PROCEDURES MANUAL Ref.

: HPSL/HUB/SAF/G/021 Page 1
VOLUME NINE Issue: A Level: 3 of 3
Subject: Approved Date
Motivation and Awareness
11/05/2018
Revalidation:

1.0 PURPOSE

This document describes the requirement for complying with the Process Safety Element on Motivation
and Awareness.

The purpose of this procedure is to discuss and provide guidelines on different concepts and
recommended practices on progressive motivation.

2.0 SCOPE

In order to achieve desired safety goals/objectives and world class safety performance, progressive
motivation of employees is mandatory. In a motivated organization:

1) Management is fully involved in the safety effort.

2) Every employee is committed to good safety performance.

The best motivational method is to obtain employee involvement in the safety effort. This involvement
can be accomplished through committees, special activities, and participation in safety meetings
activities. The judicious use of discipline to secure compliance with standards of performance is also
an appropriate means of motivation. This document provides guidelines on the following:

1) Safety and Motivation

2) Recognition and Safety Awards
3) Disciplinary Procedures

3.0 REFERENCE/DEFINITIONS

3.1 References

Hubco level-I procedure PSM 10- Motivation & Awareness

HPSL/HUB/HR/005 Disciplinary Procedure

3.2 Abbreviations/Definitions

1) DLC Departmental Level Committees

2) MSA Management Safety Audits
3) NM Near Miss
4) PSM Process Safety Management
5) SCC Staff Consultative Committee
6) EC Elements Champion
7) SMM Station Management Meeting
8) SOC Safe Operations Committee

Written By: Shahid Sami Reviewed By: Iqbal Khan

 HUB POWER SERVICES LTD. Ref.: HPSL/HUB/SAF/G/021 Page 2

PROCEDURES MANUAL Issue: A Level: 3 of 3

4.0 PROCEDURE

4.1 Responsibility

1) Station Manager is responsible for ensuring high motivation level in the organisation.

2) HSE Manager will be responsible for implementation of the procedure in conjunction with line
managers.

3) Departmental and Functional Managers are responsible for ensuring high motivation level in
their areas in line with this procedure.

4) Line Managers/Supervisors are responsible for;

a) The procedure is applied consistently.

b) Identify and record Staff/contactor working in their area for recognition/motivational award.

4.2 Background

Motivational concepts can be divided into two groups:

1) Internal Motivation: People will motivate themselves to accomplish objectives that they support
because of their internal drives or needs.

The concept of internal motivation assumes that it is natural for reward, recognition, and personal
satisfaction to accrue to those who perform any endeavour well. In an industrial application,
internal motivation assumes proper praise for good performance as well as involvement of
employees at any level in controlling the activities that affect them. An individual’s right to
contribute and influence in addition to proper reward are believed to lead people to motivate
themselves to higher performance levels.

2) External Control: People learn to conduct themselves properly through external direction and
control emanating from higher authority. Authority’s power and willingness to reward or punish
are implicit.

External control by the leader and the peer group is absolutely mandatory. When people have not
become sufficiently safety conscious and adequately trained to maintain safe performance through
internal motivation, authorities must:

a) Exercise direction and control.

b) Impose immediate and significant consequences for unsafe behaviour.

Harsh as that may seem, it is effective, tested, and proven. Because people basically do not believe
they will sustain an injury, and because prior conditioning tends to produce unsafe behaviour,
total dependence cannot be placed on internal motivation to provide safe performance until the
individual has demonstrated personal discipline and self-control.

4.3) High Standards of Performance and Motivation

A little external reward is provided for people who do many things correctly and adequately—their
efforts go unnoticed and are neither rewarded nor penalized.

Managers must be aware that reprogramming for safety involves changing inherent thought processes
about safety. They should also know that reprogramming is an educational process that can takes
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PROCEDURES MANUAL Issue: A Level: 3 of 3

months or years, partly because off-site motivational forces continue to exert an influence on each
individual. Only relentless on-site safety reinforcement by leaders (and peers) can make the process
successful.

Involvement of Management & Employees onsite can be through various means and fora e.g.

1) SOC
2) DLC
3) SMM
4) SCC
5) Daily Production Meeting
6) Daily Coordination Meeting
7) Daily Outage Meeting
8) Management Safety Audits

Guidance on various aspects of motivation and also disciplining are given in attachments 1, 2 and 3.

5.0 ATTACHMENTS

1) Recognition and Safety Awards

2) Performance Impairment
3) Disciplinary Procedures
 Hub Power Station

Recognition and Safety Awards

A Guidelines:

Several methods of showing appreciation for good safety performance are available. Following should be
considered while developing/recommending an award program:

1) The award should not be fixed at a large monetary value. (The reward needs to be proportionate to the
contribution. If the organization achieves a truly excellent performance, but is rewarded thru a trivial
amount, most workers would believe that management is not sincere.) The objective of a safety award
system is to reduce injuries.

2) The objective of a safety award system is three-fold:

a) provide external motivation for productive, desirable actions,

b) publicly recognize the exceptional contribution by a person or group, and
c) promote the reduction of injuries to people and damage to assets. Winning the award should not
become the employee’s objective.

3) Awards should help promote the site’s safety activities. Employees looking at the award at a later date
should be able to recall the reason for the award.

4) Awards should not be cash, trading stamps, or any other redeemable certificate through which the
identity of the award is lost. Awards should identify with the safety program. The use of a cash award
to buy an item, such as trousers or a dinner etc. does not fulfil this purpose.

5) Site goals may be set at some reasonably obtainable level, such as so many man-hours or so long a time
interval during which a lost workday injury does not occur; the site goals should be based on previous
performance or on established objectives.

6) The million man-hours achievement can be linked with achieving a target of Total Recordable Incidence
Rate which should be equal to or less than the yearly objectives.

7) Competition between groups can also be promoted; however, care must be taken to ensure that the
benefits are not lost through employee relations problems.

8) An off-the-job safety awards program should also be considered and is easily administered. Since off-
the-job safety exposure is essentially the same for all employees, an awards program based on
competition between departments can be easily developed.

B Type of Awards

1) No Lost workday Injury award

2) Best Incident (Near miss) without Injury submitted by frontline employee or contractor
3) Housekeeping Trophy for the best kept area (For details, see Level-2 Procedure on High Standards of
Performance)
4) Best “D” Level Committee Award (For details, see Level-2 procedure on Integrated Organization for
Safety)

Attachment # 1
HPSL/HUB/SAF/G/021
 Hub Power Station

Award certificate and recognition ceremonies should be held for the total site as a whole or in groups. The use
of gift certificates or cash should be discouraged. The current award practiced include either or combination
of:

a) Spot awards (an appreciation letter coupled with family meal voucher)
b) Gift items in the inventory of safety section
c) Recognition in annual performance evaluation of the individual

C Contractor Recognition awards

Philosophy

HPSL believes that all jobs must be completed safely in accordance with established procedures and/or safe
work practices & consistent with the principles & essential features of PSM whether the tasks are completed by
HPSL or Contract Employees. So, the significance of Contractor motivation cannot be overemphasized.
Contractor Safety Management has been discussed in detail in PSM No.10 level-2 procedure on Contractor
Safety which also specifies contract specific bonus and penalty clauses to be included in the contracts. Other
than that various recognition safety awards can be introduced on need basis. Some of the examples are:-

Safest Outage

Owing to a large number of contractor workforce required during the turnaround, safest contractor for the
turnaround trophy can be announced to create interest and sense of competition amongst the contractors/their
workforce for achieving best safety results. An objective type/score driven checklist covering necessary
parameters to be looked for by the Safety Section can be publicized. Contractors are assigned a score for each
parameter violated by their workforce. At the end of turnaround, incidence rate is calculated based on
cumulative score gathered as a result of each violation divided by number of man-hours worked. The contractor
earning a minimum incidence rate is declared as the winner. The trophy is awarded in the presence of all
interfaces and contractors.

A lunch or dinner can be announced on achievement of specific million man-hours safety milestone without a
lost workday injury in which all contractors and their workforce participates.

Attachment # 1
HPSL/HUB/SAF/G/021
 Hub Power Station

Performance Impairment
Background

Performance impairment can result in serious consequences. It can cause lower productivity, increased
absenteeism, inefficiency, high employee turnover, increased injury rate and incidents arising from behavioural
problems. Employees can often involve in unsafe work practices. In certain cases, their conduct can be
disruptive and demoralizing to co-workers

Causes of Performance impairment

1) The most frequent cause of Performance Impairment is personal illness or injury (e.g. Restricted Work).
2) Alcohol and drug abuse
3) Drugs & alcohol interaction
4) Prescription Drugs side effects
5) Extreme heat or cold
6) Stress
7) Physical limitations

a) limp, arthritis or other similar condition

b) Not physically strong enough to do the required task
c) Not tall enough or dexterous (flexibility in hands) enough
d) Color-blindness or other systemic eye problems, such as uncorrected near-sighted/farsighted
condition

8) Hearing Loss
9) Dust, odour, noise…environmental factors at the task location, especially if these factors are not
standard or normal part of the task
10) Sleep deprivation
11) Worry or emotional stress (problems at home or work of a personal nature)

Countermeasures

1) While hiring an employee, thorough checking/testing should be carried out on alcohol/drug abuse.

2) Extremes of heat and cold can impair workers ability to do their jobs and can contribute to accidents.
Employees should be trained in heat and cold-stress hygiene practices. Examples are drinking plenty of
fluids to combat heat stress and wearing warm clothing to protect against cold stress. Acclimatization
is the body’s ability to adapt to prolonged daily exposures to temperature extremes.

3) Dealing with substance abuse begins with education. Supervisors should read as much about the subject
as possible. They can inform their people about the problems substance abuse can cause during a five-
minute safety talk. The company should establish and publicize a written policy.

4) The second step is to identify substance abusers. Alcoholics are not always falling-down drunk.
Sometimes they look sober but seem to have a hangover all the time. Drug addicts come in all ages.
People who regularly take large doses of codeine or sedatives may be a dangerous as those abusing
illegal drugs. However, supervisors should not become drug detectives, constantly looking for pills or
joints. They should concentrate on watching for changes in employees’ work behavior patterns, personal
relationships and moods. Clinic should be immediately be involved for advice and counter measures.

5) Identifying employees with problems is much easier if a company takes a positive approach.
Supervisors might emphasize that their goal is to retain employees who are substance dependent by
helping them to break the dependence before they become unemployable. They should make it clear
that substance abuse programs are completely confidential.

Attachment # 2
HPSL/HUB/SAF/G/021
 Hub Power Station

6) Next, get help for the workers in question. Supervisors should show employees who have a substance
abuse problem that they genuinely care about them. Substance abuse is an illness and must be handled
by people who are trained to deal with it.

7) Stress is defined as any of the factors that accelerate the rate of aging through the wear & tear of daily
living. The combination of job stress and personal stress can increase the number of accidents and
decrease productivity. Stress has both physical and mental effects, but people can learn techniques to
reduce the amount of stress in their lives and companies can take steps to do the same. The company
can arrange courses for Supervisors on stress management who in turn can use D level forum to educate
employees on stress management.

8) Employees with poor physique or some disability should not be assigned jobs which require a lot of
physical effort. Employee’s action in emergency should also be considered while assigning jobs.

9) Hearing Conservation program should be implemented to avoid hearing loss related issues.

Attachment # 2
HPSL/HUB/SAF/G/021
 Hub Power Station

DISCIPLINARY PROCEDURES
Policy

The primary purpose of discipline is to change behaviour. It is the policy of HPSL to make use of disciplinary
procedures as necessary to obtain employee adherence to acceptable standards of conduct.

The site disciplinary system is intended to develop employees to accept, respect, and adhere to established site
rules and behaviour including adherence to safety rules. Site disciplinary procedure has been discussed below
in detail. There are, however, certain violations which need to be understood.

Infractions and Safety Policy and Safety Rules

The Law identifies two types of acts which may be committed by a workman viz:

1) Acts that do not constitute Misconduct unless frequently repeated(here-in after called Infractions)
2) Acts which constitute Misconduct (hereinafter called Safety Policy and Safety Rules )

In addition to Laws relating to employment and termination given in the West Pakistan Industrial and
Commercial Employment (Standing Orders) Ordinance 1968, following Infractions and Safety Policy and
Safety Rules will also be applicable to HPSL

Infractions

1) Not using personal protective equipment

2) Away from assigned workstation without permission
3) Filling out log sheets improperly, through carelessness
4) Swearing at another employee
5) Dereliction of duty that might result in loss or quality problem
6) Continued violation of minor safety rules
7) Refusal to follow supervisory instructions/insubordination

Safety Policy and Safety Rules

1) It is mandatory to report all “On the Job” Safety incidents

2) It is mandatory to report all traffic accidents
3) Engaging in or provoking horseplay or fighting within Company premises is prohibited
4) Smoking is not allowed in Plant & Office premises except Designated Areas
5) Wilful damage to Company property is prohibited
6) Violation of traffic rules within Plant and Colonies is prohibited
7) Any person under the influence of drugs or alcohol will not be permitted to enter Plant & Office
premises
8) Weapons, intoxicants, alcoholic beverages and illicit drugs are strictly prohibited in plant and Office
premises
9) It is mandatory to follow all Company policies, safety rules and applicable laws as stipulated by the
government & the Company from time to time.

Not following the above rules will be treated as Misconduct.

Attachment # 3
HPSL/HUB/SAF/G/021
 Hub Power Station

Safety Rules Violation

Following is to be considered as a violation which necessitates initiation of immediate disciplinary action by

the Management:

Behaviour that is life- threatening or business – endangering and covered by a published rule.
AND
A knowing or wilful violation.
AND
Breaks a rule that has been well communicated.
AND
Breaks a rule that has been consistently enforced.

The disciplinary action will be taken as per ‘station disciplinary procedure HPSL/Hub/HR/005’.

Attachment # 3
HPSL/HUB/SAF/G/021