we also developed introductory-level training curricula for solar technology as well as battery energy storage systems (BESS), which were successfully piloted.
In 2025 we introduced “learning teams,” a collaborative group of employees and stakeholders who come together to analyze and learn from workplace events such as incidents, near misses, or operational challenges.
Learning teams operate on the principle that the people closest to the work – those who perform tasks daily – are best positioned to provide insights into what works, what doesn’t, and why. By emphasizing learning over fault-finding, learning teams help organizations uncover underlying issues, enhance operational processes, and strengthen safety culture.
Human and Organizational Performance
The concepts and principles of human and organizational performance (HOP) are a foundational part of Clearway’s Safety Management System. As shown in the diagram, HOP helps us better understand the worker and elements that impact his or her performance.
Understanding these elements and their relationships to one another makes it possible to identify deficiencies or inconsistencies that have the potential to cause worker errors and subsequent incidents/injuries.
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