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Disciplinary Procedure & Update to: MSEM Coastal Town Hall. April, 2018

Disciplinary Procedure & Update to: MSEM Coastal Town Hall. April, 2018. Presented by: Naji Al-Sulaimani Head of Employee Relations – PCR5. Objectives of Today's Presentation. Increase Staff Awareness on the Disciplinary Procedure & How to Avoid Being there.

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Disciplinary Procedure & Update to: MSEM Coastal Town Hall. April, 2018

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  1. Disciplinary Procedure & Update to:MSEM Coastal Town Hall. April, 2018 Presented by: Naji Al-Sulaimani Head of Employee Relations – PCR5

  2. Objectives of Today's Presentation • Increase Staff Awareness on the Disciplinary Procedure & How to Avoid Being there. • Share the latest Disciplinary Statistics. • Show Examples of Disciplinary Decisions taken. • Differences between Major & Minor Misconducts & their Consequences. It is Not this  But it is  And

  3. What is Discipline?

  4. Discipline & Misconduct Discipline: • No organisation can function efficiently without reasonable standards of discipline. • If disciplinary action is taken you should understand the reason and its effect on you. Misconduct criteria : • The act must be intentional and the person committing the act must be aware that the act is wrongful. • The act is reckless and the Employee does not care for the consequences of his or her action. • The act must have some general relation with the employment of the Employee in the Company.

  5. Types of Misconduct Minor Misconduct: A violation which does not lead to a Disciplinary Panel. The impact of the punishment may include a Note to File or Warning Letter. Examples: • Absence without permission. • Action contrary to or non-compliance of Company procedures. • Not wearing the safety uniform provided by the Company while at work • Unauthorised use of Company vehicles or equipment, or • Leaving the workplace during office hours without permission. Major Misconduct: A serious/severe violation against Oman Labor Law/PDO which leads to a Disciplinary Panel and may result in a severe punishment including Final Warning or Dismissal. Examples: • Unauthorised absence for more than 10 days in any one year or more than seven consecutive days. • Harassment or discrimination. • Fraud and/or misrepresentation. • Causing serious Damage or loss of the Company's goods or property. • Breaches of the Company's policy on Conflict of Interest. • Committing immoral acts within the Company's premises. • Breaches of the Company's 12 Life Saving Rules. • Breaches of the Company's policy for the use of its information technology systems.

  6. Disciplinary Process Flowchart

  7. No. of Major Misconduct Cases 2017

  8. Number of Minor Misconduct Cases 2017

  9. Disciplinary Stats Major Misconduct Cases per Directorate • Notes: • The Well Engineering and Oil south Directorates have the biggest populations in PDO. • The majority of Disciplinary Cases take place in these two directories.

  10. Consequences taken for Major Violations 2017

  11. Violations to LSRs

  12. Summary of Disciplinary Cases • Key Notes: • Verbal and First Warning are formally recorded and tracked by the HR Business Partners since 2015. • Dismissal cases reported are the total cases recommended by the Disciplinary Panel and approved by PCD & MD. • In 2017, DP recommended Four cases to be lowered from Major misconduct to Minor misconduct. Issued First warning/letter of concern/verbal warning.

  13. Lead Time Target The Lead time is counted from submission of the case to the Disciplinary Panel Focal Point to Decision being Approved by MD/PCD. Lead time target to reach a decision for Major Misconduct= 14 calendar days 14 Calendar days days 2017 Q1-Q4 80 % Cases 20% cases • Delay is mainly on availability of staff

  14. Current Challenges in the Disciplinary Process 1. Staff awareness of the process despite the policy is Available in EPM. 2. Violations are either reported late or Not Reported. 3. Dealing with cases of absence due to imprisonments. Proposals / Way Forward: • Continue to share with Management and Employees statistics of decisions taken on disciplinary issues/cases. • Capitalise on Supervisors Training & Enhance Capability of Supervisors to deal with misconducts. • Working on lean project to “Improve the Quality of Investigation process” to be followed by another project on “Efficiency of Disciplinary process. • Share “observations” with senior leaders following disciplinary cases to capture learning.

  15. Questions?

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