Transcript Document

Western District Training for Managers
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Agenda
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This training is designed to be an overview of a manager’s
responsibilities in regards to:
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Human Resources
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Safety
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Accounting
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HUMAN RESOURCES
Hourly Employee vs. Salaried Employee Differences
How to Navigate to HR Policies and Procedures
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Nabors Net
– Business Units
• Nabors Well Services
– Human Resources
» Policies and Procedures
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Holidays and Holiday Pay
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Holiday Pay NWS 22.0
– For Hourly Employees
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300.40.1 Holiday Policy
– For Salaried Employees
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Vacation Pay Policy
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Vacation Pay NWS 21.0
– For Hourly Employees
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300.40.2 Vacation Policy
– For Salaried Employees
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Benefits Summary
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Salaried Benefits Highlights Sheet
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Hourly Benefits Highlights Sheet
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Medical Leave and Leave of Absence
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300.40.3 Medical Leave Policy
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300.40.4 Short Term Medical Leave
– For Salaried Employees
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Employee Status Change Documentation NWS 11.0
– For Hourly Employees
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Payroll
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200.30.1 Payroll Distribution
– Salaried Employees and Direct Deposit
– Hourly Employees and Comdata Pay Card Option
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Harassment, Discrimination, and Attendance Expectations
Signs of Disparate Treatment vs. Disparate Impact
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Disparate Treatment
– Direct Discrimination, Unequal Treatment, Intentional,
Prejudiced actions, Different standards for individuals
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Disparate Impact
– Indirect Discrimination, Unequal consequences or results,
usually unintentional, neutral actions, same standards but
different consequences for groups
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Discrimination Vulnerabilities
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Age
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Disability
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National Origin
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Race
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Religion
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Gender
– ALL PROTECTED UNDER TITLE VII OF THE CIVIL RIGHTS
ACT!!!
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Wrongful Terminations
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Constructive Discharge
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Retaliatory Discharge
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Types of Harassment
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Sexual Harassment – “Quid Pro Quo”
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Hostile Work Environment
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200.50.1 Harassment
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It is the policy of the Company to provide a workplace that is
free of conduct that is of a
harassing nature. Any form of harassment by or toward
employees, contractors, suppliers or
customers is against Company policy and will not be tolerated.
The Company is committed to
enforcing this policy vigorously.
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What is Harassment?
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Harassment is any inappropriate conduct, whether verbal or
physical, which denigrates or shows hostility toward an
individual because of his or her gender, race, color, religion,
age, disability, marital status, national origin, or other
characteristic protected by applicable law
and which has the purpose or effect of:
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Creating an intimidating, hostile or offensive work environment;
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Unreasonably interfering with an individual’s work performance;
or
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Affecting an individuals’ employment opportunity.
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Examples of Harassment
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Examples of actions that can be considered harassment
include, but are not limited to:
Verbal conduct, such as offensive name-calling, jokes, slurs,
negative stereotyping, intimidating or hostile acts;
Nonverbal conduct, such as staring, leering and giving
inappropriate gifts;
Physical conduct, such as assault, unwanted touching,
intentionally blocking normal movement or interfering with work;
or
Visual conduct, such as derogatory posters or offensive
pictures, cartoons, drawings or gestures.
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What is NOT Harassment?
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Constructive criticism and supervisory actions regarding
performance deficiencies or other workplace issues is not
harassment.
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Company Involvement
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Harassment Policy covers:
– Workplace
– Business Travel
– Business Functions held off site (i.e. Golf Tournaments,
Cookouts, Dinners, etc.)
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Making Claims
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Bona Fide factual claims of discrimination or wrongdoing
are protected against retaliation under SOX and the
Whistleblowers Act
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False Claims, Rumors, and “Purposeful” lies to get
someone in trouble can get the person who makes the
claim in trouble
– Investigation can only use facts, not opinions or hearsay
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Attendance Procedures
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In handling Hourly Employees:
– If sick or cannot make shift, employee is expected to
give Supervisor or Manager as much advance notice as
possible, not an hour (or minutes) before shift is to start
and especially not after the shift.
– An employee’s failure to report will result disciplinary
action
– An employee must speak with supervisor or manager,
leaving messages on voicemail or leaving a message
with dispatcher will not be accepted
– Employee must call in themselves, not have wife,
girlfriend, child, friend, etc, do it for them.
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Attendance Procedures
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If pattern of calling in sick arises, Management will seek
Medical LOA so employee can tend to medical issues
– Refer to Employee Status Change Documentation NWS
11.0
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Three days no-call, no-show = resigned/quit, will be
challenged to be denied unemployment
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Attendance issues/patterns = LOA, Disciplinary Action or
Termination of Employment
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In Closing
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Report ALL unethical behavior!!!
– Utilize Chain of Command, Nabors Hotline, and
Local/Houston HR
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Accountability – We are held accountable for our own
actions and need to help those in our scope of influence to
give our co-workers all the tool necessary needed to do
their job
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Please respect and be professional to all your supervisors,
peers, and subordinates.
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Disciplinary Documentation Reporting and Review
Progressive Discipline
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Preliminary Actions
– Do a thorough fact-finding
– Hold a discussion in private
– Follow up with the employee
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Four Steps in the Disciplinary Process
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Oral Warning – Are appropriate for minor first offenses.
Remember that if the details on the incident weren’t
captured via document, then the incident never occurred
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Must be documented
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Shelf Life of 9 (nine) months
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Written Warning
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Should:
– Be identified as a disciplinary warning
– Describe as specifically/detailed as possible the situation
that prompted the warning, to include the date, time,
location, and what the supervisor saw or heard
– Indicate why the behavior or performance is
unacceptable
– Review the decisions that were reached during the
discussion regarding how the employee can correct the
problem
– State that if the behavior continues or other problems
occur, additional corrective measures may be taken,
which may result in time off without pay or termination of
employment
– Review with Human Resources
– Good for 9 months
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Time off without pay
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This is the 3rd step in the disciplinary procedure.
Before giving time off, please consult with Human
Resources
Days off should be in the middle of the week (Tuesday –
Thursday), not over a weekend
PIP must explain time off
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Termination
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Refer to Employee Status Change Documentation NWS
11.0 prior to termination.
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Reserved as the next step after time off without pay or for
very serious offenses.
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All documentation must be reviewed with District HR (who
in turn reviews with Houston HR), and must be approved
by VP & General Manager
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Please remember
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When you ask for termination, we have to verify that NWS
Management has met the employer’s obligation regarding
disciplinary action to support termination. Disciplinary
action is expected to be preceded by documentation.
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Supervisor/Manager
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Consults with Human Resources
Gives oral warnings and details specifics of incidents
Reviews drafts of written warnings with Human Resources
Discusses time off without pay with employee
Terminates the employee’s employment after prior
discussion with, and approval of, Houston HR and VP &
General Manager
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WE MUST DEMONSTRATE
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The employee had reason to be aware to the expected
behavior, (training, orientation, safety meetings, etc)
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The employee was informed that his behavior was
inconsistent with expectations and that he needed to
change and that failure to change would result in
disciplinary action up to and including termination
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That he did receive remedial training/counseling of
performance expectations; with the final step being
discipline up to and including termination
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Human Resources
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Reviews written reprimand with supervisor before it is
given to the employee
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Discusses time off without pay requests with
supervisor/manager before disciplinary action is made
final.
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Reviews supervisor’s time off without pay or discharge
recommendations with Houston HR.
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Avoiding Leadership Pitfalls
Nabors Well Services Co.
Western District
Introduction
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It is easier to PREVENT a problem than to CORRECT
one
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Opportunity for all Supervisors and Managers to learn
from other’s mistakes
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Avoiding Leadership Pitfalls – About You
– Failure to Ask for Permission
• It’s easier to ask for permission than for forgiveness
– Failure to Ask Questions
• Don’t be afraid to ask
– Failure to See the ‘Big Picture’
• Step back and see the Employee AND Company viewpoint
– Failure to Personally follow Policies and Procedures
• It’s not do as I say, it’s do as I do
– Bringing Personal Life to Work
• Divorce, Custody Issues, Social Life, Medical Issues don’t belong in the
workplace
– Making ‘Snap’ Decisions
• Use relief of duty to buy yourself time and think a problem out
– Discussion Question – What is the danger of firing someone ‘On the
Spot’?
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Avoiding Leadership Pitfalls – About Your
Career
– Don’t Bother Learning What is Expected of You
• Visit with your Manager to get clear job expectations
• Provide leadership to subordinates to set expectations
– Saying, ‘That’s not Part of my Job’ and using it Frequently
• Gives poor impression of work ethic
• Management likes initiative
• You set the example for Subordinates
– Go Shopping in the Supply Closet. Examples:
• Running personal errands in Company Vehicle
• Padding Expense Report
– Important to Monitor Subordinates Behaviors
– Discussion Question – What problems do we run into when
expectations are not set or unclear?
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Avoiding Leadership Pitfalls – About Your
Career
– People who Complain about their Job. Examples:
• Pay, ‘Bored’, Dislikes Boss
– If you co-workers hear it, your boss probably knows it too
– Working Abbreviated Days. Examples:
• Coming in Late, Long Lunches, Leaving Early
– Address the issues early and document with problem employees
– Failure to React to Problems in a Timely Manner
• Big problems start out as small problems
– Failure to Follow Chain of Command
• Keep appropriate personnel in the loop
– Discussion Question – How do you feel when one of your
subordinates goes straight to your manager?
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Avoiding Leadership Pitfalls – About Your
Career
– Failure to Follow Company Policies and Procedures (HR,
Safety, Accounting, Operations)
• Direct questions or problems to appropriate department for
accruate information and interpretation of policy or procedure
– Failure to Implement Policies and Procedures
• A failure to meet Company objectives may result
– Failure to Seek out Process Improvements
• Need to communicate better ways to accomplish objectives
– Failure to Document
• If it wasn’t documented, it didn’t happen
– Accepting Gifts from Vendors
• Perception of value weighs heavily
– Discussion Question – What value on a gift received is
considered more than nominal? Examples?
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Avoiding Leadership Pitfalls – About Your
Communication
– Abuse of Company Technology
• Sending “Forwards” in the form of jokes, SPAMS, chain letters,
religious or items of a sexual or harassing nature
• Surfing the “Net”
• Abusing company cell phone
– Excessive personal minutes
– “Texting” should be disabled
» Set the example and expectations of subordinates
– Discussion Question – Do you audit the cell phone usage of
your subordinates? What have you found?
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Avoiding Leadership Pitfalls – About Your
Relationships with your Co-Workers
– Forgetting Teamwork – i.e. Looking out for #1
• Being arrogant, an idea thief, taking credit for someone’s work
– Employees leave due to lack of recognition and lack of appreciation
– Treating Deadlines as a Suggested Due Date
• Procrastination effects others
• Hurts credibility as a reliable co-worker
– If you don’t have an answer, find it and follow up
– The Rumor Mill
• Don’t get caught in the middle of rumors
– Address hearsay and rumors in the office and field by stopping it early
– Discussion Question – Has someone not responding to your
deadline or request prevented you from doing your job? How
did that make you feel?
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Avoiding Leadership Pitfalls – About Your
Relationships with your Co-Workers
– The Discussion of Pay in the Workplace
• No place for pay comparisons among employees
– Stop this behavior immediately, nothing positive comes from this
– Failure to be Fair, Consistent, Ethical, and Professional
• Need to treat issues and employees alike in similar situations
• Always do the right thing, never lower self to others’ levels
• Management is held to a higher standard
– Discussion Question – Can you think of a time when you or
another manager made an ‘exception’ to something and it had
negative consequences for the Company afterwards?
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Avoiding Leadership Pitfalls – About Your
Relationship with your Manager
– Taking Problems without Suggestions for Solutions to your
Manager
• This will not allow you to grow as a decision maker
– Use this opportunity to learn sound decision making skills from your
manager
– Discussion Question – Have you personally helped develop
one of your subordinates to be a better decision maker? How
did that effect your job?
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Summary
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Avoiding these pitfalls that other folks have fallen into
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Serves as a learning tool for all of us
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Questions?
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SAFETY
Agenda
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Incident Reporting
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Occupational Case Management
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Training Records
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Safety Resources
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Drill Requirements
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Incident Reporting
Incident Reporting
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Timely reporting of incidents is absolutely essential in order for the
company to ensure that proper actions are taken.
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All incidents, regardless of how minor shall be reported to the Area
Safety Specialist as soon as possible. This includes all employee and
third party injuries, all motor vehicle incidents, damage to company or
third party property, environmental issues and all other potential
liability situations.
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It shall be grounds for termination if an employee fails to accurately
report a work-related injury or illness or encourages other employees
to fail or avoid accurate and timely reporting. (21.020)
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Incident Reporting
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Refer to Western District Safety Policy SP-4 for Overall
Guidance
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Refer to Western District Safety Policy SP-004A1 for the
Incident Reporting Flow Chart
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Supervisors also need to be familiar with the Corporate
Policy 21.020 Incident Response, Reporting,
Investigation and Analysis.
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Incident Reporting
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Forms Completed by Supervisor As Applicable
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a. Supervisor’s Accident Report for Personal Injury or Illness
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b. Accident Checklist (Use in completing above form)
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c. Vehicle, Property or Environmental Damage Report
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d. Supervisor’s Incident Investigation* (within 5 days)
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e. DOT Violation Form
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* Refer to this supplement for Incident Investigation
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Incident Reporting
Form Completion Guidance
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Complete forms on line
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Fill in the forms completely
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Note: You need to fill in the form and save it to “My
Documents”; do not save it in Safety Resources. Use
“Save As” to save forms under “My Documents”
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Forward all initial reports to Midland – Davey Hughes and
Adam Bell. Once reviewed and finalized, the final copy
will be sent to all appropriate parties.
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Do not provide a customer a copy of your report – Obtain
their address email/fax info (Houston will forward them a
copy)
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Incident Reporting
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When incident reports are received by the district office,
the report is entered into the NIF (Nabors Internet Form).
This form is the Corporate Database for tracking all
incidents.
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Occupational Injury-Illness Case Management
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Occupational Injury-Illness
Case Management
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It is a Company requirement for a manager, supervisor or
safety professional to accompany an injured/ill employee
to a medical facility for an initial visit on occupational
injury/illness and follow up visits.
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Use of designated medical facilities for non-emergency
services. We use Occumed (Dr. Elsworth) in Odessa, TX
or in some cases, Dr. Day in San Angelo.)
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Occupational Injury-Illness
Case Management
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As appropriate, depending upon the nature and severity of the injury/illness,
seek permission from the employee and medical staff to be present during
evaluations and treatment.
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As appropriate, present the “Letter to the Physician/Licensed Healthcare
Professional.”
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If other than return to normal work is recommended, discuss the Company’s
policy of providing/creating restricted work (Restricted Work Policy) for the
injured/ill employee that can be performed within recommended restrictions.
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Before a Restricted Work Offer can be made, the local manager is required to
discuss the request with the VP Safety Training.
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Once approved, a Restricted Work Offer letter must be presented to the
employee and signed. (accepted or declined)
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Occupational Injury-Illness
Case Management
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Become familiar with the date(s) and the purpose(s) of any
return medical follow up appointment(s).
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Company’s injury/illness classification system and
determination of OSHA recordable cases.
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OSHA Classifications
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OSHA Recordable Case - A case which results in a:
1.11.1
Fatality (FTL).
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1.11.2
Lost Time Accident (LTA) (referred to as "days away from
work" by OSHA).
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1.11.3
Restricted Work Case (RWC) (referred to as "job transfer or
restriction" by OSHA).
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1.11.4
Medical Treatment Only (MTO) (referred to as "other
recordable case" by OSHA).
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An injury or illness which progresses from one category to a higher category
shall be recorded in the higher category only.
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OSHA Reportable Event - A work-related fatality or the in-patient
hospitalization of three or more employees. In California, the definition
includes work-related fatalities, catastrophes and serious injuries or illnesses.
A serious injury or illness is one that requires hospitalization for more than 24
hours for other than medical observation, or in which a part of the body is lost
or permanent disfigurement occurs.
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OSHA Classifications
• Restricted Work Case - A work-related injury or illness
which prevents an employee from performing one or more
of the routine functions of his or her job, or from working
the full workday that he or she would other otherwise been
scheduled to work.
• Referred to as "job transfer or restriction" by OSHA.
• Restricted Workdays - The total number of calendar
days counting from the initial day of restricted work until
the employee returns to the regular job. When restricted
work is provided before a period of lost workdays, the
restricted workdays are to be recorded in addition the
number of lost workdays. However, the injury or illness is
to be reported as a lost time accident.
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OSHA Classifications
• First Aid by Professional (FAP) - Any one time treatment and subsequent
observation of minor work-related scrapes, cuts, burns, splinters, and so
forth for a work-related injury or illness where the care is performed by a
physician or health care professional.
• First Aid Only (FSA) - Any one time treatment and subsequent
observation of minor work-related scrapes, cuts, burns, splinters, and so
forth for a work-related injury or illness where the care is not performed by
a physician or health care professional.
• Information Only (IFO) - An incident which involves body contact with an
object but does not result in injury requiring first-aid or medical treatment,
damage to assets or the environment, or losses to third parties.
• Lost Time Accident (LTA) - A work-related injury or illness, which renders
an employee unable to work in any capacity on the next calendar day.
Referred to as "days away from work" by OSHA.
• Lost Workdays - The total number of calendar days counting from the
initial day of lost work until the employee returns to the regular job.
Referred to as "days away from work" by OSHA.
• Medical Treatment Only (MTO) - A work-related injury or illness requiring
medical treatment beyond first-aid that does not result in restricted or lost
time. Referred to as "other recordable case" by OSHA.
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Classification of Incidents
• Motor Vehicle Accident (MVA) - An occurrence resulting in damage or no
damage to a Company-owned or leased vehicle, a privately owned vehicle
being operated on Company business or other Company equipment
(including mobile rigs) and/or damage or no damage to third party property
(including vehicles) while in operation on a public or private roadway. This
includes damage as the result of loss of a load or failure of load
securement.
• Preventable Motor Vehicle Incident (PMVI) – Any accident in which the
driver failed to do everything within reason to have avoided the accident,
regardless of the errors or improper actions of other drivers or persons.
• Near Miss - An undesirable or unexpected event that results in no injury,
illness, loss or damage of any kind but could have under different
conditions of timing, space, position or sequence of events.
• Significant Near Miss - An undesirable or unexpected event that results
in no injury, illness, loss or damage of any kind but could have had Class I
level results under different conditions of timing, space, position or
sequence of events.
Refer to : NWS P & P 21.020 Accident Response, Reporting, Investigation
and Analysis
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Occupational Injury-Illness
Case Management
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Injury/Illness Progress Report.
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This form is to be filled out:
– When an injured/ill employee returns to work, either restricted
work assignment or full duty.
– When an injured/ill employee, who has been on restricted
work assignment, returns to full duty.
– Whenever there is a reclassification of an injury or illness.
– When injured/ill employee has been terminated. (Provide
reason for termination in Remarks section.)
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So What is the Cost of an Accident?
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Annual Industry Average
1
Fatality
Serious
Injury
Minor Injuries
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300
Near Misses
UNSAFE ACTIONS AND BEHAVIORS
3,000
10,000
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Total Recordable Incident Rate
TRIR =
# Injuries/Illnesses* X 200,000
# Man Hours Worked
2
X
200,000
= 1.33 (TRIR)
300,497
(40 hrs X 50weeks X 100 employees = 200,000)
* Work-related
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Western District Data
2010 Stats
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OSHA 300 Log
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At the end of the calendar year, an annual summary of
injury/illness shall be recorded on the OSHA 300 Log.
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Certify the summary - A company executive must certify
that he or she has examined the OSHA 300 Log and that
he or she reasonably believes that the information is
correct and complete.
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Post the summary – Post in a conspicuous place where
notices to employees are posted from February 1st to April
30th of the year following the year covered. The summary
can not be covered by other material or defaced.
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Questions?
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Training Requirements and Records
Training Requirements
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There are certain training topics that are required for all
employees.
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Other training topics are required by job description.
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Each training topic has a required frequency:
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One time only
Bi-annual
Annually
Every 2 years
Every 3 years
Every 5 years
Training requirements and frequency is determined by the
training policy for each topic.
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Training Requirements
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Training Records
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It is essential that accurate training records are maintained
and kept up to date. Training is conducted in various
settings based on the frequency requirements of the
training and the targeted audience.
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Monthly Safety Meeting
Crew Chief Meetings
Driver Meetings
Mechanics Meetings
Annual Block Training
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Training Records
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Training Records
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Safety Resources
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The Western District has established a “Safety Resource”
page.
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G:\NWS\Shared\WESTERN DIST\Safety Resources
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The intent of Safety Resources to is to be a “One Stop
Shop”.
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Safety Resources
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Drill Requirements
Drill Requirements
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Drills are an essential in ensuring that our employees are
properly train to respond to an emergency.
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The Supervisor is responsible for conducting the drill with
the crew and completing the drill form. This is a very good
training opportunity for the Supervisor.
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Drill Requirements
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Well Control Drills
– Required weekly for all rigs operating
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Hydrogen Sulfide Release Drills
– Required monthly for all rigs operating
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Derrick Rescue Drills
– Required every 6 months
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Drill Requirements
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All drills are tracked in Houston.
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When a drill is completed, it is to be scanned and sent to
Davey Hughes at the District office. She will enter the drill
into the Database.
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Well Control Drills and Hydrogen Sulfide Release Drills are
to be turned in by the 20th of the following month.
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MANAGER ACCOUNTING
TRAINING CLASSES
AGENDA
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How to read a financial statement
What is “operating” and “SG&A”
Where do revenue and stat hrs come from
Where does labor come from
Where do expenses come from
General Ledger strings
– Major-minors
– Cost centers
– Line of business
– How to build a G/L string
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OPERATIONAL ITEMS
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Statistical Hours
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Revenue
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Hourly wages
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Expenses for rigs, trucks, SWD wells, brine wells, etc.
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Supervisor expenses
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SG&A ITEMS
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Wages for clerks, area managers and all district staff
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Office rent, yard rent
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M & R for yard
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Utilities for yard
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Anything to run the office
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G/L STRINGS
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822-063-575-W1234-00000-00000-4100.001
822- Western District (Company)
063 – Snyder Area (division)
575 – Line of business (function)
W1234 – Cost Center
00000 – Job number
00000 – AFE number
4100 – Major
001 - Minor
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NFS REPORTS
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Revenue Codes Report
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Hold ticket reports
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Work Ticket Edit Report
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Customer Rate Per Hour
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Stat /Hourly report
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Hold ticket report
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What is WIP?
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Payroll
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Billable
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Non-billable
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Driving
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TTO
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Benefits
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Payroll
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Divisional Payroll Summary report
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Over time multiplier –
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1.16 for 60 hr week
1.21 for 70 hr week
1.25 for 80 hr week
Insurance is 10%
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Purchasing
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Comdata
Area Funds
Purchase Orders
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After the fact
$1.00 Service Projects
Propane
Catalog vs. Non-catalog
MSA Vendors
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EXPENSE REPORTS
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Paper expense reports:
– Required for employees who cannot get set up for Oracle
– Required to clear temporary Advances
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Oracle expense reports:
– To be used by anyone who has a Nabors email address.
Employees have to have a separate automatic
Deposit authorization
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SUMMARY
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Reduced hours = reduced revenue
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Reduced revenue = reduced expenses
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Reduced expenses = higher gross margin & OCF
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Remember the 35/20 rule:
– 35 % GM
– 20% OCF
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