western district training for managers. 2 3 agenda > this training is designed to be an overview...

Western District Training for Managers

3

Agenda

> This training is designed to be an overview of a manager’s responsibilities in regards to:

> Human Resources

> Safety

> Accounting

HUMAN RESOURCES

Hourly Employee vs. Salaried Employee Differences

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How to Navigate to HR Policies and Procedures

> Nabors Net– Business Units

• Nabors Well Services– Human Resources

» Policies and Procedures

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Holidays and Holiday Pay

> Holiday Pay NWS 22.0 – For Hourly Employees

> 300.40.1 Holiday Policy– For Salaried Employees

http://sharepoint.nabors.com/C11/C6/PoliciesProcedures/default.aspx


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Vacation Pay Policy

> Vacation Pay NWS 21.0– For Hourly Employees

> 300.40.2 Vacation Policy– For Salaried Employees


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Benefits Summary

> Salaried Benefits Highlights Sheet

> Hourly Benefits Highlights Sheet

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Medical Leave and Leave of Absence

> 300.40.3 Medical Leave Policy

> 300.40.4 Short Term Medical Leave

– For Salaried Employees

> Employee Status Change Documentation NWS 11.0

– For Hourly Employees

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Payroll

> 200.30.1 Payroll Distribution

– Salaried Employees and Direct Deposit– Hourly Employees and Comdata Pay Card Option

Harassment, Discrimination, and Attendance Expectations

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Signs of Disparate Treatment vs. Disparate Impact

> Disparate Treatment– Direct Discrimination, Unequal Treatment, Intentional,

Prejudiced actions, Different standards for individuals

> 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

> Age

> Disability

> National Origin

> Race

> Religion

> Gender– ALL PROTECTED UNDER TITLE VII OF THE CIVIL RIGHTS

ACT!!!

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Wrongful Terminations

> Constructive Discharge

> Retaliatory Discharge

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Types of Harassment

> Sexual Harassment – “Quid Pro Quo”

> Hostile Work Environment

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200.50.1 Harassment

> 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?

> 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:

> Creating an intimidating, hostile or offensive work environment;

> Unreasonably interfering with an individual’s work performance; or

> Affecting an individuals’ employment opportunity.

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Examples of Harassment

> 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?

> Constructive criticism and supervisory actions regarding performance deficiencies or other workplace issues is not harassment.

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Company Involvement

> Harassment Policy covers:– Workplace– Business Travel– Business Functions held off site (i.e. Golf Tournaments,

Cookouts, Dinners, etc.)

22

Making Claims

> Bona Fide factual claims of discrimination or wrongdoing are protected against retaliation under SOX and the Whistleblowers Act

> 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

23

Attendance Procedures

> 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

> 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

> Three days no-call, no-show = resigned/quit, will be challenged to be denied unemployment

> Attendance issues/patterns = LOA, Disciplinary Action or Termination of Employment

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In Closing

> Report ALL unethical behavior!!! – Utilize Chain of Command, Nabors Hotline, and

Local/Houston HR

> 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

> Please respect and be professional to all your supervisors, peers, and subordinates.

Disciplinary Documentation Reporting and Review

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Progressive Discipline

> 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

> 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

> Must be documented

> Shelf Life of 9 (nine) months

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Written Warning

> 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

> 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

> Refer to Employee Status Change Documentation NWS 11.0 prior to termination.

> Reserved as the next step after time off without pay or for very serious offenses.

> 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

> 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

> 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

> The employee had reason to be aware to the expected behavior, (training, orientation, safety meetings, etc)

> 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

> 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

> Reviews written reprimand with supervisor before it is given to the employee

> Discusses time off without pay requests with supervisor/manager before disciplinary action is made final.

> Reviews supervisor’s time off without pay or discharge recommendations with Houston HR.

Avoiding Leadership Pitfalls

Nabors Well Services Co.Western District

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Introduction

> It is easier to PREVENT a problem than to CORRECT one

> 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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– 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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– 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

> Avoiding these pitfalls that other folks have fallen into

> Serves as a learning tool for all of us

> Questions?

SAFETY

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Agenda

> Incident Reporting

> Occupational Case Management

> Training Records

> Safety Resources

> Drill Requirements

Incident ReportingIncident Reporting

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> Timely reporting of incidents is absolutely essential in order for the

company to ensure that proper actions are taken.

> 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.

> 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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> Refer to Western District Safety Policy SP-4 for Overall Guidance

> Refer to Western District Safety Policy SP-004A1 for the Incident Reporting Flow Chart

> Supervisors also need to be familiar with the Corporate Policy 21.020 Incident Response, Reporting,

Investigation and Analysis.

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> Forms Completed by Supervisor As ApplicableForms Completed by Supervisor As Applicable > a. Supervisor’s Accident Report for Personal Injury or Illness

> b. Accident Checklist (Use in completing above form)

> c. Vehicle, Property or Environmental Damage Report

> d. Supervisor’s Incident Investigation* (within 5 days)

> e. DOT Violation Form

> * Refer to this supplement for Incident Investigation

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Form Completion Guidance> Complete forms on line

> Fill in the forms completely

> 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”

> 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.

> 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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> 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 ManagementOccupational Injury-Illness Case Management

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Occupational Injury-Illness Occupational Injury-Illness

Case ManagementCase Management

> 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.

> 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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• 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.

• As appropriate, present the “Letter to the Physician/Licensed Healthcare Professional.”

• 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.

• Before a Restricted Work Offer can be made, the local manager is required to discuss the request with the VP Safety Training.

• Once approved, a Restricted Work Offer letter must be presented to the employee and signed. (accepted or declined)

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> Become familiar with the date(s) and the purpose(s) of any return medical follow up appointment(s).

> Company’s injury/illness classification system and determination of OSHA recordable cases.

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OSHA ClassificationsOSHA Classifications

• OSHA Recordable Case - A case which results in a:• 1.11.1 Fatality (FTL).

• 1.11.2 Lost Time Accident (LTA) (referred to as "days away from work" by OSHA).

• 1.11.3 Restricted Work Case (RWC) (referred to as "job transfer or restriction" by OSHA).

• 1.11.4 Medical Treatment Only (MTO) (referred to as "other recordable case" by OSHA).

• An injury or illness which progresses from one category to a higher category shall be recorded in the higher category only.

• 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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• 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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• 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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> Injury/Illness Progress Report.

> 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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UNSAFE ACTIONS AND BEHAVIORS

Minor Injuries

SeriousInjury

Fatality

Annual Industry Average

Near Misses

1

29

300

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

> At the end of the calendar year, an annual summary of injury/illness shall be recorded on the OSHA 300 Log.

> 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.

> 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?

Training Requirements and Records

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Training Requirements

> There are certain training topics that are required for all employees.

> Other training topics are required by job description.

> Each training topic has a required frequency:– 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

> 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.

– 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

> The Western District has established a “Safety Resource” page.

> G:\NWS\Shared\WESTERN DIST\Safety Resources

> The intent of Safety Resources to is to be a “One Stop Shop”.

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Safety Resources

Drill Requirements

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Drill Requirements

> Drills are an essential in ensuring that our employees are properly train to respond to an emergency.

> 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

> Well Control Drills– Required weekly for all rigs operating

> Hydrogen Sulfide Release Drills– Required monthly for all rigs operating

> Derrick Rescue Drills– Required every 6 months

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Drill Requirements

> All drills are tracked in Houston.

> 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.

> Well Control Drills and Hydrogen Sulfide Release Drills are to be turned in by the 20th of the following month.

MANAGER ACCOUNTING TRAINING CLASSES

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AGENDA

> 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

> Statistical Hours

> Revenue

> Hourly wages

> Expenses for rigs, trucks, SWD wells, brine wells, etc.

> Supervisor expenses

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SG&A ITEMS

> Wages for clerks, area managers and all district staff

> Office rent, yard rent

> M & R for yard

> Utilities for yard

> Anything to run the office

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G/L STRINGS

> 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

> Revenue Codes Report

> Hold ticket reports

> Work Ticket Edit Report

> Customer Rate Per Hour

> Stat /Hourly report

> Hold ticket report

> What is WIP?

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Payroll

> Billable

> Non-billable

> Driving

> TTO

> Benefits

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Payroll

> Divisional Payroll Summary report

> Over time multiplier – – 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

> Comdata> Area Funds> Purchase Orders

– After the fact– $1.00 Service Projects– Propane– Catalog vs. Non-catalog– MSA Vendors

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EXPENSE REPORTS

> Paper expense reports:– Required for employees who cannot get set up for Oracle– Required to clear temporary Advances

> 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

> Reduced hours = reduced revenue

> Reduced revenue = reduced expenses

> Reduced expenses = higher gross margin & OCF

> Remember the 35/20 rule: – 35 % GM – 20% OCF

western district training for managers. 2 3 agenda > this training is designed to be an overview...

Documents

procedures slide

holiday policy

policy vacation

vacation policy

medical leave policy

card option slide

company policy

hostile work environment