caws hse manual · managing hse is of utmost importance to us. we have, over the years, developed...
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CAWS
HSE MANUAL
TABLE OF CONTENT
CAWS HSE Statement
1.1 Introduction
1.2 Cashes Policy Statement
Programmes and Systems to Manages CASHES
2.1 HSE Management Structure
2.2 CASHES Roles and Responsibilities
2.3 CASHES Training
2.4 Audits and Inspectors
2.5 Marine Transport Management
2.6. Marine Transport Management
2.7 CASHES Meetings
2.8 Environmental Management
2.9 Occupational Health Management
3.0 Community Relations Management
3.1 Staff Training and Development
3.2. Cost and Schedule Control
1.0 HSE Statements
1.1 Introduction
It is recognized that the management of Health, safety and Environment is a key
factor in managing projects. The Company realizes this and has therefore put in
place systems and programmes to manage these issues.
HSE Management is crucial to project success. Of greater importance is
company concern for the Health and safety of the people directly or remotely
involved or affected by our activities and the impact on the environment.
Managing HSE is of utmost importance to us. We have, over the years,
developed programs and systems to effectively manager HSE. Additionally, our
management system and programs cover Community Relations and Security. In
this document we therefore refer to CASHES which stands for Community
Affairs and Security plus HSE.
1.2 CAWS CASHES POLICY STATEMENT
It is the policy and clear mandate of this company to take every premeditated
precaution to prevent negative impacts arising from our activities on the safety,
well being and health of our staff and other persons that may be affected, also
upon the environment.
Our Policy covers the following:
i) Community Affairs
To establish and maintain cordial relationship and to be sensitive to the
needs and concerns of the Host communities
ii) Safety
All work must be executed in a safe manner to protect life, avoid
accidents and prevent any form of temporary disability.
Safety training will be concluded to ensure that employees work is
conducted in such a manner that safeguards themselves and others at or near
the work site.
iii) Health
Plan and carry out all our activities in a manner that preserves the health of
all company and contractor personnel
iv) Environment
To control impact of our operations upon the environment.
To apply practical and reasonable measures to minimize the generation and
to manage the disposal of unavoidable waste in an environmentally
acceptable manner
v) Security
To ensure that personnel and property are secured in all our operations. In
pursuance of the above policy, relevant personal protection Equipment is
provided for exposed staff together with necessary CASHES training for
management and staff alike .Manager supervisors and staff are charge with
personal responsibility for CASHES.
As a minimum all relevant National/international regulations, client
requirements and our procedures adhered to.
_________________
Managing Director
SUBSIDIARY POLICY STATEMENTS
Managing Director
Drug and Alcohol
Consumption of alcohol during office hours
and the use of drugs are prohibited by CAWS
When drug abuse is recognized, effort will be
made to treat the patient and to discourage
further use.
No Night Driving
All Driving during the night hours between 6
pm. and 6am. Is forbidden except for
emergency situations. Any night driving
necessitated by emergency must be approved
by a Manager.
No Smoking
Smoking is recognized as injurious to health.
Therefore it is actively discouraged. The
smoking of cigarettes, cigars or pipes is
prohibited in all areas where flammable
materials are handled and in all offices, public
areas and company restaurants.
No Night Sailing
All Driving during the night hours between 6
pm. and 6am. Is forbidden except for
emergency situations. Any night Sailing
necessitated by emergency must be approved
by a Manager.
CAWS HSE POLICY STATEMENT AND STRATEGIC OBJECTIVE
It is our policy to take every reasonable practical step to prevent or minimize
negative impacts (arising from our activities) on the safety and health of our
staff and other persons that may be affected and upon the environment. We
state our policies regarding the various aspects of Health, Safety &
Environment (HSE).
To demonstrate our commitment to the policy, TITAN shall work towards but
not limited to achieving the following:
- Design systems where high risks hazards of construction and operation
are managed to “As low As Reasonably Practicable” (ALARP) levels.
- Zero fatality in all activities
- Zero LTI (Lost Time Injury)
- Zero Injury
- Zero Environmental Incidence
- Generation of resources through proper waste and energy
management.
________________ Managing Director
Health
To plan and carry out it’s activities in a manner
that preserves the health of staff and
contractor personnel and all persons that may
be affected by our operations.
Safety
To prevent or minimize any negative impact
arising from our activities on the safety, well
being and health of our staff and other persons
(that may be affected by our activities).
Environment
To prevent pollution, conserve resource and
carry out all activities in an environmentally
friendly manner, to comply with all relevant
environmental legislation, regulations and
clients’ requirements, to continually improve
on our environmental performance, to make
this policy available to stakeholders.
Environment
To prevent pollution, conserve resource and
carry out all activities in an environmentally
friendly manner, to comply with all relevant
environmental legislation, regulations and
clients’ requirements, to continually improve
on our environmental performance, to make
this policy available to stakeholders.
2.0 Programmes and Systems to Manage CASHES
Key systems and programmes developed for managing HSE in our
Engineering and Construction activities include the following:
2.1 CASHES Management Structure In our Company, the first responsibility rests with the CASHES line
management and supervision. The CASHES team provides specialist
advice, support, and training for all level of company staff. CASHES
officers are deployed to construction sites to actively support and advise
line supervisors in training, monitoring and enforcement of CASHES
rules and regulation for the prevention of negative occurrences.
The CASHES Manager Report to the Managing Director with advisory
relationship to other Line Managers and supervisors.
Specialist Heads of the various elements of CASHES – Community
affairs, Safety, Health, Environment and Security- repot to the CASHES
Manager.
The CASHES Manager liaises with clients in matters of CASHES but in
the event of a Serious accident occurring, the Project Manager
personally presents the report to the client.
Management Board
Project Manager
Client Manager Client Representative
CASHES Manager
SERIOUS CASHES ISSUES
Site Engineer
Head Safety
Environ Engineer
Head Security
Comm. Rel. Supervisor
Head Safety
Environ Engineer
Head Security
Comm. Rel. Supervisor
2.2 CASHES Roles and Responsibilities
For high standards to be achieved in our activities, staff must be made
of duties and how they can contribute to the overall successful
implementation of our CASHES programme.
The various levels of supervision and their responsibilities for smooth
and accident free execution of our operations are detailed below.
Management Board
- Bear legal responsibility for CASHES.
- Directors the company’s CASHES policy and program
implementation
- Provides and procures all necessary protective equipment, (through
budge approval).
- Encourages staff participation in safety effort through establishment of a
two-way communication channel along with incentive schemes.
Project Manager
- Accountable for the safety of all projects
- Ensures that all staff are competent to carry out their responsibilities
- Maintains adequate services and resources to enable safety system of
work, and ensure adoption of safety procedures.
- Ensures that all sub-contractors meet their obligations under current
legislation, codes of practice, company safety policy and procedures,
and the sub-contractors CASHES policy statement and means of
implementation.
- Carries out spot checks in all work sites to monitor compliance with
CASHES requirement.
- Coordinates all field CASHES meetings/training and circulates the
minutes company-wide
- Reports to the Managing Director on project CASHES practices.
- Develops work procedures
- Ensures issuance of personal protective equipment (PPE) and proper
usage and maintenance.
- Joins in accident/incident investigation
- Quarterly audit of projects’ CASHES compliance and closeout of
recommended corrective actions.
CASHES Manager
Monitor company safety procedures, make regular site visits, and prepare
detailed reports of site safety performance. Copies will be forwarded to the
Site Engineer, Project Engineer and copied to the Project Manager and
Management Board.
- Plans develop and coordinate in-house procedures
- Ensure compliance with statutory and client’s safety regulations and
procedures.
- Co-ordinates all CASHES activities by taking charge of the monthly
CASHES management committee meeting.
- Monitor accident report, assist with investigation of accidents and other
negative occurrences and make recommendations for improvements to
prevent re-occurrence.
- Assist in safety training of staff.
- Attend per-tender site when requested and advise on safety
requirements
- Consults with client’s representatives in matters CASHES requirements.
- Liaise with the Health and Safety Executive Inspectors, local
Environmental Officers and Fire Prevention Officers to ensure
compliance with Government Legislation and approved Codes of
Practice.
- Develop safety procedure guides for specific activities in liaison with line
department.
- Appoints a secretary for the CASHES Management Committee and
collated all line committee activities.
- Carry out scheduled and unscheduled CASHES Inspection of all sites.
- Implement and coordinate safety polices, actively encourage and
promote safety.
- Ensure that all line management is fully conversant with the company’s
safety policy and procedures, and monitor the effectiveness of safety
performance.
- Develop emergency procedure guides
- Keep records/statistics of company CASHES performance
- Plan and promote training for all levels of employees on a continuing
basis.
- Satisfy him that all current legislation, codes of practice and company’s
procedures is being implemented.
- Ensure that all technical and safety legislation and information is
distributed to all relevant personnel
- Advise all levels of management on current legislation, codes of
practice, health, safety and welfare at work; keep abreast of all current
and new legislation, codes of practice, pertaining to company’s
activities, and give guidance as to the interpretation to line
management.
Supervisors
- Ensure that safe working methods and practices are implemented by
employees under their control and that sufficient equipment are made
available and properly maintained, to enable any operation to be carried
out safely.
- Provide and maintain welfare facilities required by existing legislation.
- Ensure that all the necessary forms and registers are maintained
- Satisfy themselves on the competence of site personnel to carry out
their duties.
- Acquaint themselves with the hazards arising from the operations or
from substances used in those operations and convey these findings to
the employees and the general public when necessary.
- Carry out full investigation of any accident or incident and forward report
to the safety officer.
Foremen
- Organize daily toolbox meetings for work crew
- Organize on-the-job training for his charge
- Ensure compliance with all site safety regulations including the use of
PPE
- Constantly monitor housekeeping on the site
- Ensure all accidents and near-misses are reported.
Labour Force/Employee
- Every employee has a legal responsibility to take reasonable care for
the health and safety of themselves and others that may be affected by
their actions or inaction at work
- With regards to duties imposed on their employer or other persons by
their actions, they must co-operate with their employer to ensure her
compliance with the regulation.
- No employee shall intentionally or recklessly interfere with or misuse
anything provided for their safety or welfare under the relevant Statutory
Provisions.
- Shall ensure a state of good house keeping
- Shall always be their own safety officers as well as that of the persons
working with or around them.
- Shall participate in daily safety briefs and company’s regular safety
briefs and company’s regular safety drills.
- Shall report accidents/near-misses.
- Must sign the daily tool box attendance minutes.
2.3 CASHES Training
CASHES Training are in tow-folds
• Informal on-the-job training received through the examples of
leadership, CASHES built into work procedures, CASHES meetings,
toolbox meetings, newsletters, accident investigation reviews etc.
• Formal classroom training on general and specialized area. For this
form of training a template has been developed covering various topics.
Every new staff receives a CASHES induction on assumption of duty.
We have training resources in-house. External resources-training contractors
and clients – are utilized for training in special areas.
Some of the courses available to our staff include:
CASHES Induction
Swimming Training/Test Defensive Driving Course
General Safety/CASHES Fire Fighting Prevention Skill
Safety in Process Design Basic Industrial 1st Aid
Electrical Safety Scaffolding
Environmental Awareness Unsafe Act Audit
Waste Management Permit to work
Accident Investigation Hazard Awareness
Managing HSE (ISO 14000) Fire Training for Residents
Hazard and Effect Mgt. Process Community Relations Awareness
Security Awareness Managing HSE in the Business
Safety in Welding Hazardous Material Handing
2.4 Audits and Inspections
Audits and inspections are used mainly as verification tools. They
presuppose the existence of standards, regulations, rules, codes of
practice to which work will be carried out. Audits and inspections are
also used to assess the effectiveness of our CASHES programs and to
establish the presence or absence of controls.
Audits and inspection shall be at various levels of the company.
External audits especially by our client are mandatory and welcome. A
pan is prepared annually for formal audits and inspections.
Reports of Audits and Inspections shall be made in the standard format
attached as appendix to this plan.
Except for reasons beyond immediate control, all recommendations are
closed out within four weeks of the audit or inspection.
The various audits, which are carried, out, include:
• Client Audits and Inspections
• Management Audits and Inspections
• Office Inspections
• Worksite Inspections
• Unsafe Acts Audits
• Pre-mobilization Inspections (In-house and client)
• Controls compliance Audits
• Equipment Inspections
• CASHES Programs Audit etc.
• Toolbox Meetings
The Work Team Leader holds toolbox meetings with the work team
before commencement of work each morning. If in the course of the day
there is a change of activity exposing the workforce to fresh hazards, the
leaders must stop for 5-10 minutes to address the hazards and inform
workforce of the controls and new procedures. All such meetings will be
documented in the prescribed format.
2.3 CASHES Meeting
CASHES meetings are organized in such a manner to ensure that each
member of staff exposed to field work attends a meeting at least once in
a month. Site workers may attend CASHES meetings daily. Where
possible, CASHES meetings focus upon current project activity in such
a way that CASHES discussions are seen as contributors to team
progress instead of interference and nuisance. CASHES meetings are
not to be chaired by CASHES advisers but rather by the line
supervisors. Meetings will be used as forum for information
dissemination, learning from the experience of other on-going events,
review of performance, and effectiveness of controls versus constraints
upon progress.
2.5 Environment Management
In environment management Federal Ministry of Environment (FMENV)
and Department of Petroleum Resources (DPR) regulation guides us.
Each business has it own unique se of impacts on the environment.
Environment Management is the process whereby organizations
assess, in methodical way , the impact their activities have on the
natural environment, and take action to minimize these impacts. An
Environmental Management System is a system that allows an
organized to control its environment impacts and reduce such impact
2.7.1 Environmental Policy
Our Company is committed to the protection of the environment. It is the
policy to promote and encourage awareness of, to protect and preserve
the environment. In implementing this policy, all staff are encourage to
pay appropriate regards to the environment by acting to preserve air,
water, soil flora & fauna from adverse effects due to their actions or
those of the sub-contractors. It is our responsibility to minimize any
nuisance, which may arise from such actions. CAWS are committed to
preserve the environment in which she operates in compliance with
related legislation and regulation. Our objects is to create a sustainable
environment for future generations.
2.7.2 Environmental Management System
Environmental Mitigation
In implementing her projects and activities, our emphasis is to avoid or
minimize impact on the environment wherever practicable. Where
residual impacts remain, which may have moderate or significant effects
on the environment, mitigation measures are recommended, which will
reduce the impact to an acceptable level.
Monitoring
We utilize the philosophy of monitoring in her activities to ensure
compliance with regulatory and legislative environmental requirements,
identify environmental problems at an early stage, identify and
implement environmental improvement, which will contribute to the
overall environmental performance of the project.
Inspection/Reporting
The regular inspection of maintenance works assists us to assess the
effectiveness of the environmental mitigation measures prescribed in
the mitigation and monitoring plan.
In addition to environmental inspection, all supervisor staff is required to
report on the general environmental management issues on a regular
basis. Environmental report shall be prepared on a monthly basis using
a standard environmental reporting format that captures every aspect of
the environment.
2.7.3 Emergency Response and Contingency Plan
Effective Emergency Management is a fundamental aspect of our
operations. It is based on the underlying principle of incident prevention
backed up by a carefully considered response capability aimed at
rendering any incident harmless. In incident containment is the last
resort.
The object of emergency response planning for maintenance work is to
develop, implement and maintain management system, including the
plans and procedures, which when activated in any emergency situation
will minimized the harmful effect on human life and health, the
environment and CAWS or third party assets.
It is an important principle of our company corporate police that all
response plans and procedure meet the requirement and societal
expectation of the host country.
All response plans and procedures shall be compatible with that of the
project owners.
Response Strategy
Any incident that presents a danger to life, to equipment or the
environment is treated as emergency.
The status of the incident may vary from that of a relative minor incident
such as small fire, which can be easily contained and which is not likely
to cause injuries or damage to persons or damage to equipment to
major incidents where, either personal injuries or equipment or
environmental damage is inevitable. If not effectively contained and
controlled, minor incidents are likely to escalate into major incidents.
In the execution of the maintenance work, we shall adopt the
emergency response strategy as defined by Topcon. CAWS shall
provide adce as necessary for the improvement of Topcon’s response
strategy.
2.7.4 Pollution Control/Mitigative Plan
Air Pollution
In operating equipment, CAWS Systems shall utilize the best
engineering practice and devise available to control, prevent and
otherwise minimize atmospheric emissions or the discharge of air
contaminants. Engines and equipment shall be maintained to ensure
maximum efficiency.
Water
All our activities shall be performed by methods that will prevent
pollution of the waters by accident spillage of contaminants, debris, and
other objectionable pollutions. In the event of significant spillage,
relevant spill control measures shall be adopted. The disposal of
chemicals, domestic or industrial waste into the water bodies shall e
strictly prohibited.
Noise Pollution
All equipment shall be maintained in good working conditions and good
working practices shall be implemented to minimized noise. Night
operations shall be eliminated and if not practicable, adequate
measures shall be taken to reduce the noise.
2.7.5 Training
One of the most important mechanisms for the enhancement of the
project’s environmental performance shall be the implementation of a
program of environmental training for all project personnel.
Environmental training shall form a part of environmental management
system and will be directed at all personnel (for general environmental
awareness training and certain key project personnel (for specific
training).
Focused training will help to ensure that our environmental policies and
principles are followed throughout the project duration. A formalized
training program shall be implemented prior to major maintenance work
and cover he following issues at a minimum.
• Corporate environmental objectives and policies of CAWS
• Potential environmental and social effects of activates
• Responsibilities for environmental reporting
• Dealing with environmental incidents and emergencies.
2.8 Occupational Health Management
The activities to execute any project involves processes, operations and
materials which, to a greater or lesser extent, can pose risks to health
as well as to safety of persons and the environment. It is common
knowledge that agents harmful to health would be present or occur as a
result of our activities. Such agents include:
• Chemicals
• Dusts, smoke, Mists, Vapour, fumes
• Noise
• Heat
• Radiation
• Substances
• Materials/Substances Hazardous to health (cement, paints, adhesive
sources) etc.
Proper action(s) shall be taken to guard against health incidents on the
project. Such actions shall include:
• Employment of health officers and assistant for all sites.
• Provision of potable water at all sites.
• Prevention limitation of exposure of staff to materials hazardous to
health-cement dust, paint fumes, noise, excessive heat,
radiation, etc, through development of proper procedures.
• Weekly health inspection of food preparation centers.
• Provision of equipped medical (or health) centers for all sites.
• First Aid training for key staff.
• Health Awareness training for staff.
• Provision of relevant Personal Protection Equipment (PPE) for staff.
• Medical Emergency Preparedness
• Reporting and investigation Health incidents shall be reported, investigated and recommendation followed-up
2.9 Community Relations Management
The following items shall be considered in the day-to-day running and
management of Community Issues.
• Show High Sense of Commitment
Our staff on Site must see themselves as both representatives of CAWS and
the Client. They must not only be committed to their work, but also exhibit a
high sense of responsibility. They must be polite in handing community
matters that arise and be aware of the be aware of the surrounding
environment.
• Introductory Meetings Prior to mobilization/ Entry
Introductory meetings with communities must be carried out before
mobilization. This includes negotiating, and signing of an Agreement before
mobilizing to site. This is to reduce the possibility of attack from the
communities. CAWS, the Client and Sponsor department representation
should attend meetings. All such meetings will be held with identified
legitimate community representative. This procedure will help us to through
fewer problems and avoid being faced with the wrong community
representatives who are usually very exploitative during
discussion/negotiation.
• Community Assistance Projects(s)
All projects must be carried out through absolute supervision of the client
Sponsor department, client and Community Development Advisers (CEDA),
approvals. Even If it has to do with mere settlement with cash before
mobilization to site or during work on site it must be documented, and signed
by all parties involved, copies of such documents are given to all involved.
• Employment of Locals at work-site
Caws will employ Local on site if they are willing to work. Client guidelines for
payment are to be adopted when available, to avoid all contradictions in
workers’ pay-off which may arise at demobilization.
We prefer locals to work than being paid as ghost works; this will not only
cause some value to be gained from their salary, but will enhance their
knowledge and improve their skills.
• Respect cultural marital ethics in the community
CAW shows respect for the norms/traditions of the communities. We will be
polite and receptive in dealing with the communities’ complaints for the
community shall be politely handled.
Our client’s rep. shall be alerted about complaints, which must be forwarded
for action. The company’s management/client attention must also be drawn to
all complaints.
• Crisis period
This is an aspect that must be taken seriously. It should be noted that
communities could be very unpredictable, easily triggered, likely from incorrect
or untrue information from caws staff.
Our staff must keep all company’s vital information confidential and stay away
from troubles whilst being friendly. There must not be any delay in the
payment of local workers salaries, even when CAWS has not paid her staff.
Avoid argument that could lead to a fight because a fight with one community
member could lead to a fight with all. Do not make commitments, be sure what
you say is not confrontational, plead with them if need be. Most of all do
everything possible to stay away from troubles.
If violence develops or community people intrude into the work site, stop
everything you are doing, avoid being injured quietly, leave work site, under
the knowledge and instruction of the site supervisor.
Appendix A – Year 2000 HSE Report
Accident/Issues Report
Community Issues 2
Safety – injury/Accident Record
Work Related Fatalities NIL
Work Related Injuries NIL
LTI NIL
RWC NIL
FAC NIL
Work Related RTA NIL
Preventable NIL
Non-preventable NIL
Equipment Damage Accidents NIL
Near-misses NIL
Health Issues NIL
Environmental Issues NIL
Security Incidents 1
Man-hours Worked (Year 2004): 102,000
Cashes Activities for the month
Total No. of Accidents/issues Reported 1
No. Full investigated NIL
Others s/N Activities No S/N Trained No. of Staff
Trained
1 Site Inspections 12 1 Swimming 1 2 Audits 4 2 Defensive Driving 1
3 Drills 4 3 Permit to work 2 4 Toolbox Meetings 60 4 Community Relations
Briefings 3
5 Management Inspections
6 4 Environmental Briefing 3
6 Client Audits 5 5 First Aid 2
7 Office Inspection 10 5 Hemp etc. 2 STAFF TRAINING AND DEVELOPMENT Training Policy: The company recognizes and accepts that appropriate training and professional development of its employees, who by their performance and evaluation have shown the aptitude for further growth, are important ingredients necessary for the continued excellent performance of the company, now and in the years ahead. CAWS vigorously promote CAWS transfer and training of its staff to enable them performs their duties effectively. CAWS also recognize that Training and Development are vital to the management of change within the energy sector particularly in CAWS and crisis management procedures. The Company organizes and carries out training programs within and outside the company so that its workers may further develop their skills and keep abreast of current CAWS technology trends/developments in their fields. While every CAWS worker retains his basic skill, he shall perform as required any other work for which he has the ability, training, and tools to perform. CAWS corporate mission is to become the Premier Engineering Company of ECOWAS Objective: The main objective of the CAWS staff Training and Personnel Development policy is to install a system for identifying employee training needs based on performance, approved curriculum, man-power plans and job requirements. The staff training and development policy shall also provide induction and other basic job training for new employees or those transferring to new departments. It shall also ensure that:
• The training is used by the individual staff to reach a satisfactory level of competence in their jobs so as to uphold our corporate mandate.
• Develop and enhance identified personnel potential to the mutual benefit of the employee and the company
• Statutory requirements in relation to health, safety, environment… of the worker and his/her colleague are properly met.
• Workers with the necessary energy, aptitude and attitude shall be provided training opportunities to enable them qualify for promotion and also assume higher responsibilities.
Staff Training and Development in CAWS applies to all levels of personnel.
Purpose: The procedure enumerated hereunder sets out to describe the training policy of CAWS; hoe requirements are determined, established, recorded and reviewed. Responsibility The responsibility for staff training and development is shared by the directors, managers and supervisor. Identification of Training Requirements: Every six (6) months (or shorter periods in exceptional cases), CAWS management shall review the information on the job description forms and the performance appraisal forms in order to identify training needs. Training needs will be based on professional work demands from existing or new contracts, comments or deficiencies experienced from previous review, the introduction of new equipment, products or CAWS technology. The performance appraisal process shall form an important part of determining training needs of staff based on the identified skills and performance deficiencies. Identified training needs shall be met by: 1. Job instruction conducted or taught by experienced personnel who have
been previously trained to instruct. 2. In-house Training: CWAS encourage its staff through relevant job assignments and responsibilities to gain useful knowledge on the job. This is done under the watchful eyes of senior colleagues (National and Expatriates). “On-the-job” training will thus be the primary method of staff development Experts (including expatriates) from various fields shall also be regularly hired to take charge of training courses in the company. The Company shall organize seminars and courses which may last for periods of days to months. 1. Industrial Training fund:
The Company encourages it employees to benefit from the Industrial Training Funds as provided by the Federal Government. In line with relevant legislation at least 15% of the work force in each functional area in the Company will be trained annually. 2. Nigerian Employers Consultative Association CAWS shall sponsor its staff to attend relevant professional lectures, seminars and conferences that are advertised by NECA. 3. Professional Lectures, Seminars and Conferences: The Company sponsors its employees to attend relevant professional lectures, seminars and conferences from time to time. Staff intending to attend such seminars or conferences is expected to forward the relevant course content/program to the Corporate Personnel Officer or CASHES Manager in advance. While in attendance at Company approved training courses, the employee is provided with reasonable travel expenses, lodging, meals and tuition fees in accordance with the company’s training or education programme. The Company also encourages its staff to participate in the beneficial activities of relevant professional bodies for their self-development CAWS shall defray the cost of registration, membership and other such expenditure incidental to membership of these bodies. 4. Exchange program/Overseas Training: To facilitate the acquisition of relevant skills and ensure CAWS technology transfer, CAWS shall encourage staff exchange programmes between the Company and other similar programs whenever practicable. When attending overseas training, CAWS will provide accommodation, meals (or cash in lieu) and out-of-pocked allowance. Nominees for courses will be confirmed or unconfirmed employees identified as:
• Deficient in certain skills
• Requiring preparation for new challenges
• Requiring improvement in performance on current job or skills
• Requiring knowledge about new ideas in certain fields. Nominees for courses shall be made by the appropriate Head of Department and approved by the managing Director or his appointed designate.
Participants in the courses/training will be assessed by the instructor at the end of each course/training to evaluate how well the principles taught were grasped. All participants will be required to appraise the course contents to their Heads of Departments, the CASHES Manager and the Corporate Personnel Officer at the end of each course for relevance and ease of understanding. Head of Departments and Supervising Officers will be responsible for assessing the performance of course participants to evaluate the impact of the course on employee’s performance. Training Plan: A training plan for a particular year shall be prepared between November and December of the previous year. This training plan identifies the agreed requirements of each department and shall include elements of: (a) Induction of introductory training for new employees to be carried out
jointly between CASHES and Human Resources departments. (b) Health and Safety training (C) Retraining for updating knowledge as a result of new CAWS
technology, products etc. (d) Management and supervisory training (e) Training as identified by the review assessment of particular staff. The Staff Training Plan of CAWS will be monitored by management to ensure that it is properly implemented. Training Records: There personal file of each employee shall include the followings; (a) Confidential employee data form (b) Performance appraisal(s) (c) Job description (d) Course records The Corporate Officer shall be responsible for the personal files of employees. Staff Training Records shall be reviewed so as to assess targets related to objectives, target, cost and results of the training program. Induction Training:
All new employees of CAWS shall receive a tow-part induction namely: (a) Company induction: All new employees shall receive induction by the
Corporate personnel officer and CASHES Manager. In this induction, new employees shall be given general information, terms of employment, company organization, health and safety (some of these are included in the CAWS Human Resources Induction Booklet). He/she shall also be introduced to his colleagues from other departments.
(b) Department induction: The employee shall be introduced to their
department colleagues and shall be introduced to their department colleagues and shall be given a clear understanding of their functions by the departmental head or who ever is so delegated.
Induction Training for all new staff shall be recorded on an induction check-list and shall contain the signature of the new employee and the persons who conducted the induction. FINANCING STAFF DEVELOPMENT PROGRAMS As part of its statutory requirements, the company shall commit one percent (1%) of its Total Annual Turnover to staff development programmes. EVALUATION OF TRAINING Training evaluation in CAWS shall be carried out by: The top Management of the Company, and the trainers. The evaluation of training programmes shall be through the use of Questionnaires, Tests, and Assessment of trainees by the trainers. SOME CURRENT TRAINING PROGRAMMES IN CAWS 1) Document Control management System 2) QA/QC program and procedures 3) Cost and Schedule Control 4) Project Management Systems and Procedures 5) Management Courses 6) Computer network Software
7) CASHES INDUCTION 8) Human Resources Induction Course 9) Defensive Driving
PROJECT AND PRIMAVERA 11.0.0 COST AND SCHEDULE CONTROLS 11.1 GENERAL The level 3 schedule (target schedule) is regularly updated to determine the status of the project as the work progresses comparison between the actual and scheduled weekly progress can be easily determined form the graphical presentation of the “S” curve. The “S” curve also allows forecast of the remaining man-hours and cost to complete the project. The “critical path Schedule” determines the sequential execution of the work, aligns the key milestone activities. The daily and weekly report tracks the milestone path and delays. 11.2 SCHEDULE CONTROL This project will be planned for completion within stipulated period. Close monitoring of man-hours will keep project on schedule (plan versus actual). As scheduler will be assigned to the project to report on the progress daily, weekly and monthly. From the daily progress report the actual quantity completed for each activity is converted to “percent actual complete” The variance positive and negative variance is calculated to determine recast and manning level required to complete the task. 11.3 Cost Control This project will not over run the budgeted cost. A cost Engineer has to be assigned the responsibility to monitor planned cost versus actual on a daily, weekly and monthly basis. In real time execution, the expended weekly and monthly man-hours attributes to the cost. The elements of delay in work progress translate into costly recovery. Critical issues are provided with resolution promptly, critical activity proceeds to completion at the earliest and avoid bottlenecks in manning level. Increasing resources unduly result to costly execution. Cost control is dictated by proper scheduling, planning and quality work. 11.4 progress Measurement 11.4.1 General The progress report is crafted in format that is inherent to engineering and design practices that start form tracking of CTR’s drawings and deliverables. All drawings and deliverable are list in the Document Deliverable Register (DDR) in format in such a way that converted into real time progress in the
level 4 schedule. The “S” curve is drawn on a weekly basis dependent on the progress status of the DDR. Documents/drawings progress measurements are as follows:
Documents / drawings started 20% Documents / drawings started 30% Documents/Drawings on IDC 45% Documents /Drawings with complete IDC comments incorporated 55% Issued to Client at RO2 6% Issued to Client at AO 1 90% Issued to Client at CO1 100% 11.4.2 Physical progress Calculation The evaluation of the weekly physical progress is measured in accordance with following guideline; Establish a transparent Drawing Control Index (DC) that details all the discipline activity and deliverables. The assigned resource man-hour to complete the activity aligns the WBS weighted percentage as shown in level 3 schedule.
COMMUNITY RELATIONS PLAN
CAWS …………………………………………………………… 1 COMMUNITY RELATIONS PLAN ………………………………………………… 1 1.0 Introduction …………………………………………………………………… 3 1.1 Community Relations with Host Communities ………………………………. 3 1.2 Project Host Community ………………………………………………..……. 3 2.0 Policy on Community Affairs …………………………………………….….. 3 3.0 Inherent Community Issues to manage……………………………………….. 4 4.0 Community Management strategy……………………………………………. 4 4.1 Knowledge of Host Community ……………………………………………… 4 4.2 Community Affairs management procedure…………………………………... 5 4.2.1 Communication Line for Community Related Issues …………………… 5 4.2.2 Objectives of procedure ………………………………………………………. 6 4.2.3 Steps to Achieving Amicable Agreement ……………………………………. 6 4.3 Entry into community /other meetings………………………………………. 6 4.4 Community Development projects ………………………………………….. 7 4.5 Awareness of Project Personnel………………………………………………. 7 4.6 Record Keeping and Reporting requirements ……………………………….. 7 4.7 Fieldwork/Site Visit ………………………………………………………….. 7 4.7.1 Community Liaison Officer (CLO)…………………………………………… 7 4.7.2 Community Liaison Officer MO.U…………………………………………… 8 4.7.3 Promises ………………………………………………………………………. 8 4.7.4 Conflict Resolution……………………………………………………………. 8 4.7.5 Fishing Activities Disturbance ……………………………………………….. 8
4.7.6 Interface with Community Based Organization (CBO) and Non- 8
Governmental Organization (NGOs)…………………………………………. 4.7.7 Minor Contracts………………………………………………………………. 9 4.7.8 Employment of Local Labour…………………………………………………. 9 4.7.9 Attendance of Community social Events……………………………………. 9 5.0 Community Affairs Rules and Practices ……………………………………. 10
1.0 Introduction This Community relations plan is developed based on Caws. Community Issues Management procedure. It is subject to review and comment by our client. 1.1 Community Relations with Host Communities Caws office is located at 2 Nerewosu Street, Off Ogbum-nu-abali Road in Rebisi Community of Port Harcourt. Caws have established a cordial relationship with her host community – the Rebisi community. Some of such relationship established over the year includes:
• Yearly payment of homage to the different groups within the community
• Yearly payment of homage to the king of the community and his council of chiefs.
• Employment of qualified Rebisi indigenes
• Engagement of the community liaison Officers (CLO) form the Rebisi Community
• Etc. Community grievances are channeled through the community liaison office (CLO to Caws CASHES manager who tables them before Caws management for solution. Caws employs dialogue as a way forwards in her dealings with the community. 1.2 Project Host Community Caws employ the strategies outlined in section 4 for the management of project host communities. 2.0 Policy on Community Affairs Our policy on community Affairs is:
• To establish a mutually beneficial relationship with our host communities and to be sensitive to their needs and concerns.
• To take effective measures to minimize or avoid negative impact on the customs and traditions of the people.
This implies the company will:
• Maintain good and cordial relationship with local communities,
• Give high priority to the management of community affairs in project execution planning,
• Allocate adequate resources within the allowable limits of the contract to the management of community affairs and community development projects.
• Actively pursue the creation of employment and business opportunities for host communities.
3.0 Inherent Community Issues to Manage Based on accounts of the increased community incidence in the Niger delta in the recent years, the following challenging community issues to manage are anticipated:
• Uncertain relationship with the people of the communities
• Large number of unemployed youths
• Low level of development in these area (Lack of potable water, electricity, roads and recreation)
• Militant (Restive) youth groups
• Militant (or restive) individuals
• Militant leaders (Elders, Chiefs or Youths)
• Perceived or apparent differences in living standards between locals and workers
• Culture and beliefs of the people
• Local level of education
• Working across community boundaries
• Hostage taking Ineffective management of these community issues could lead to:
• Community work Stoppages
• Community attacks on personnel and company/clients properties
• Hostage Taking
• Strike Actions by community workers
• Theft by community person
• Project shut down 4.0 Community Management Strategy In view of the eminent community issues, and to avoid misunderstanding, disappointment and withdrawal of trust by host community as a result of the high unachievable expectations we may be confronted with, our approach to community management shall be objective and transparent. The strategies discussed below shall be adopted.
4.1 Knowledge of Host Communities In addition to the information supplied by our client, upon contract award, Caws shall deploy resources towards acquiring further knowledge of project host communities. Information to be gathered shall include but not limited to:
• All communities likely to be impacted by the project including those noted by clients and those unlisted,
• All relevant groups, including the traditional Rulers and his Council of Chiefs, Community Development committee or Community Executives, Youths and Women Associations (if any)
• Community values and cultures including taboos, norms, sacred trees, sacred rivers, shrines and other sacred places where visitors or women are not allowed,
• Visitation information including, the desired gifts and common practices
• Community Development needs of the people including other existing projects,
• Social Events,
• Key government personnel for consultation including government agency such as DPR, Federal Ministry of Environmental
• Other NGO personnel
• Etc. 4.2 communities Affairs Management Procedure 4.2.1 Communication Line for Community related Issues The line of communication for effective management of community affairs on the project in illustrated below: Organizational Structure for Community Relations Management
Client’s Project Manager
Client’s Project Rep
Client’s Project
Manager
Caw’s CASHES
Manager
Caws Project Personnel
Key: ---- Communication with our client ___Line of communication within company CASHES = Community Affairs, Safety, health, Environment, Security The line of communication is subject to review comments from our client’s project management. 4.2.2 Objective of Procedure The objective of this procedure is to define steps to be taken in handling community relations matters. 4.2.3 Steps to Achieving Amicable Agreement
• Upon notification of problem, CAWs CLO/project manager shall inform our clients community representative or project manager/
• CAWS personnel await response from client
• CAWS CLO/Project manager hold meetings with our client’s rep, to discuss strategies for solution
• In conjunction with our client’s reps. CAWS CLO/Project manager to hold meetings with community reps. to determine grievance/concerns and present solutions address grievances as previously.
• Employ the principles of dialogue to problem solving
• Draw the line on limits attainable
• Reach an agreement (including timing for implementation)
• Obtain the signatures of the community representative(s), MPN and CAWS representative on the agreement reached.
• All parties concerned to communicate and implement agreement within the specified time.
• Minutes shall be documented and communicated to all concerned. 4.3 Entry into Community/Other Meetings Prior to commencement of fieldwork/Field visits, courtesy calls shall be paid to the landlord/Community Leadership. Gift such as customary drinks and items
of presentation shall be given. This meeting shall be carried out with a representative of our client’s and shall serve as a forum for formally introducing CAWS to the communities. At such meetings the following shall be discussed:
• The nature and duration of the job.
• The likely impact and consequences on the community
• The type and scope of assistance need from the community
• The benefits accruing to the community. Community meetings shall be planned and held with the community. The community representatives may request adhoc meetings. All meetings must be held in the presence of our client’s nominated personnel and CAWS community liaison officers. It may also be necessary to meet with client’s representatives on matters regarding the community. Minutes of meetings shall be taken at every meeting and all minutes shall reflect attendance. 4.4 Community Development Projects Any other community development project to be embarked upon shall be approved and sponsored by our client. 4.5 Awareness of Project Personnel Based on knowledge of host communities as acquired in section 4.1, training package shall be developed and awareness sessions shall be organized internally to debrief project personnel including local workers on the nature of the project community. It is also our obligation to nominate project personnel to attend awareness session that may be organized by our client.
• It is our understanding that project personnel shall be viewed as our client’s representative. As such all project personnel shall be trained to:
• Exhibit a high sense of responsibility
• Be receptive and polite in dealing with the public
• Exhibit fairness and sincerity, avoiding any show of disdain or discrimination,
• Recognize and respect native customs, norms and traditions of the communities,
• Politely handle complains and criticism from public and refer these to supervisors if need be,
• Report and follow-up on each community affairs issue,
• Explain company/our client’s position on issues without making unauthorized promises,
• Avoid interviews with the press but refers them to the appropriate supervisory level
• Confirm facts before presenting them to the public and community members.
4.6 Record Keeping and Reporting Requirements Record keeping and reporting as required by our client’s shall be maintained. These reports shall include:
• Monthly report of community affairs management – detailing engagement efforts and financial expenses to support the activities.
• Progress reports on community development projects
• Register of all issues related to community affairs and actions taken with dates.
• Minutes of meeting and discussions held with communities
• Records of all contacts with communities involving relational activity
• Progress of training for local indigenes and host community contractors. 4.7 Fieldwork/site Visit 4.7.1 Community Liaison Officer (CLO) UPON CONTRACT AWARD caws cashes coordinator shall act as CAWS community Liaison officer (CLO) and shall have primary contact with the community representative. He shall work together with our client’s community representative to ensure that all community related issues are channeled through the right source for effective action. Upon work commencement, the first responsibility is to understudy the host communities as required to obtain information as set out in section 4.1. 4.7.2 ` Community Assistance and M.O.U. Regardless of our client’s plans for community development projects. CAWS undertake to provide community assistance within the extent allowable by the contract in order to develop good and friendly relationship with the host communities. A long of all requests for assistance by eh communities; the status and implementation of such requests shall be kept and communicated to MPN. Details such as scope, type of assistance to be given by CAWS to the communities must be agreed and documented in a Memorandum of understanding (M.O.U) which shall be signed by all parties concerned.
Amongst other things, issues such as objective and procedure of assistance, involvement of local indigenous contractor, labour provision from the communities, sustainability of the initiative must be clarified in the M.O.U. Approval shall be sought from our client before implementation. 4.7.3 Premises We shall refrain from making promises to the communities on behalf of MPN. All request made by the community shall be formally forwarded to the project owner and a meeting organized to discuss the requests. Any agreement reached shall be documented. CAWS prohibit all project personnel from making promises to the communities. 4.7.4 Conflict Resolution We undertake to resolve all grievances, dispute and conflict with the host communities, arising during the execution of the work in an amicable manner. A register shall be kept to record all community issues, conflicts and the actions taken to resolve such conflicts. The record shall be submitted to MPN as part of the monthly report. In all cases, client shall be notified of all developments in community affairs management on time and the client nominated representative shall be involved in the settlement process. All grievances shall be resolves in accordance with client procedure with client procedure for grievance settlement. 4.7.5 Fishing Activities Disturbance CAWS personnel are prohibited from participating in fishing activities in the area CAWS undertakes to conform to client policies and practices as it relates to fishing activities. 4.7.6. Interface with community Based Organizations (CBO) and Non-Governmental Organizations (NGOSs) All requests for information regarding the project made by the COB or NGO shall be referred
or NGO without the knowledge of such activity. All activities and their details including funding arrangements shall be made known to Clients for approval before Implementation. 4.7.7 Minor Contracts Clients shall be responsible for awarding all contracts (minor or major) to local contractors. 4.7.8 Employment of Local Labour We shall use competent local hands to execute some aspects of the work. We shall employ a percentage of our unskilled workforce from the local host communities in line with client’s policy on employment and development of indigenous contractors and in line with the agreement reached in the MOU. Skilled laboures shall also be sourced from the host communities. A remuneration plans shall be developed based on the wage levels prevailing within the project area and the effect of excessive increase in this level on the social environment of the project area. The remuneration plan shall contain such as:
• Wages,
• Yearly merit increment
• Inflation compensation,
• Seasonal payments (e.g. Christmas/End-of-year bonus)
• And of contract bonus payment This plan shall be documented and agreed with the host community. This plan and agreement shall be submitted to Client for approval as part of pre-mobilization inspection activities. 4.7.9 Attendance of Community Social Event Invitation to participate in social and cultural events such as traditional annual festivals, coronation and funeral ceremonies of traditional rulers and sporting events shall honoured. In conjunction with owner, we shall promote these events.
5.0 Community Affairs Rules and Practices Some of the rules and practices, which the personnel shall be expected to adhere to for a peaceful co-existence, are as follow: 1. All personnel must conduct themselves as good representatives of CAWS
and project owner. 2. All project personnel must not only be committed to their work, but must
exhibit a high sense of responsibility. 3. Project personnel shall not make promises whether formal or informal to
the community 4 Project personnel must direct every request made by the community to
his supervisor. All requests made shall be directed to client nominated representative.
5. Project personnel must respect the traditions and norms of the host community.
6. Project personnel shall not give out Clients/CAWS information. All requests for information should be deal directly to the project leader or to the supervisor.
7. Personnel should not deal directly with community factions except with written permission of the project leader.
8. Personnel must not engage in a fight with any community personnel. 9. Personnel should report all community grievances to their supervisor. 10. Personnel must not interfere of disturb community activities.
HUMAN RESOURCES POLICY
TABLE OF CONTENTS Policy Statement 1.0.0 Scope of Agreement 1.1.0 Overall Personnel Policy 1.2.0 Employment 2.0.0 Engagement of personnel 2.1.0 Probation Period 2.2.0 Grading & classification 2.3.0 Performance under Development 2.3.1 Company Hours 2.3.2 Time keeping 2.4.0 Working days 2.4.1 Office and site security 2.5.0 Office security 2.5.1 Site security 2.5.2 Transfers 2.6.0 Transfer Benefits 2.6.1 International Transfers 2.6.2 Confidentiality 2.7.0 Termination of Employment 2.8.0 Training 3.0.0 Remuneration/Salary 4.0.0 Salary 4.1.0 Overtime 4.2.0 Medical Information 5.0.0 Disclosure of Medical Information 5.1.0 Insurance Plan 5.1.1 Medical Plan 5.2.0 Medical Treatment 5.2.1 Sick Benefit for staff 5.2.2 Accident & Injuries at work 5.3.0 Physical or Mental Unfitness 5.4.0 Death Whilst Employed 5.5.0 Annual Vacation & Special Leaves 5.6.0 Compassionate Leave 5.6.1 Casual Leave 5.6.2 Statutory Holidays 5.6.3
Redundancy 5.6.4 Repatriation 5.6.5 Out of Station Allowance 5.6.6 Temporary Assignment /Out of Country 5.6.7 Company Loans to employees 6.0.0 Discipline 7.0.0 Disciplinary Measures 7.1.0 Query Letter 7.2.0 Warning Letter 7.3.0 Suspension from Work 7.4.0 Summary Dismissal 7.5.0 Grievance Procedure 8.0.0 Definition 8.1.1 Individual Grievance Procedure 8.1.2 Collective Procedure 8.1.3 General Provisions 9.0.0 The Right of Search 9.1.0 Conflict of Interest 9.2.0 Personal Property 9.3.0 Company Property 9.4.0 Unauthorized Meetings 9.5.0 Professional Association 9.6.0 Interpretation 9.7.0 Reimbursement of Expenses 9.8.0 Protective Clothing & Safety Equipment 9.9.0 Duration of Contract 10.0.0 Cost and Schedule Controls 11.0.0 Appendix: A Appointment of Next of Kin B Personal Particulars/Information C Acknowledgement of agreement & Conditions of services D Grievance Form E Confidentiality Agreement F Internet Policy
1.0.0 POLICY STATEMENT 1.1.0 Scope This condition of Service Manual shall be issued to full-time employees of the company as a condition of employment and acknowledged as such. The terms within this manual consist the conditions of Employment except where contradicted or supplemented by the Company Letter of Employment to each employee, whose terms shall take precedence. This Manual remains the property of the Company, returnable upon termination or resignation of employment Revisions to the manual will be issued from time to time, distributed promptly by the Company to all holders of Manuals with acknowledgement obtained of receipt from holders. Temporary Staff and Contract Hire personnel conditions are excluded from this manual. 1.2.0 Overall Personnel Policy
A) The company believes in giving equal opportunity to every Employee for advancement on the basis of merit, loyalty and productive service.
B) The company actively pursues prevention of discrimination on grounds of sex, tribe, colour, race, religion, nationality or politics.
C) The company believes in open communication to enable employees to
have full opportunity to meet and speak frankly with Management on matters of mutual interest or improvement.
D) Company policies and practices are guided by the laws of the Federal republic of Nigeria and Rivers State specifically.
E) The company is oriented to provide and nurture the well being and security of Employees.
The company desires its Employees:
A) To have a sense of personal stake and responsibility for the quality of
work produced and in the business as a whole.
B) To develop a high standard of personal professionalism and productivity
C) To make constructive suggestions for improvement of methods,
efficiency and working conditions.
D) To operate and work in harmony with fellow Employment and
management
E) To serve the company faithfully and obey lawful instructions
F) To protect Company interest at all times when interfacing with outside parties.
2.0,0 EMPLOYMENT
2.1.0. Engagement of Personnel
A) Employees engaged by the company must be prepared to work at any location within the Federal Republic of Nigeria for short periods as contracts dictate.
B) Employment may also be required to work outside the shores or Nigeria or West Africa in which case the company will provide such Employees with all necessary facilities, travel and living expenses.
C) Employment is subject in every case to a satisfactory medical report being obtained by the candidate from the Company’s Medical Doctor. A copy of the medical report will be given to the candidate on request
D) Upon employment, an employment letter detailing personal conditions shall be issued ad signed by the managing director of the company. The employment letter together with these conditions of service represents the Employees’ contract of employment. If the employment letter contradicts any particular clause of the “conditions of service’ Manual, the employment letter shall take precedence.
E) Prior to employment, the Employee shall submit for record such personal particulars as may be required by the company including the completion of forms ‘A, B, C, the confidentiality Agreement and Internet Policy, all as appended to this Manual. The employee agrees that the company may at its expense, because passport photographs to be taken of the Employee to inform the company in writing immediately if there is duty of the Employee to inform the company in writing immediately if there is any change in the details recorded in the noted Appendices to this manual.
2.2.0 Probation Period Employees shall be initially employed for a probationary period of three (3) months commencing from the date of employment. During the probationary period, both company and employee shall be free to terminate the employment relationship without providing any reasons by giving one (1) week notice. If the company terminates for reason other than a summary dismissal (7.5) then a payment of one week’s salary or wage in lieu will be made. The company may be written notice extend the probationary period for a further period not exceeding three (3) months. At the end of the probationary period, the company must confirm in writing or terminate the appointment of the Employee depending on whether the Employee’s performance is satisfactory or unsatisfactory.
2.3.0. Grading and Classification A) An Employee shall be paid in accordance with the salary scale
applicable to the grade and discipline to which he/she is assigned. It is the sole responsibility of management to decide whether or not an Employee has the talent, qualification and/or job experience required to achieve a particular grade.
B) Posts are graded in accordance with responsibilities involved and the
degree of skill and experience necessary to f ill them. C) Through the letter of employment, the Employee will be informed of
their starting grade. The options are Services, Junior, regular, Senior and Principal; these grades apply equally to staff of technical, Administrative and Management Cadres.
The company defines grades as follows: Principal: Reflects a professionally qualified staff member who has reached the pinnacle of excellence and performance in their chosen field of work. They are members of the professional society associated with their calling and display their certification within the company. A ‘Principal’ is expected to determine and represent the best interests of our company within, and outside
Senior: In the case of Engineers and other professionals, to be qualified to meet the legal demands of their calling and encouraged to achieve membership of the pertinent professional society. A ‘Senior is regarded within the Company as totally competent to meet the demands of his/her job without job-related supervision, a person who can be relied upon within their calling. They are expected to lend their support to the more junior staff to encourage their development and exposure.
Regular: In the case of Engineers and other professionals, a person who has attained a pre-requisite level of education to achieve membership of the relevant society, once the experience component specified by their professional society is added to their background. A ‘Regular’ is considered as an individual who can perform his/her duties with some supervisory support. Their work duties are geared towards gaining experience in all facets of their chosen calling to provide opportunity to advance their careers. Regulars, together with the senior they support, form the backbone of our engineering business.
Junior: In the case of Engineers and other professionals, a person who has attained, or is in the process of attaining their professional qualifications. For non-professionals, those who are undergoing training and job experience to meet the minimum standards required to become a member of our staff as (first) a Regular.
Juniors are the basis of the company’s future core staff, are highly valued and to be nurtured by more experience staff members. The term Junior should not be misinterpreted as a diminutive or negative description of the individual, we must all start at the beginning of the career journey and that is at junior level.
Services: Although a company whose business demands staff with professional qualification, we also require extensive training or expertise are designated ‘Services’ Status. The Company and professional staff have high regard for our support services. There are important qualifications that can be demonstrated by services Employees; honesty, diligence obedience to informed instruction, work ethic and desire to excel. These qualities are recognized as valued, appreciated and basis for ling term relationship.
2.3.1 Promotion
Promotion to higher grades shall be by merit, qualifications, and experience and at the sole discretion of management. It is the company’s policy to develop and promote from within.
2.3.2 Performance under Development
Every Employee’ performance shall be reviewed and discussed with his or her supervisor or manager half-yearly. After completion, the appraisal form shall be forwarded from the immediate supervisor/manager of employee concerned to the department manager who shall advise the concerned employee, within two weeks, of the result of such performance appraisal. Career advice, training, advancement and career progression are some of the results expected from a performance appraisal, subject to management approval.
2.4.0 Company hours
Unless otherwise stated in the employees letter of engagement, office hours commence at 8 a.m. and end at 5 p.m. during the normal workweek of Monday through Friday with one-hour lunch period form 12 noon to 1 p.m. Saturday working (when applicable) maintains the same timetable.
All employees are required to identify their entry time and presence in the register upon arrival at the offices or facilities, and similarly their departure details. This procedure must be applied to each and every entry or exit form company premises using the registers held by security.
2.4.1 Time Keeping
Employees must observe punctual time to ensure the smooth running of our Company. Each job within our Company is dependent to a greater or lesser extent, on the performance of another person, so we all need to be present at the same time. This dependence dictates a strong team effort. Accordingly, every effort must be made by Employee to be at their respective jobs within the office hours of 8am to 12n0n and 1 pm to 5pm daily. If an employee expects to be absent or late to work, for whatever reason, his/her supervisor must be informed.
Failure to comply with this instruction and basic office Policy will lead to disciplinary action being taken.
It is a condition of employment that timesheets are completed weekly in accordance with Timesheet completion procedures and as modified from time to time by project specific requirements. Completed Timesheets will be submitted before midday of the Monday immediately following the week being reported to the employee’s Supervisor or in accordance with project procedures as applicable. Late or non-submittal of Time Sheets can cause late or non-payment of salary as applies to the week(s) in question until documentation is presented and agreed.
2.4.2 Working Days
A) Normal working days in all company offices in Nigeria will be Monday through Friday or Saturday as set out in the letter of employment. Due to the nature of the oil service industry however, you may be asked to work extra-ordinary hours in line with operational requirements, the employee will be expected to make all reasonable efforts to comply.
B) During work time no employee may leave his work or the premises without the prior permission of his Supervisor and upon leaving must register the departure with Compound security.
C) Failure to report for work during the hours that the office is open is a breach of contract, which may lead to disciplinary action or the employee being marked absent. Repeated absence or late coming is considered to be an act of misconduct
2.5.0 Office and Site Security
2.5.1 Office Security
Company Security is under the direct control of the Chief Security Officer (CSO) who working to the Company mandates, is the final authority in security issues.
To provide and maintain a safe, regulated and appropriate environment in which Engineering can be performed and corporate/job security assured, it is necessary to control entry and egress of personnel, equipment, materials and intellectual property, together with policing of rules relating to abuse of company facilities, information technology, access to software and telecommunication facilities.
Adherence to the following Policies forms a condition of employment and shall be considered mandatory -
i) Each Entry or Egress from Company offices & facilities requires that the Employee display a Company Security badge and register his/her movement in the appropriate log, held by security.
ii) Good timekeeping (see 2.4.1) is an indication of a well-run, security conscious operation. Company Security staff are mandated to ensure accurate entry/egress time recording is made. Employees must co-operated by completing security registers and logs when asked to do so.
iii) From time to time, security staff may ask to see the contents of Employee’s bags passing a gate in or out. With reference to (9.1.0.), Employees are obliged to respond and co-operate. To minimize embarrassment, Employees are discouraged from bringing personal documents into company premises to the extent possible.
iv) Employees intending to remove Company documents from the premises copies thereof, must first seek permission from their supervisor, this to avoid embarrassment should security make enquiries as to the reason for documents being carried out of premises.
v) Employees must follow procedures for handling office keys and maintain the Key movement registers under the instructions of security.
vi) Employees must follow procedures for handling software and soft copies of data or programs, the base principles of which are straightforward. All soft data, in whatever format or form is the physical and intellectual property of the company unless written
agreement is obtained to the contrary. Copying emailing or otherwise transmitting such property to unauthorized recipients is a serious matter and will automatically be considered as ‘Serious misconduct’.
vii) Employees will not bring floppy diskettes or CD’s into the Company except for business purposes and will declare them to Security at point of entry. Such data storage materials will be delivered by security to the IT department to first check for viruses, who will then load the data into Company LAN. The original storage materials will be returned to security for return to the employee when he/she leaves the premises. It follows therefore that no electronic storage materials can be found on an Employee or removed from Company premises by the employee. Should Security find such materials, the potential offence will be automatically treated as ‘serious misconduct’
viii) Use of telephone, email and internet communications is regulated by internal company procedures whose terms must be followed and form portion of the Employment Contract.
ix) Employees may not receive personal visitors within company premises. Business visitors will be seen in reception, the Concierge Room or Conference rooms and not taken into the engineering offices.
x) Company provides pool vehicles for employees use in the performance of their duties. Vehicle use is subject to company ‘Journey Management Policies’, written under the authority of the company CASHES (Community Affairs, Health, Environment and Safely) Department Journey Management Policies must be followed and constitute a Condition of Employment.
xi) Employee car parking space is at a premium and shall be managed through the Manager Administration who is the company authority on this matter.
2.5.2 Site Security
The company is concerned about the well being of our staff when traveling or on-site. Personnel traveling to and from the office are subject to the rules ‘Journey Management. These procedures must be followed for the security of all concerned. When at site and before entering Client or third party lands, the employee must come prepared with his/her documents, permits, Visas and accompanied by CASHES or client personnel such that no opportunity of an incident can occur through negligence on the part of the Employee (who represents ‘the Company’)
i) Each Project, Client and site has entry procedures peculiar to that locale. Employees are responsible to ensure they are properly prepared before traveling by ensuring the appropriate client /Project/CASHES procedures have been read and accommodated
ii) A copy of the company safety handbook shall be taken and followed whenever on site.
iii) Employee will ensure he/she carries a list of company telephone contact numbers to call in the event of problem arising.
iv) Employee will ensure he/she carries sufficient money to deal with unexpected circumstances arising.
v) Employees will minimize possession of high value items such as laptop computers, portable printers, digital cameras, bound sets of data books etc, to minimize risk of theft or extortion.
vi) It is recommended that high value watches, rings, personal electronics, wallets and irreplaceable documents are all left at home to circumvent risk of loss or theft.
vii) Site operational procedures pertaining to community affairs, safety, health and environmental matters must be adhere to and form a condition of employment.
2.6.0 Transfers
An employee may be requested to transfer to serve the company on a permanent basis to any work location within Nigeria. If agreeable, the company will be responsible for the movement of employee, employee’s family and household goods.
2.6.1 Transfer Benefits
A) Company to provide suitable temporary accommodation for a period not exceeding 60 days to allow employee to arrange and secure his/her permanent accommodation.
B) The Employee on transfer may elect to receive form the company cash-in-lieu of hotel accommodation as provide in (a) above, all the rate of four thousand five hundred Naira (N4, 500.00) per day.
C) A re-location/inconvenience allowance of two (2) months consolidation salary to assist employee meet incidental transfer expenses.
2.6.2 International Transfers
An employee may be asked to serve the company at international locations on a temporary basis. Normally the circumstance will be single status and short-term (i.e. less than 6 months). Terms and conditions will be negotiated as the circumstances dictate.
2.7.0 Confidentiality
Each employee is required to sign the Confidentiality Agreement appended to this Manual as a condition of service. Employees will during the course of their duties come into possession of facts and information concerning the company business. Or the business of a customer. All such facts and information are to be treated as confidential and not to be disclosed to any unauthorized person, without the prior approval of the company. Any inventions, processor design etc made by or coming into possession of an employee, or other employees of the company are the absolute property of the company and must be treated as such. Breach of these rules will invite the potential of legal action on the \basis of serious misconduct.
2.8.0. Termination of Employment
A) Either party (the company or the employee), may terminate contact of employment at any time without providing reason or cause, by giving one (1) month consolidated salary (or whatever proportion of a month’s notice remains outstanding) in lieu of notice to the other party, except where a training bond agreement is current, in which case the terms of the bond must also be met in addition to the salary transfer.
B) Employees on probation are required to give, and shall be entitled to receive one weeks’ notice or receive one week’s salary in lieu of notice.
C) The company will only terminate employee according to the terms and conditions of this entire agreement.
D) The following entitlements, where the Employee qualifies, will be paid in full or one a pro-rated basis throughout the Employee’s last day of work:
i) Salary up to and including last day worked
ii) 100% of consolidated salary for every year of service. Termination benefit shall however, not apply in case of dismissal or if under probation.
iii) Any other entitlement that may be due
iv) Full settlement of personal accounts/expenses, as recorded via your expense claims and statements.
3.0.0. TRAINING
1) The company appreciates need to adequately train Employees to enable them perform their duties efficiently. Within the energy business, continuous training and development are essential and to this end the company offers the employee the opportunity to develop special skills and knowledge to meet the continual changes, subject to the company’s educational assistance policy.
2) Examination Refund;
If an Employee successfully completes a recognized examination that relates to the job, the company shall pay the tuition and examination fees on production of relevant receipts provided the said course and examinations were approved in writing by the Manager Personnel.
3) While in attendance at Company approved training courses, the employee shall be provided reasonable travel expenses, lodging, meals and tuition fees in accordance with company’s training or educational programmed.
4.0.0. Remuneration/Salary
4.1.0. Salary
A) The monthly remuneration shall consist of a consolidated salary. The total consolidated salary as payable to an employee is set out in the Employee’s letter of appointment, together with other notices that may be received by the employee from the company from time to time. This consolidated salary consists of all emoluments that the employee will receive from company such as basic salary, housing allowance, transport allowance, leave allowance and utilities allowance;
b) All jobs in the company are graded to reflect the market value of that particular service, the employees’ experience, relative responsibility and salaries are applied to reflect such. Salaries and grades will be reviewed annually, depending on employees’ performance, the company’s performance and consequential ability to pay;
C) Naira Salaries shall be paid on the 28th day of each month unless such day fails on a weekend or on a public holiday, in which case salary shall be paid on the next working day. December salary shall be paid on last working day prior to the 22nd day of the month. US Dollar Salaries will be transmitted from company accounts on or before the 1.0th day of each month;
D) Salaries are paid in twelve (12) equal monthly installments, in arrears;
E) “Payment” means the fund have left the companies bank account;
F) Employees may receive air travel benefits as part of their employment package. These benefits are not at anytime transferable into cash or kind and do not form portion of the employee ‘Fee’. Instead they are considered as recognition that the employee is from out of state or country, thus the company transports the employee as an overhead cost. All fiscal aspects of air transport mobilization/demobilization are exclusively a company cost.
4.2.0. Overtime
Employees of services, Junior and Regular grades, requested to work in excess of the working hour set out in their letter of employment within office facilities, will be paid overtime (OT), calculated as follows:
OT Rate = Total Overtime hours x Monthly gross salary 176 Further conditions are:
A) When authorized weekend overtime will be paid at a premium of OT rate x 1.5
B) Overtime work performed on Saturdays or public holidays must be approved in writing and in advance by the Departmental Manager
C) All overtime booked on time sheets must be approved by the charge code owner of that work before payment can be made to the Employee.
5.0.0 MEDICAL INFORMATION
5.1.0 Disclosure of Medical Information
For employees who participate in the company medical scheme, the company may, from time to time, request information from the doctor, clinic or hospital one medical treatment given, drugs prescribed, x-rays taken, test given and other such information as the company deems relevant, in order to justify payment of medical costs. The employee expressly agrees to the release of such information to the company as demanded.
5.1.1 Insurance Plan
The company’s insurance plan is NOT YET ACTIVE
5.2.0. Medical Plan
The company operates a medical aid scheme at considerable economic loss annually, in recognition of its greater social responsibilities and the absence of such schemes at State or federal level. Every participating Employee contributes to the plan according to his ability to contribute and within the guideline boundaries established herewith:
Minimum payment to participate N700.00 per month Maximum payment ceiling N2, 000.00 per month Average of Consolidated salary 10% The actual amount chargeable to each participating employee is calculated as per these guidelines unless otherwise stated in their individual letters of employment. The Medical plan covers employees only and up to an annual ceiling value not exceeding a third (1/3) of the Employee’s annual salary. Liabilities over this limit are subject to Directors discretion. Membership of the Company’s medical scheme is voluntary and commenced or retraced by Employee declaring as such in Writing. For scheme members the company medical procedures are listed below:
A) Employee collects an authorized clinic request slip from the administration department.
B) On arrival at the clinic(s), presents it to either the doctor or nurse on duty who will administer treatment accordingly.
C) If a follow up treatment is required, the Doctor or Nurse must indicate so using the appropriate return section of clinic request form, this is to be detached and given back to the staff member, who will submit it to the
Administration department for a re-issue of another clinic visit request form authorizing the visit.
This procedure has to be followed until treatment of a particular ailment is concluded. Again, the process has to be repeated for a fresh clinic visit i.e. (A, B) and C if necessary.
5.2.1 Medical Treatment
When the employee has been sent by the company for medical treatment, the company will bear the cost of treatment in Nigeria for the following:
- Approved doctors consultation fee
- X-rays fees when ordered by the medical doctor
- Laboratory test/operation
- Resultant Medicines, drugs and or/injections prescribed
In the case of an emergency, any qualified medical doctor may treat the employee at that time of emergency, but according to the situation, subsequent treatment should be made by a company approved doctor.
The Company will not bear the cost of ophthalmic or aural treatment nor provide artificial limbs or surgical appliances; the company will not be responsible for venereal disease treatment, acquired immune Deficiency Syndrome (AIDS) or any condition resultant form substance abuse (including alcohol). The company does not pay for nor reimburse the employee for the following:
A) Dental or optical treatment, except arising from work accident of the employee.
B) Treatment recommended before an employee starting date
C) Treatment for self-inflicted injuries or resulting from involvement in civil disturbances or military operations.
D) Treatment provided by a source not recognized by the company.
E) Orthopedic shoes or soles.
F) Cosmetic Surgery.
However the company shall treat ailment arising out of and in the course of employment.
The company will bear the cost of hospitalization and/or drug treatment programmes within Nigeria for a period not exceeding twenty-eight days for the employee.
An employee may seek further medical investigation of himself /herself with the medical facilities of the company if the need arises, and subject to approval of accompany director.
5.2.2 Sick Benefits for staff
The company will pay up to one (1) week per year of consolidated sick leave/per year of service rising to a maximum of five (5) weeks per year. The company doctor must certify sick leave.
Should the company doctor confine the employee to hospital, the employee is entitled to receive full-consolidate salary per year of service? In the first year of employment, no entitlement is accrued. Throughout the second year, one month’s full pay will apply. Throughout the third year, two month’s full pay will apply, rising to a maximum, after three (3) full years of service of three – (3) month’s consolidated salary. The following three (3) months should they still be confined to hospital? Employee shall receive fifty percent (50%) of their monthly consolidated salary, thereafter payment shall be at the Company’s discretion. The employee shall submit to periodic examination by the company doctor, during confinement.
Employees unable to attend work on grounds of sudden illness must send notice of the fact to the company immediately and in no case later than twenty-four (24) hours. If an employee claims more than three days as sick leave, the claim must be supported by a note from their Doctor who must state the medical condition which caused the absence from world. The company reserves the right to request the employee subject themselves to an examination by a company designated Doctor.
Where an Employee is on vacation and is unable to resume duty on account of ill-health, he/she must send notice and submit sick leave certificate to management within three days from the expected date of resumption.
All medical treatment and sick benefits are given on the sole understanding and condition, that the medical practitioner is empowered by the employee to make a full and frank report of the case; to the company should he be required to do so.
5.2.0 Accident & Injuries at Work
Any accident or injury occurring to an employee during the course of his employment must be reported immediately to management. Compensation for accident or injury at work will be paid in accordance with our policy with our insurance company on Group Personal Accident (GPA) but will not be paid for any accident claim, which is not registered within 24 hours of the incident occurring.
5.4.0. Physical or Mental Unfitness
Management may retire an employee on medical grounds that have been declared medically unfit to continue in the employment of the company.
5.5.0. Death whilst Employed
If an employee dies, while in service, the company shall provide for the following:
A) Administrative support to make claim upon workers compensation on behalf of the deceased
B) The deceased’s outstanding salary and severance benefits.
C) Other forms of support at the discretion of the management
Payments will be made to the Next of Kin through the offices of the company lawyers, upon application, provided the employee has deposited in company’s record, designation as to the next of kin in accordance with Appendix –B of the conditions of service, and the next of kin provides adequate identification to support their clam upon the accrued benefits. If no record is made or the next of kin cannot properly identify themselves, payment will not be released.
5.6.0 Annual Vacation and Special Leaves
1) The company vacation year runs from January 1 through December 31 of each year and vacation entailments are accrued accordingly. Annual vacation shall be accumulated and unless otherwise agreed in writing by the company, vacation not taken by the end of the year will be lost. There is no automatic right to payment in lieu of vacation. it is recommended that an employee desiring to forgo his or her annual leave, should consult with management one (1) month prior to the leave period to determine entitlement options.
2) Employee shall receive an annual paid vacation upon completing Eleven (11) months of continuous service with the company. The vacation allowance forms a portion of Employees’ consolidate annual salaries and are thus advanced with each monthly salary payment. For clarity, the company pays twelve – (12) equal installments upon the employees gross consolidated salary, vacation allowance is included therein and is not ‘held back’ by the company until the employees vacation time.
3) Employees should make their vacation dates request as early as possible in each year to give management opportunity to plan in advance time. The company reserves the right to request the employee adjust desired vacation dates to optimize the flow of work output, or to take vacation during times of low workload.
4) The Company will grant annual vacation to the extent as follows:
Services and junior grades Two weeks per annum Regular, Senior and Principal Grades Three Weeks per annum 5.6.1 Compassionate Leave Must be requested with full disclosure of reasons and may be granted by management discretion together with funding tickets and arrangements to enable emergency travel to meet the circumstances. 5.6.2. Casual Leave An Employee may be given up to seven (7) days of casual leave in a calendar year. The employee must inform management in writing of the number of days and reason prior to such leave. The number of days will be taken from his/her annual vacation entitlements. 5.6.3. Statutory Holidays The company observes all public Holidays approved by either Federal or State Government and these days are not counted as portion of the annual leave entitlement. The offices are usually open for those whom wish to work during public holiday with commensurate pay adjustment in accordance with your terms and conditions. Working during a statutory holiday period required prior written approval from your supervisor, before working. 5.6.4 Redundancy For the purpose of this agreement, the term, Redundancy’ applies to a situation in which involuntary and permanent reduction of employment is necessary as a result of excess manpower to company needs, or recession in Company’s activities:
A) Where it may be applied, the principle of relative skill, ability, Performance and reliability will be used as selection criteria. Final selection or redundancies remains the sole discretion of management.
B) Where an employee covered by this agreement becomes redundant, every effort will be made to utilize his services elsewhere in the company of through company contacts, other companies.
C) Sufficient notice shall be given but in no cash shall it be less than one Month or payment of one month’s salary in lieu of notice.
D) Where redundancy actions become necessary, it should be carried out by the company in accordance with Nigerian Labour Laws.
E) Employees shall not be entitled to redundancy and retirement benefit.
5.6.5 Repatriation An employee discharged from service in any location outside his/her first place/base of employment with the company shall be entitled to a repatriation benefit of the employee himself/herself, family and household goods being brought to the original place/base of employment. If an employee’s base location is other than Port Harcourt, it must be noted as such in the letter of employment to be recognized. The condition will not apply in case of dismissal or resignation of appointment 5.6.6. Out of Station Allowance
1) Employees on overnight assignment outside their workstation shall be reimbursed for reasonable costs incurred in respect of accommodation, transportation and meals while traveling on official business, where these are not provided by company or furnished by customer.
2) The company shall pay out of station allowance of:
Services and Junior Staff N50.00 per night Regular and senior Staff N750.00 per night Principal N1, 000.00 per night For Employees who are accommodation are not furnished by company or at the choice of the employee, the company shall pay to the employee cash in lieu of as follows:
3) Where meals and accommodation are not furnished by company or at the choice of the employee, the company shall pay to the employee cash in lieu of as follows:
Services and Junior Staff N2, 000.00 per night Regular and senior Staff N3, 500.00 per night Principal N5, 500.00 per night Respectively in lieu for accommodation and subsistence per night
4) Day inconvenience allowance for out of station work that falls within a twelve hour period. The following daily snack/lunch allowance are applicable in lieu of reimbursement expenses
Services and Junior Staff N200, 00 per night Regular and senior Staff N350.00 per night Principal N500.00 per night Daily allowance is not paid for planned out of office trips:
- Within Port Harcourt Area - Field day trips
Under these conditions Employees are deemed to remain under similar social conditions to that of a normal working day and shall come prepared regarding food and beverage for that day. 5.6.7 Temporary Assignment/Out of Country Allowance Any employee requested by the company to perform work related outside Nigeria will operate an expense account for his out of pocket costs, in accordance with the specific project guidelines that apply to the journey. The company will advance funds for the journey, which will be retired in accordance with paragraph 9.8 of this Manual. Alternatively Company and Employee may agree a lump sum day rate for reimbursable expenses, in which case there is no requirement for expenses to be retired. The decision of which method shall be sued rests upon circumstance and Management discretion.
6.0.0 Company Loans to Employees As a Policy the company does not make personal loans to employees or underwrite employee’s loan from lending institutions. 7.0.0 Discipline Preamble The company sets a high standard of work performance and conduct employees will be given advice and assistance as necessary to help them achieve these standards. Although ‘discipline’ implies sanction against Employees, its objective is the improvement in the standard of company performance to the mutual benefits of all Company personnel. The exact nature of the offence inviting disciplinary measures will determine the appropriate course of action in any particular situation. All employees will be treated impartially and no acts of favoritism or discrimination will be tolerated.
Infractions generally fall into categories according to intent and degree of seriousness. Types of conduct and performance which may be forbidden by the company, whether written or not, are innumerable; therefore, employees are urged to read and become familiar with the appropriate company policies and standards of operations. Special attention should be given to the areas concerning honesty, transparency of operation, especially where employee activities touch upon commercial issues, community interfaces, safety, competence and recognition that transgression of Nigerian law is also a transgression of company rule. Attitude issues include absence, tardiness, aggression and none-co-operation. Summary dismissal issues include drug and alcohol offences. 7.1.0. Disciplinary Measures Disciplinary measures in accordance with this section are initiated because of an employee’s misconduct or general inefficiency. The power to dismiss and exercise disciplinary control over employees is vested in management disciplinary measures may be one or a combination of the following.
- Warning - Suspension form work without pay - Termination of Appointment - Summary Dismissal.
7.2.0. Query Letter
A) In the event an employee’s work performance is unsatisfactory, or has committed an offence that is not liable to summary dismissal, the employee’s departmental Manage may issue a query letter outlining the problem/question and giving due date for the employee’s response.
B) If the Employee’s response is considered satisfactory the matter will be deemed to have been closed.
C) If the employee’s response is considered unsatisfactory, management will consider options of issuing a warning letter or terminating employment and act accordingly.
7.3.0 Warning Letter
A) If Management issues a warning letter, it shall remain valid for two years from the date of issue.
B) The purpose of a warning letter is to draw an employee’s attention to a specific fault, problem or shortcoming, with a view to improving the employee’s usefulness or efficient in the company.
C) In the event of an employee receiving a second warning letter within any twenty four (24) calendar months period, the employee is liable to dismissal on grounds of terminal misconduct.
7.4.0. Suspension from Work
A) Where an employee commits an offence, which in the opinion of management does not amount to serious misconduct, he may be suspended at the sole discretion of management for a defined period of time and such suspension shall be without pay. An employee may be suspended for a period of up to four (4) weeks maximum. The suspension also counts as a ‘warning’ with the same implications if another offence arises within 24 months.
B) If an Employee is suspected of serious misconduct, he may be suspended during the period of investigation into any alleged commission of crime, act of dishonesty or serious misconduct. If the allegations are proven and the employee is subsequently dismissed, the pay for leave of absence will be deducted from the employees closing account with the company. The period of such suspension shall be treated as leave of absence with pay
Management may at its discretion, place such employee on half (50%) Consolidated salary for the duration of the suspension, but if after such investigation and employee is found to be innocent of the allegation made against them; payment shall be made in full plus whatever benefits might have accrued during the period the employee was placed on leave of absence without pay. If the misconduct be proved, the Employee may be absence without pay. If the misconduct be proved, the employee may be summarily dismissed with effect from the date of the Commission of the offence and any money that might have been paid as half-salary during the period of suspension, recovered as debt owed to the company.
7.5.0 Summary Dismissal The company will summarily dismiss an employee if grounds of serious misconduct are proven, with loss of benefits. Such dismissals may involve the company lawyer and possibly the police or other Federal Agencies as applies. Offences, which are regarded, as serious misconduct to warrant summary dismissal shall include but not, limited to:
A) Presence at Company facilities or sites whilst under the influences of alcohol or illegal drugs.
B) Fighting at work place or assault on an employee (physical or verbal) C) Dereliction of duty. D) Gross negligence E) Conduct which endanger or is likely to endanger the lives or safety of
others F) Willful damage to property of the company or a customer G) Gross insubordination/disobedience of lawful instructions, either of the
company or a customer H) Stealing, malicious gossip, fraud, dishonesty or the commission of any
criminal offence. I) Engaging in trade or business during working hours, whether in
competition or conflict with the company or not. J) Disclosure of company or customer information to a third party without
permission. K) Failure to report an accident involving injury to any persons or damage
to any property either at company or customer’s location. L) Failure to disclose to the company, knowledge or intelligence of
activities by others that are acting in contradiction to company polices as defined within this Article 7.5.0.
M) False statements written or oral made in order to obtain employment with the company, or failure to disclose information, which is found later to be relevant and material to the company’s employment decision.
N) Industrial sabotage or espionage O) Corrupt practices or acts contrary to the laws of Nigeria P) Sexual harassment or bullying of another employee
A dismissed Employee shall be entitled only his/her accrued consolidated salary up to and including last day worked. 8.0.0 GRIEVANCE PROCEDURE 8.1.1 Definition For the purpose of this condition of service, the term ‘Grievance” shall refer complaints arising from the interpretation or application of the terms of this
condition of service. The procedure provides the employee with mechanism to respond to perceived abuse through misuse of authority by a supervisor. 8.1.2 Individual Grievance Procedure The following procedures shall be followed to address a grievance arising out of the condition of services.
A) In the event that an employee wishes to register a grievance he/she shall report the matter directly to his/her supervisor/Manager using Supervisor’s superior at the employee’s discretion. The supervisor/Manager is mandated to make an investigation, which normally should be on the same day and advise the employee as his superiors of his reply in writing within next five working days after receipt of the grievance. If the reply is satisfactory to the employee, the grievance form will be completed and the matter is closed.
B) If the employee is not satisfied that the grievance has been answered or disposed of as a result of his supervisor report, he may elect within the next two working days after receiving the decision of his/her Supervisor/Manager, to seek audience with the General Manager or Managing Director, the choice being at the employees discretion and subject to availability of the GM and or the MD. The decision of the General manager or Managing Director shall be final in any grievance matter.
8.1.3 Collective Grievance The procedure for individual grievance is the company mechanism available for ‘collectives’ as in fact, ‘collective’ is composed of individuals. All company Policies are clearly aimed to encourage individual growth and responsibility, therefore and equally, each employee is responsible to address his/her own grievance and be responded to on an individual basis. The company does not recognize or address representatives of collective grievances.
9.0.0 GENERAL PROVISIONS
9.1.0 The Right to Search
The Company may at any time ask its Employees to submit to being searched by (same sex) Security Department members whilst on or about the Company’s premises, leaving the premises or whilst on the premises of the customer. The Employee on such request must submit.
9.2.0 Conflict of Interest
Employee shall devote the whole of his time and ability to the Company’s service and shall not engage in any other employment, trade or business during working hours or whilst on the premises or at any time using Company property, facilities or information to further any other employment, trade or business. Furthermore, Employees shall not engage in any other employment, trade or interest, which may conflict directly or indirectly with the company’s interest without written permission of Management. In the event an Employee is, or becomes an owner, Director, or is invited to hold any other Corporate Office in another Business or Company, they must declare this interest to Company by means of a letter addressed to the Managing Director headed “Private and Confidential”. All declarations received will be treated in respect and confidence and considered for possible clash of interests with Company and recognition of transparency of operations. The Managing Director will make a response on behalf of the Company recognizing the declaration and setting out any provisions to be met by the employee. Breach of these basic rules regarding conflict of interest will be considered as an act of serious misconduct.
9.3.0 Personal Property
Company takes every reasonable precaution to safeguard personal property brought into the premises, but cannot accept liability for loss or damage to the personal property of Employee. Clearly and consequently, it is the Employee’s responsibility to look after their own property. The Company recognizes however that under some circumstances, losses are unavoidable though the Employee took all reasonable precautions. In such situation, the Company will take a responsibility attitude towards the situation and to the extent reasonable, refund or share in the cost of lost or damaged articles of the Employee.
9.4.0 Company Property Company makes every effort to provide Employees with high quality, leading edge equipment to optimize opportunity for training and operating with current
technologies and consequently our capacity to produce work to the high standards demanded by our clients. This equipment represents investment and capability. Company holds its Employee’s liable for care of Company property as if it were his/her own whilst in the Employee’s use or care. In the event of loss or damage to Company property resultant of abuse, misuse, unwarranted ignorance of operating
requirements, unauthorized usage in contradiction to standing procedures or any other manner of neglect for the care of Company property, the Employee’s will be held responsible to the degree of culpability that can be ascribed and asked to fund the costs of rectification or replacement as if it were their own property.
9. 5. 0 Unauthorized Meeting
No organized meetings, which have not previously been authorized in writing
by Management, may be held on Company premises. Any Employee
attending an unauthorized meeting on Company premises is liable to
disciplinary action.
9. 6.0 Professional Association
Management recognizes the value gained through positive contact between
the outside world and Company Employees. This activity stimulates growth
and development of the Company. Staff can upon a written application and
approval of same by Management, join professional associations if in the view
of Management, the Employee’s membership of the professional association
can be justified by the type of responsibility assigned to him/her.
Where prior membership approval has been given, Company will pay
Employee’s annual subscription/levy demand note(s) from the respective
professional association.
Professional association membership and annual subscription/levy payment
approvals shall be submitted to the Company Personnel Officer who will
cause review of the perceived corporate value in continuing such membership
and if approved, arrange payment to the Professional Body.
9.7.0 Interpretation
In this Conditions of Services unless the context otherwise requires words
importing the singular number shall include the plural and converse shall also
apply. Word importing the masculine shall include the feminine gender.
The term “Reviewed” shall not be taken to imply “upward”. It conveys nothing
more than re-visiting of the item.
9.8.0 Re-imbursement of Expenses
Requests for reimbursement of expense made on behalf of the Company or
pursuit of it’s business, must be submitted to the Employees’ Supervisor via a
Company Expense Report. Employee Expense Reports must be submitted
with all of the supporting (original) documents and necessary explanations
within one month of incurring the expense. Management reserves the right of
disallowing expenses(s) not supported by original copies of the supporting
documents. Details of expense reporting vary from time to time and Project to
Project. Employee shall apply the appropriate procedures determined for the
work he/she is engaged upon. Following presentation of approved expenses
to the Accounts Department, they are reimbursed via the Monthly payroll run.
The presentation cutoff date to catch the payroll in each Month is 12.00 noon
on the 24th day or if this day falls upon a weekend, 12.00 noon of whatever
day comprises the Friday before that weekend. After the cutoff date, expenses
will be paid in the following Months payroll run except by special arrangement
and approval of Management.
9.9.0 Protective Clothing and Safety Equipment
The Company shall provide staff personnel who attend field assignments for
periods greater than fifteen (15) consecutive days in a year with personal
safety equipment and work clothes as may be required for their work; these
can include the following, dependent upon individual requirement, the job
needs and the season for the field work:
1 pair of safety boots 1 pair work coveralls 1 rain suit (if in the wet season) 1 hard hat or safety (if required for the assignment) Hand gloves as per job requirements. 2 sweaters will be provided to offshore staff
Items of safety equipment shall be replaced by Company stores as required through fair wear and tear.
Items of special equipment required for survey, field sampling or recording may be hired or purchased by the Company to facilitate the work. In all cases however, such equipment remains the property of the Company and must be returned to stores on completion of the assignment.
For staff that make visits to the field for less than fifteen (15) continual days, safety equipment is loaned by the Company to the employee, remains the property of the Company to be returned immediately at termination of the
journey mission in good order. Failure to do so may lead to Company seeking re-imbursement. At termination of employment, a clearance Certificate must be obtained from stores confirming no items remain outstanding as recorded to be in the Employee’s possession.
In the event of an Employee loses protective clothing or equipment due to negligence, he will bear the cost of replacement. Requests for additional protective equipment or uniforms shall be considered by Management of individual merit and need.
10.0.0 DURATION OF THIS CONTRACT:
10.1.0 Duration
A) This Condition of Service Contract will remain in force revisions form time to time. Changes are caused by cost of living indices, altered corporate and industrial environmental conditions, and circumstance both physical and commercial, together with recognition of specific Contracts and new areas of business which place new requirements and challenges upon the Company, not previously or adequately addressed by this Manual.
(B) Management is responsible to ensure that revisions are made in a timely and appropriate fashion to realistically reflect and address changing circumstances, Employee cost of living and general economic conditions.
(C) Monetary items in the Conditions of Services, salary terms, health care insurance matters and questions of mutual liabilities are reviewed annually by Management.
(D) Changes to the condition of service Manual will be advised and receipted by the transmittal form Appendix C. Changed pages will reflect will reflect a different revision and date on the page footer.
APPENDIX ‘A’
APPOINTMENT OF NEXT OF KIN
This is to certify that
I,…………………………………………………………………………………………………
Of.……………………………………………………………………………………………….
Do this …….........................................day of…………………………19…………………
Appoint as my next of kin:
1) Name……………………………………………………………………………………………
Occupation:…………………………………………………………………………………….
Address:………………………………………………………………………………………..
Home Town/Village Address:………………………………………………………………..
And in the event my said next of kin predeceasing me, then:
2) Name:……………………………………………………………………………………….
Occupation:…………………………………………………………………………………….
Address:………………………………………………………………………………………..
Home Town/Village Address:………………………………………………………………..
And I hereby declare and direct that in the event of my death, my above-name next of kin shall receive my salary and any other benefits payable to me and on my behalf:
Signed:…………………………….. Date:……………………………….
(Employee)
IN THE PRESENCE OF:
Witness:………………………………
Occupation:………………………….. Date:………………………………..
APPENDIX ‘B’
PERSONNEL PARTICULARS – FOR RECORD PURPOSES
1. SURNAME:
OTHER NAMES:
SEX:
2. DATE OF BIRTH:
3. ADDRESS:
4. HOME/VILLAGE ADDRESS:
5. MARITAL STATUS:
6. SPOUSE’S NAME:
7. NAMES AND CHILDREN AGE:
A) Name: Age:
B) Name: Age
C) Name: Age:
D) Name: Age
E) Name: Age:
F) Name: Age
8. NATIONALITY:
9. PASSPORT NO:
10. DATE OF ISSUE:
11. DATE STARTED WORK:
12. JOB TITLE:
13. PREFESSIONAL QUALIFICATIONS:
Signed:……………………………..
Date:……………………………………
APPENDIX C
ACKNOWLEDGEMENT OF
AGREEMENT AND CONDITIONS OF SERVICE
I, the above named
Employee hereby set my hand to these presents in acknowledge and
acceptance of………… conditions of service Revision this
day of
Signed:
Employee:
In the presence of:
Name: )
Occupation )
Address: )
Employee
GRIEVANCE FORM Name………………………………………………Department……………………………..
To :……………………………………………………….……………………..(Supervisor) Copy: Managing Director, General Manager Date:……………………………………..
Complaint:……………………………………………………………………………... ………………………………………………………………………………………….. ………………………………………………………………………………………….. ………………………………………………………………………………………….. ………………………………………………………………………………………….. Signature. (State if attaching other statements or appendices)
Supervisor’s Reply:………………………………………………………………….. …………………………………………………………………………………………. ………………………………………………………………………………………….. Signature:………………………………………………………………………………
I am satisfied with the response/actions to my complaint and this matter is settled. Originator:……………………………………..Date:…………………………………
………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………
………………………………………………………………………………………
CONFIDENTIAL INFORMATION AND
EMPLOYEE INVENTIONS AGREEMENT
IT IS AGREED BETWEEN:
……………………………..
(Hereinafter the “Company :):
-And-
(Hereinafter the “Employee”
As follows:
RECITALS
WHEREAS the Employee recognizes:
a) That the company is engaged in a continuous program of research, development, production and distribution of engineering services;
b) The importance of protecting the Company’s rights to inventions, discoveries, ideas and confidential information, and any similar rights; and
c) that during his/her employment he/she may be exposed to and have an opportunity to learn about the Company’s operations, methods of doing business, research and development, customers, trade secrets, production methods, computer programs, algorithms, finances and other confidential information belonging to the Company.
THEREFORE IN CONSIDERATION OF the continuing employment of the Employee with the Company and the mutual covenants set forth herein, the parties mutually agree as follows:
1. Definitions
In this Agreement the following words and phrases shall have the following meanings unless the context otherwise requires.
a) “Confidential Information” means information including but not limited to a formula, pattern, compilation, programme, method, technique, or process, or information contained or embodied in a product services, device or mechanize which:
i) is, or may be used in the Company’s trade or business; ii) is not generally known in that trade or business; iii) has economic value from not being generally known, and iv) Is the subject of efforts that are reasonable under the
circumstances to maintain its secrecy. b) “Innovations” means any and all industrial designs, inventions,
trade secrets, processes, formulae, data, specialized know-how, improvements, innovations (whether patented or not) and specialized techniques.
2. Confidential Information of Others
The Employee confirms that he does not have in his possession any trade secrets, confidential information or documents belonging to others, and will not use, disclose to the Company, or induce the Company to use, any such trade secret, information or documents during his employment. The Employee represents that his employment will not require him to violate any obligation to or confidence with another.
3. Confidential Information to be kept in Confidence
The Employee acknowledges that the Confidential Information is a special, valuable, and unique asset of the Company, and the Employee agrees at all times during the period of his employment, and for a period of five years thereafter, that:
a) he will keep in confidence all Confidential Information:
b) He will not directly or indirectly use the Confidential Information other than in the course of performing duties as an Employee of the Company.
c) He will not directly or indirectly disclose any Confidential
Information to any person or entity;
Except in the course of performing duties as an Employee of the
Company and with the consent of the Company. The Employee will
abide by the Company’s policies and regulations, as established from
time to time, for the Protection of its Confidential Information.
4. Other Employment
The Employee agrees that during the period of his employment by the
Company, he will not, without the Company’s prior written consent,
directly or indirectly engage in any employment, consulting, or other
activity except for the Company relating to any line of business in which
the Company is engaged in, or which would otherwise conflict with his
employment obligations to either of the Companies.
5. Return of Materials at Termination
In the event of any termination of his employment, the Employee will
promptly deliver to the Company, all documents (hard and soft copies),
data, records, and other information pertaining to his employment, and
the Employee shall not take any process documents or data, or any
reproduction or excerpt of any documents or data, containing to
pertaining to any Confidential Information.
6. Disclosure to Company: Innovations Property of Company
a) Employees agrees promptly to disclose to the Company any and all Innovations, conceived or learned by the Employee during the period of his employment, either alone or jointly with others, which relate to or result from the actual or anticipated business, work, research, or investigations of the Company, or which result, to any extent, form use of the Company’s premises or property.
b) Employee acknowledges and agrees that all innovations shall be
the Sole property of the Company or any other entity designated
by it, and the Employee hereby assigns to the Company his entire
right and interest in all the innovations. The Company or any
other entity designated by it shall be the sole owner of all
domestic and foreign rights pertaining to the Innovations.
7. Injunction
Employee agree that it would be difficult to measure damage to the
Company from any breach by the Employee of the promises set forth in
paragraph 3,4,5,6, and 7 herein, the injury to the Company from any
such breach would be impossible to calculate, and that money damages
would therefore be inadequate remedy for such breach. Accordingly,
the Employee agrees that if he shall breach any provisions of
paragraphs 3,4,5,6 and 7, the Company shall be entitled, in addition to
all other remedies it may have, to an injunction or other appropriate
order to restrain any such breach by the Employee, without showing or
proving any actual damage sustained by the Company.
8. General
a) If any provisions of this Agreement is wholly or partially unenforceable for any reason, such un-enforceability shall not affect the enforceability of the balance of this Agreement, and all provisions of this Agreement shall, if alternative interpretations are applicable, be construed as to preserve the enforceability thereof.
b) This Agreement shall be binding upon the Employee whether or not his employment was terminated for any reason and whether or not for cause.
c) The Employee acknowledges that he has had time to review this Agreement. The Employee acknowledged that he fully understands its content and has had the opportunity of obtaining legal advice concerning its interpretation and effect on him.
Executed this day of 20
Per:
Witness (the Employee)
INTERNET POLICY
(CAWS), in its normal course of business, relies upon the communication of
technical and commercial information from its vendors, suppliers and clients.
As Nigeria’s Premier Engineering Company, it is of paramount importance that
CAWS operations are able to continue uninfluenced by the global wrath of
computer viruses, worms, or enterprise debilitating programs. By necessity of
maintaining competitiveness in the Global Market place along with the desire
to continue to provide quality engineering and design services requires CAWS
to maintain, operate and continually upgrade a Local Area Network (LAN).
It is understood that computer viruses, whose sole purpose is to stop,
damage, destroy, or collect information with the intent to fraudulently waster or
extort valuable Company resources of assets, spread through the acceptance
of electronic information into our LAN. The transfer of electronic information
can occur by various methods, including transportable media such as floppy
disks and CR-ROM’s. However, the most prevalent method used to inject
viruses is the internet, and is undoubtedly the most dangerous source.
It would not understand the significance placed by the Company upon virus
control to say that, because of Nigeria’s predominantly lump sum contract
environment; CAWS ability to continue engineering projects, unabated by
global electronic obstructions, is necessary for our consolidation and stability
within the Nigerian
All staff members of CAWS are mandated to be on their guard and use all
resources to ensure that viruses are not imported into the Company’s systems
such as to effect the ongoing day to day operation of CAWS’s LAN.
Furthermore, all CAWS staff members who have access to floppy drives, CD-
ROM drives, have pledged not to import non-Company business related
electronic information outside the conditions of the employment manual, which
is explicit upon this point.
In order to support CAWS in the mandate to ensure the continued operation of
the Company, all CAWS staff have all pledged to:
A. NEVER Download into CAWS s Internet or Internet computers, any
electronic data from an unknown or unconfirmed source that may
contain electronic data harmful or unrelated to CAWS business. This
includes and all:
• Zipped files containing information from unknown sources
• Files commonly known as: Executable (*.exe)
Batch files (*.bat)
Initials: ___________
Dynamic link library files (*.dll)
System files (*.sys, or *.ini)
B. NEVER visit unsecured chat rooms, and to never surf, or download
information from websites that may contain or transmit.
• Sexual Content Websites
• Materials unrelated to TEC business
• Copyrighted materials
• Potentially harmful Java scripts
• Unconfirmed Advertisement Hot Links
C. NEVER download information form websites that may contain or
transmit Information Technology (IT) infrastructure development tools.
TEC’s IT group are the only personnel mandated to perform this
function. Unauthorized downloading of patches, fixes, etc., without the
IT group’s involvement, could cause the entire LAN to function
incorrectly. Only CAWS IT group are mandated to:
Install programs, applications and software on CAW’s computers.
Download, distribute and install OS’s, program’s, or application’s updates,
patches or hot-fixes from the internet.
D. NEVER transmit Company or corporate information, including e-mail
addresses. If a transmission is contemplated for the direct purpose of
promoting the Company in the eyes of the Company clients or vendors,
the transmission must be approved by a Company Officer in advance.
E. NEVER transfer *. Eml or e-mail files within CAWS network unless the
files have been scanned using the latest McAfee Anti-virus DAT file
available from the TEC IT group and confirmed virus free. This
particularly includes files with the *.eml. Extension.
F. NEVER believe that something is actually FREE! On the Internet or
within e-mail and will immediately delete e-mail or abandon websites
that promote this.
G. ALWAYS delete immediately any and all e-mail appearing suspicious
for from unknown sources. These files will also be deleted from the
“Deleted” and “Recycle” folders.
H. ALWAYS inform the CAWS department immediately of any problem
developing with any workstation that may or may not be caused by a
virus.
Initials_________________
I. ALWAYS faithfully update the CAWS provided anti-virus software
program on any workstation that they may use, with the CAWS provided
anti-virus update information on a timely basis.
J. ALWAYS invoke the CAWS supplied Anti-virus scanning software to
scan their workstation thrice weekly, scanning all files that are contained
within their workstation, whether they are zipped, or unzipped.
K. ALWAYS confirm that the CAWS supplied Anti-virus scanning software
has its e-mail scanning ability enabled.
L. ALWAYS ensure their own workstation has a continuously operating
CAWS supplied Anti-virus program operating in the background.
It is hereby pledged and agreed on the___day of the month of____in the year 20___that: _______________________ (Employee Name) Hereby pledges to: A. NEVER Download into CAW’s intranet or internet computers, any
electronic data form an unknown or unconfirmed source that may contain anything unrelated to CAW’s business. This includes any and all:
• Zipped filed containing information from unknown sources.
• Files commonly known as: Executables (*.exe) Batch files (*.bat) Dynamic link library files (*.dll) System files (*.sys, or * .ini)
B. NEVER visit unsecured chat rooms, and to never surf, or download
information from websites that may contain or transmit
• Sexual Content websites
• Material unrelated to CAW’s business
• Copyrighted materials
• Potentially harmful Java scripts
• Unconfirmed Advertisement Hot Links C. NEVER download information form websites that may contain or
transmit Information Technology (IT) infrastructure development tools. CAW’s IT group are the only personnel mandated to perform this function. Unauthorized downloading of patches, fixes, etc., without the IT group’s involvement, could cause the entire LAN to function incorrectly. Only CAW’s IT group are mandated to:
• Install programs, applications and software on CAW’s computers.
• Download, distribute and install OS’s programs, or application’s updates, patches or hot-fixes from the Internet.
D. NEVER transmit Company or corporate information, including e-mail
addresses. If a transmission is contemplated for the direct purpose of promoting the Company in the eyes of the Company clients or vendors, the transmission must be approved by a Company Officer in advance.
Initials:_______
E. NEVER transfer *.eml or e-mail files within CAWS network unless the
files have been scanned using the latest McAfee Anti-virus DAT file
available from the CAWS group and confirmed virus free. This
particularly includes files with the *.eml extension.
F. NEVER believe that something is actually FREE! On the internet or
within e-mail.
G. ALWAYS delete immediately any and e-mail appearing suspicious or
from unknown sources. These files will also be deleted from the
“Deleted” and “Recycle” folders.
H. ALWAYS inform the CAWS department immediately of any problem
developing with any workstation that may or may not be caused by a
virus.
I. ALWAYS faithfully update the CAWS provided anti-virus software
program on any workstation that they may use, with the CAWS provided
anti-virus update information on a timely basis.
J. ALWAYS invoke the CAWS supplied Anti-virus scanning software to
scan their workstation thrice weekly, scanning all files that are contained
within their workstation, whether they are zipped, or unzipped.
K. ALWAYS confirm that the CAWS supplied Anti-virus scanning software
has its e-mail scanning ability enabled.
L. ALWAYS ensure my own workstation has a continuously operating
CAWS supplied Anti-virus program operating in the background.
Agreed, and witnessed on the dates as indicated below:
Employee’s Signature
Name
Date
Employee’s Signature
Name
Date
Initials; ____________
CAWS
EMERGENCY RESPONSE PROCEDURE
TABLE OF CONTENT
Emergency Response
1.0 Introduction
2.0 Emergency Response Management
3.0 Emergency Procedures
4.0 Accident/Injury/Sickness Emergency Procedures
5.0 HSE Policy Statement and Strategic Objectives
6.0 Subsidiary Policy Statements
1.0 INTRODUCTION The CAWS Emergency Response Plans and Procedures were developed or our facility and also to complement CLIENT’S Emergency Response Procedures and Plans. The is generic procedure of combating emergency situation they may arise in the course of our operation will be updated to project and site-specific procedures at start of any project execution. This procedure outlines specific actions and responsibilities of individual, information dissemination route and management, data acquisition, available resources and equipment, in the event of emergency situation. Indentified emergency situation includes but not limited to the following - Fire Emergency - Medical Evacuation - Environmental spills (oil, chemical) - Radiation leak - Workers strike action - Security threat. - Community crisis - Hostage Taking - Armed Robbery
1.1. Scope
The guidelines contained in this document should be used to address all emergency situation identified as likely events that may happen in the cause of CAWS operation.
1.2 Policy Statement
The prime consideration in any emergency is the preservation of life and the safety of personnel, assets, and the environment. All other consideration are secondary.
1.3 Objectives of Emergency Response Planning
The objective of the CAWS Emergency Response Planning is to develop, implement and maintain a Management System, including Plans and Procedures, which when activated in any Emergency situation will minimize the harmful effects on:
• Human life and health (saving life and care for the injured)
• The Environment
• Client Company assets, CAWS assets and or third-party assets.
• CAWS and CLIENT’S co-operation Image or Reputation The Emergency Response system will also assist quick return to normal and safe operation. Maintenance of emergency response equipment shall receive a high priority. Regular drill exercises shall be carried out so as to maintain readiness at all times.
1.4 Definition of Emergency Situation
An emergency is any sudden, abnormal or unplanned situation that requires immediate attention and may endanger human life or the environment and may have an adverse effect on CAWS, Client, or third-party assets.
1.5 Emergency Classification
In order to respond adequately to a given emergency, emergencies are classified into three classes (A, B & C ). This allows the establishment of organisation and provides of resources to address each class of emergency.
1.5.1 Class A
An incident, which can be dealt with by “on-site” location personnel and resources.
• The incident has no effect outside the site.
• There is unlikely to be serious danger to life, the environment or to company assets or reputation.
The incident will be managed through Site Emergency Response Procedures.
1.5.2 Class B
An incident that may be dealt with locally but requires involvement of external agencies.
• The incident may be “on site” have some effect outside the site or be “off-site” and external emergency series will be involved.
• There is likely to be danger to life, to the environment or to company assets.
This class of incident will be managed through Site Emergency Response Team and the CLIENT’S Emergency Response Team (ERT)
1.5.3 Class C
A serious incident on or off-site that requires the involvement of wide ranging Client Company resources and of Government and external agencies.
• Death and /or serious injury
• Potential for significant environmental pollution or damage
• Substantial damage to property
• Major media interest. This class of incidents will be managed through the CAWS Project Emergency Response Team (ERT) and the CLIENT’S Crisis/Emergency Management Team (CIMT). The Crisis Management Plan may also be activated at Project or regional level.
1.6 Special Instructions
1.6.1 Community Relations Good community relations are one of our success factors. Only trained personnel in this discipline are designated to handle CAWS interface with host communities. To ensure that this important role is properly addressed, all emergencies that have or will have impact on communities within CAWS operational areas must be promptly reported to the CASHES Manager.
1.6.2 Oil Spill Response
Oil spill is one of the most likely incidents in the course of executing Clients Project that impacts on the environment we operate in and can bring us into conflict with our host communities. In order to minimize the spread of oil, all CAWS site personnel shall undergo spill response training and there shall be adequate provision of oil spill response materials and equipment.
2.0 CAWS EMERGENCY RESPONSE MANAGEMENT 2.1 Activation Process
The emergency response process begins with the recognition of the emergency by an observer at any locations. The process is initiated by notifying the Project Site Team Leader of the emergency, who then assesses the situation and takes a decision on whether it falls within a classification that can be handled on site. Where it is classified as higher than that which the location can handle, he informs his direct Line Supervisor or Duty Co-ordinator for support, depending on whether it is during or outside working hours. Classification to a higher level would involve the Project Manger and possibly the CLIENT’S Emergency Response Team (ERT).
2.2 Emergency Situations
Guidance to staff on emergency situations are written and covered in the HSE Plan. The Emergency situations that are applicable to CAWS operation includes:
• Fire Emergency
• Medical Evacuation
• Environmental spills (oil, chemical)
• Radiation leak
• Workers Strike action
• Security Threat: - Community Crisis - Hostage Taking - Armed Robbery
2.3 Emergency Response Organisation Chart
2.3.1 CAWS ER Organisation Chart 2.3.2 Site Emergency Organisation Chart
TOP MANAGEMENT
ADMIN/FINANCE MANAGER
CASHES MANAGER
LOGISTIC/PROCUREMENT MANAGER
SPILL RESPONSE TEAM
EMERGENCY RESPONSE SUPERVISORS
FIRE RESPONSE TEAM
MEDICAL EVACUATION
CAWS/CLIENT’S TOP MANAGEMENT
CAWS SITE MANAGER/PROJECT TEAM LADER
DEPUTY ON-SCENE COMMANDER
CAWS SITE MANAGER/PROJECT TEAM LADER
DEPUTY ON-SCENE COMMANDER
CAWS SITE EMERGENCY RESPONSE TEAM
CLIENT’S EMERGENCY RESPONSE TEAM
2.4 Emergency Response Duty Roster The Emergency Response Duty Roster of who is responsible for which Emergency Response Duty will be developed and updated on the ER Board on a bi-weekly bases. The Project Site Team Leader is responsible for assigning personnel to the required Emergency Response Duties. He is also responsible for updating the Duty Roster on the Emergency Response Board.
2.5 Obligations and Responsibilities
In the event of an emergency, response to emergency calls takes precedence over normal duty calls. Responsibility on organisation chart is as following:
2.5.1 Project Site Team Leader – Deputy On-Scene Commander
• Evaluate and confirm emergency situation n site
• If required, sound alarm and initiate muster station
• Take immediate action to reduce the impact of the emergency
• Notify the Client’s Project Leader
• Notify CAWS Management of the emergency situation
• Mobiles Site Response Team(s)
• Compile a time log of events during emergency 2.5.2 Fire Response Team Member
• On instructions of the Team Leader attend to scene of emergency with appropriate equipment.
• Isolate sources of fuel feeding the fire but only if safe to do so
• Rescue trapped persons where applicable
• Constantly assess the situation and report changes immediately to the Team Leader.
Note: Only appointed and trained CAWS staff will become a fire Response Team Member.
2.5.3 Spill Response Team Member
• On instructions of the Team Leader attend to scene of the spill with
appropriate equipment
• Isolate source of spill, if possible, as instructed by the Team Leader
• Act in accordance with the CAWS Oil/Chemical Spill Contingency
Plans and procedures to compliment CLIENT’S Oil/Chemical Spill
Contingency Plan and procedure
• Constantly assess the situation and report changes immediately to
the Team Leader
2.5.4 First Aider(s)
• On the instruction of the Team Leader attend to scene of
emergency with appropriate equipment
• Apply first-aid
• Request medical evacuation where necessary through the Team
Leader
2.5.5 Fire Warden
• Monitor activities in the houseboat
• Raise alarm and inform Site Team Leader in event of an
emergency
• Commence checking of the houseboat rooms and evacuation with
assigned staff.
• Go to Muster Point, complete muster check and inform Team
Leader of any missing person(s).
2.5.6 All Other Personnel on Site
• Raise alarm on event of an emergency
• Inform Team Leader or any other CAWS Supervisory staff
• Mitigate emergency when competent to do so and if does not
cause any direct threats to yourself
• Await further instructions
• Go to Muster Point, if the alarm is sounded.
3.9 CAWS EMERGENCY PROCEDURES
3.1 Fire Emergency Procedure:
3.11 CAWS Office Buildings
ACTION PARTY ACTION TO TAKE (WHAT TO DO)
FIRST PERSON TO NOTICE FIRE: WHEN YOU NOTICE A FIRE
• SHOUT FIRE! FIRE! TO DRAW ATTENTION OF OTHER PERSONS
• GET NEAREST FIRE EXTINGUISHER AND ATTEMPT ATTACK THE FIRE
• TELL SOMEONE TO RAISE THE FIRE ALARM
• IF FIRE BECOMES A THREAT TO LIFE, ABANDON AND ESCAPE AS “ALL OTHERS”
ANYBODY: AS YOU HEAR FIRE! FIRE!
• DO NOT PANIC, WALK SAMRTLY TO EXIT DOOR AND PRESS THE FIRE ALARM SWITCH
• LEAVE THE BUILDING AS “ALL OTHERS” ALL OTHERS: AS YOU HEAR FIRE! FIRE! OR THE FIRE ALARM
• LEAVE YOUR OFFICE AND CLOSE THE DOOR
• WITHOUT PANIC, WALK SMARTLY TO THE EXIT DOOR NEAREST TO YOU AND LEAVE THE BUILDING FOLLOWING THE DIRECTION SIGNS
• GO TO THE MSUTER POINT ASSIGNED TO YOU AND WAIT
• TAKE YOUR VISITORS WITH YOU
• IF SMOKE HAS FILLED THE BUILDING, CRAWL OUT ON YOU KNEE/STOMACH
HSE COORDINATOR
• MOBILISE FIRE WARDEN
• CONTACT SECURITY CHIEF
• CONTACT FIRE SERVICES
• MOBILISE MEDIVAC TEAM
• LIAISE WITH CASHES MANAGER TO ACTIVATE AND COORDINATE THE EMERGENCY RESPONSE ACTIVITIES
• KEEP RECORD OF EVENTS
SECURTIY CHIEF
• STOP ENTRY OF STAFF OR VISITORS INTO BUILDING
• TKE CHARGE OF PARKING LOT
• STO VEHICLES COMING IN
• KEEP PASSGE WAYS CLEAR FOR FIRE TRUCK ENTRY
FIRE WARDEN • QUICKLY CHECK THROUGH THE OFFICES TO MAKE SURE NO ONE IS LEFT BEHIND
• CLOSE ALL DOORS LEFT OPEN
• LEAVE THE BUILDIN
• TAKE HEAD-COUNT AT MUSTER POINT
EVERY BODY • RETURN TO BUILDING ON “ALL CLEAR” CALL OR
• ABANDON AREA ON INSTRUCTION IF SITUTION IS OUT OF CONTROL.
CASH MANAGER
• ASSESS THE SITUATION TO DECIDE CLAS OF EMERGENCY
• AUTHORISE ACTIVATION OF EMERGENCY RESPONSE TEAM
• CONTACT THE APPROPRIATE LOCAL AND FEDERAL AUTHORITY
• BRIEF THE MANAGEMENT
• MAKE PUBLIC STATEMENT
3.2. Site Emergency Response
3.2.1 Person Observing the (Fire / Spillage) Emergency Situation 1. Raise alarm 2. Inform CAWS Team Leader
3. Attempt to extinguish fire using available portable extinguisher if consider safe to do so
4. Attempt to stoop the source of spillage if possible and safe to do so
5. Abandon location to a safe place if situation is becoming out of control
3.2.2 Project Team Leader 1. Assess the situation to determine the class of emergency 2. Activate the site emergency response team as appropriate 3. Inform Client project Leader/Representative 4. Notify CAWS Base/Head Office 5. Act as on-scene commander 6. Complete muster head count, check against tally board 7. If any, authorise search for missing person 8. Brief and assist Client emergency response team on arrival 3.2.3 Project Team Leader 1. Immediately visit the scene upon notice
2. Assess the situation and activate the Client emergency response them as appropriate
3. Assume the role of on-scene commander 4. Notify Client’s management
5. Take other necessary actions as may be required under the client’s emergency response/control procedure.
3.2.4 Fire / Spill Response Team Members
1. On instruction of the Team Leader attend to the spill / fire with the appropriate available equipment.
2. Isolate source of emergency if possible and as instructed 3. Isolate source of spill and prevent the oil from spreading (spill
containment) 4. Constantly assess the situation and report changes immediately
to the Team Leader 3.2.5 All Other Site Personnel 1. On hearing the alarm goes to muster point 2. Report to muster point and await further instruction 3.3 Accident/Injury/Sickness Emergency Procedure
In an accident, injury or sickness, the procedure illustrated in the flow diagram attaché das appendix 2 of this procedure shall be followed.
Incidents that fall within this section include Profuse/minor bleeding, Bone Injury, Unconsciousness, Snakebite, persistent stooling and vomiting etc.
3.3.1 Person Observing Victim of accident, or injured or sick person Office: 1. Give first aid where able or notify this first aider immediately 2. Inform HSE Co-ordinator immediately 3. Stay with victim until medical help arrives Site
1. Give First Aid where able or notify the first aider 2. Inform Site Nurse or medical personnel immediately 3. Inform CAWS Site Team Leader
3.3.2 HSE Co-ordinator/Site Nurse
HSE Co-ordinator 1. Assess the nature of accident/injury/sickness 2. Give Firs Aide 3. Inform retainer clinic doctor 4. Prepare Patient for Evacuation 5. Monitor Patient till moved to Clinic 6. Keep record of event 7. Brief management
Site Nurse 1. Assess the situation/victim to determine extent of injury 2. In case there is record of fatality, focus on the unconscious /
semi-conscious 3. Give First Aid 4. Inform retainer clinic on Site 5. Prepare Patient for Evacuation 6. Monitor Patient till moved to Clinic 7. Keep record of events.
3.3.3 CAWS Site Team Leader 1. Go to scene of incidence 2. Assess situation to determine extent of injury 3. Authorise medivac 4. Call Retainer clinic on site 5. Notify client representative/project leader 6. Notify CAWS management via HSE department 7. Keep communication channel open 3.3.4 OTHER Site Personnel: 1. Remain calm
3.4 Man Overboard Rescue Procedure
The Client’s emergency response procedure for Man overboard shall be adopted for all offshore location projects.
3.5 Emergency Procedure for Workers Strike
The procedure described below is illustrated in the flow diagram attached as appendix 10
3.5.1 Observer 1. Inform CAWS Site Team Leader 2. Proceed to a safe location 3.5.2 Project Site Team Leader
1. Inform Chief Security Officer (COS) to increase security and keep strikes away from work site.
2. Inform all workers to stop work and proceed to Muster Point 3. Inform Project Management and obtain mandate for discussion
with strikers 4. Attempt to Dialogue with strikers 3.4.3 Chief Security Officer (CSO) 1. Increase number of security personnel on duty 2. Notify the CASHES Manager 3. Call the appropriate security agents for assistance if necessary
4. Delegate security personnel to possible entry points or areas of weak security
5. Instruct and supervise security personnel on duty 3.5.4 Security Officers 1. Obtain instruction from CSO and comply 2. Be alert and on your guard 3. Do not leave duty post without an instruction from CSO 4. Report new development to CSO 3.5.5 Other Site Personnel not involved in strike 1. Stop work 2. Remain calm 3. Proceed to Muster Point
3.6. Security Emergency Response 3.6.1 Introduction
The issue of Security is of serious concern to our company. If not properly handled it can have very serious consequence on project schedule, cost, performance and may pose serious threat to lives, equipment and materials.
Serious issues range from threats of petty thefts to that of workers strikes and
community disturbances. The latter issues can have very devastating
consequence on human health, lives, equipment, materials and the overall
project success.
3.6.2 Security Policy It is our Company policy to identify, assess and take steps to reduce the security risks in our activities and to pro-CAWS personnel and property from the effects of malicious practices, crime, civil disorder and armed conflicts. 3.6.3 Security Issues to Manage In planning the management of security, references shall be made to CAWS security Plan as well as Client Project Security Plan. This plan shall cover security issues in the following areas:
• Design of facilities
• During transportation (Land and Water)
• At Sites
• During workers strike (or industrial action)
• During Community Disturbances
• Theft or Robbery Attack
3.6.4 Scope The security emergency response plan and procedure shall apply and/or come into effect whenever the company, work-site, office, vehicle or other operation location come under attack or any other form of hostile action involving use of force and/or dangerous weapons including but not limited to cutlass, missiles and firearms. Such situation shall include but not limited to:
• Community disturbances
• Armed Robbery
• Attack /Siege on company location (hostage), etc.
3.6.5 Security Emergency Organogram
TOP MANAGEMENT
CASHES MANAGER
ADMIN MANAER
SECURITY MANAGER /CHIEF
SECURITY OFFICER
HSE ADVISER /COORDINATOR
STAFF
SECURITY MEN
HSE OFFICER /ERT
3.6.6 Security Emergency responsibilities
3.6.6.1 CASHES Manager
• Has the authority and responsibility as the incident commander
• Coordinate the response plan activation
• Liaise with management and public
• Liaise with necessary government and law enforcement agencies
3.6.6.2 Security Manager/Chief Security Officer
• In absence of CASHES manager, authorize and responsible as the incident commander
• Assist in performing such duties as incident commander
• Keep details security event record
3.6.6.3 HSE Adviser / Co-ordinator
• Ensure all the safety rules as application to the situation are observed
• Ensure availability of adequate and proper first aid facility and resources
• Activate medivac procedure should it be necessary
• Liaise with appropriate state or local ERS if necessary
3.6.6.4 Admin Manager
• Liaise with HSE Adviser to provides details information on number of staff involved
• Provide other confidential information as may be required on the instruction of incident commander
• Reinstate staff confidence and provide for adequate welfare
3.6.6.5 Staff
• Be calm, and obey instructions as directed by the emergency response team focal point.
3.6.7 Community Disturbance Emergency Procedure 3.6.7.1 Person confronted with a community disturbance: 1. Inform CAWS CASHES Manager of Site Team Leader as Applicable 2. Be passive, do NOT become angry, provocative or hostile 3. Do NOT go into arguments but talk with reason.
3.6.7.2 CASHES Manager / Projects Site Team Leader / CLO:
1. Initiate dialogue with invaders if possible 2. Ascertain cause of disturbance 3. Be passive, do NOT become angry, provocative or hostile 4. Do NOT go into arguments but talk with reason 5. Calm and co-ordinate site personnel 3.6.7.3 All Other Site Personnel: 1. be passive, do NOT become angry, provocative or hostile 2. Do NOT go into arguments but talk with reason
3.6.8 Land /Marine Transportation Emergency For every journey, CAWS journey management plan and procedure shall be strictly adhering to so as to ensure the aim and objectives of sating life and property. The scope and principle of CAWS journey management procedure is highlighted below: 3.6.8.1 Scope Theses operating procedure details the method by which individual journeys shall be managed so as to reduce risks associated with road and marine transportation. It also provides criteria for deciding which journeys require formal management. Journeys for safety, viz. � Plan the Journey for safety � Supervise the driver at his workstation � Audit the system 3.6.8.2 Basic principles of journey Management � Journey Management is carried out to ensure that journeys
are authorized and that any risk to health, safety or the environment is identified assessed and controlled.
� The responsibility for journey management shall be with the supervisor operating the journey. The supervisor managing the journey is called the journey Management.
� It is not possible to specifically address every possible type of transport because of the variety of transport operations. In the event of any uncertainty over how to or who manages the journey, the relevant supervisors shall decide who best can control the journey, concentrating on the basic principle of the above.
� The consortium is always responsible for making sure that
the subcontractors comply with the provisions of this operating procedure. HMS shall take care to brief the management and supervisors of these as necessary.
Please refers to the journey management plan and procedure for details of roles and responsibilities and action
3.6.9 Emergency Response during Theft or Robbery Attack
• At the sight of gun/gunpoint, do not resist or delay in obeying attackers order
• Take mental stock of any items stolen if could
• Report to the appropriate authority immediately after
• Witness to an ongoing attack should call the any of CASHES Manager, Chief Security Officer, or admin manager or contact the police
• Contact HSE operations
• Establish list of witnesses
• If there is any injury, give first aid or call for help and stay with victim until medical help arrives (refers to medivac procedure).
uiouo0
ACCIDENT/INJURY/SICKNESS EMERGENCY PROCEDURE
ACCIDENT,
INJURY OR
SICKNESS
CLIENT EMERGENCY NOs
Project Manager: Ext XXXX
Community Liaison: Ext XXXX
HSE Adviser: Ext. XXXX
Medical Emergency: Ext XXXX
MINOR
(No immediate threat to life)
Examples:
• Bruises
• Abrasions
• Minor Cuts
• Minor Bleeding
• Sprains and Strains
• Minor Medical Ailments
MAJOR
(Threat To Life)
Examples:
• Profuse Bleeding
• Bone Fracture (Known or Suspected
• Bone Dislocation
• Unconsciousness
• Persistent Stooling and Vomiting
• Snake Bite
CAWS EMERGENCY NO.
Project Mgr: XXXXXXXXXX
Construction Mgr : Same As
Above
CASHES Mgr: Same As
Above
Admin Manager: Same As Above
Logistics Manager: Same As
Above
• Stop The Bleeding where you
can
• Report To Site Health Centre
• Report to Site Engineer
Action
• Record and Include in daily
report
Site
Site Doctor or
• Enter in site Medical Record
• Treat and monitor till fully
healed
END
• Give First Aid where able
• Call Site Doctor or Nurse
immediately
• Call Site Manager
• Inform Client rep. on Site
• Give First Aid
• Call Client Medical Emergency
• Call Retainer Clinic
• Prepare Patience for
• Call Project Manager
• Call Client Project Manager
• Keep Communication Channel Open
• Give First Aid
• Call Retainer Clinic
• Prepare Patient for Evacuation
• Move patient to standby boat for transfer
(accompanied by a Doctor or Nurse)
• Call Project Manager
• Call Client Project Manager
• Keep Communication Channel Open
IN ABSENCE
OF CLIENT
SERVICE
Action
Site Doctor or Nurse Site Doctor or Nurse
Site Manager or Site Manager or Engineering
