ML20138N750

Applicant Exhibit A-33,consisting of Revised CP&L Supervisor Ref Manual:Drug & Alcohol Abuse,

ML20138N750
Person / Time
Site:	Harris
Issue date:	09/30/1985
From:	CAROLINA POWER & LIGHT CO.
To:
References
OL-A-033, OL-A-33, NUDOCS 8511060011
Download: ML20138N750 (44)

Text

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CP&L Supervisor's Reference Manual: '//

Drug and Alcohol Abuse T-

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SUPERVISOR'S REFERENCE MANUAL

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l DRUG AND ALCOHOL ABUSE I

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i Revised: March 23, 1983 Revised: February 15, 1985 l Revised: April 1, 1985  ;

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a Acknowledgments t

The CP&L Employee Relations Department wishes to extend its gratitude to those individuals and organizations who have generously shared their expertise and provided guidance in the development of our Company's drug and alcohol i

abuse education efforts. Among the contributors are i

1 Mr. Peter B. Bensinger, President; Bensinger, Dupont & Associates, Chicago, IL.

Mr. Art Benson, Director of Security, Georgia Power Company, Atlanta, GA Mr. Ed Bomsey, Employee Relations Manager, Edison Electric Institute, Washington, DC i -

Ms. Rebecca Brownlea, Executive Director, Wake County Drug Action Council, Raleigh, NC Mr. Joe Coulter, Director, Employee Guidance Program, Duke Power Company, Charlotte, NC Mr. Robert H. Feldkamp, Chief, Public Information Center, U.S. Drug Enforcement Administration

• Keith M. Halperin, Ph.D., Personnel Decisions, Inc., Minneapolis, MN Mr. C. W. " Bill" Hart, Security Training Unit Supervisor, Baltimore Gas 1

, and Electric, Baltimore, MD i

Mr. Paul Jarcho, Director, Social Resource Center, Northern States Power Company. Minneapolis, MN Mr. Phill McKenna, Director, Employee Assistance Program, Baltimore Gas and Electric, Baltimore, MD Mr. Randolph B. Means, III, Police Attorney, City of Charlotte, NC D. J. Hill, Moffie,NCPh.D., Management Consultants of Chapel Hill, Inc., Chapel

• J Mr. John O' Leary, Director, South Carolina Criminal Justice Academy, Columbia, SC Ms. Deborah Walsh Smith, Director, Employee Assistance Program of the Wake County occupational Health Center, Raleigh, NC i

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j Carolina Power and Light Company Supervisor's Reference Manual on Drug and Alcohol Abuse Table of Contents 4

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, Page Introduction . . . . . . . .. . . . . . . . . . . . . ......

CP&L Drug and Alcohol Abuse Practice i

and Interdepartmental Procedures . .(R,ev,is,ed, 4/1/83), ,,,,,, 1 _

! Alcohol and Alcoholism . . . . . . . . . . . . . . . . ...... 6 Drugs of Abuse . . . .. . . . . . . . . . . . . . . . ...... 10 Observation and Documentation of Changes -

in Employee Behavior . .. . . . . . . .. . . . . . . ...... 20

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• Supervisor's Guidelines for Administering the ~

Company Policy on Drug and Alcohol Abuse . . . . . . ...... 24 i

• Questions and Answers for Supervisors Regarding Drug and Alcohol Abuse . . . . . . . . . . . . . . . ...... 26

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• Behavior and Job Performance Warning Signs. . . . . . ...... 32

Supervisor's Check-List in Observing Behavior . . . .. ..... 33 Guidelines for Conducting A Disciplinary Interview . . . . . . .. . . . . . . . . . . . . . ...... 39 I

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• Sections Added 2/15/85 Revised 2/15/85 l

i Revised 4/1/85 4

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.6-E Introduction The use of alcohol and other drugs is widespread in our society, so much so that a great deal of research and relevant information exists on

, substance abuse. This Supervisor's Reference Manual is not intended to be a comprehensive source of information on alcohol and drug abuse.

, Instead, this manual contains practical materials for use by you, the i

] supervisor, in effectively dealing with employee drug and alcohol abuse ,

j problems.

l Substance abuse among employees is a serious concern to managers throughout the United States. Consider these facts: ,

. National statistics reveal that approximately 20% of the American work force abuse alcohol or other drugs. -

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. Figures from the National Safety Council point to alcohol i

as a factor in about half of the auto crashes in which there was a fatality.

. The cost of alcoholism to the nation has been estimated to be $25 billion a year due to absenteeism, health and welfare

• services, property damage and medical expenses.

. Approximately 35,000,000 Americans use stimulants, sedatives l or tranquilizers.

j . More than 25,000,000 Americans use marijuana; some 50% of users are between the ages of 18 and 25.

The consequences of these factors to industry, family and community are indeed alarming. Like many other companies, Carolina Power & Light f recognizes its responsibility to its employees, customers and investors 4 -

in dealing effectively with the implications of these national social trends. This reference manual is only one component of an extensive and systematic corporate response to substance abuse among employees. CP&L's l efforts in this area are consistent with the Company's long-standing goals of providing its employees with a safe and productive work I .

environment to assure the efficient and dependable delivery of service to r

our customers.

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l COMPANY ORUG AND ALCOHOL STATEMENT OF PRACTICE AND DRUG AND ALCOHOL INIERDEPARTMENTAL PROCEDURE

SUBJECT:

Drug and Alcohol Abuse APPLICABILITY: Employees assigned to or granted unescorted access to nuclear power plant sites.

PURPOSE: To provide guidance for assuring that Company practice on drug and alcohol abuse is adhered to at nuclear power plant sites and to meet regulatory and public acceptance criteria.

STATEMENT OF PRACTICE:

The use, possession, or sale of narcotics, hallucinogens, depressants, stimulants, marijuana, or other controlled substances by an employee while on Company business or on Company property will result in disciplitisry action, including possible termination. '

1 Any other use, possession, or sale of narcotics, hallucinogens, depressants, stimulants, marijuana, or controlled substances by an employee that may adversely affect the employeg's job performance, or that may reflect i

unfavorably upon public or governmental confidence in the manner in which the Ccmpany carries out its responsibilities, may result in disciplinary action, including possible termination.

! The use of alcoholic beverages by an employee on or away from Company

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i property that may adversely affect the employee's job performance, or that may reflect unfavorably upon public or governmental confidence in the manner in which the Company carries out its responsibilities may result in disciplinary l action, including possible termination.

This statement of practice does not apply to medication prescribed by a licensed physician and taken in accordance with such prescription.

PROCEDURE:

RESPONSIBILITY ACTION Department / 1.

Nuclear Ensure that all employees granted access to nuclear Project plant sites participate in a drug awareness Managers orientation program. A dated record of attendance in l this program should be signed by each participating employee and kept on file.

2. Ensure that all managers and supervisors at nuclear power plant sites participate in a drug awareness training program. A dated record of attendance in this program should be signed by each participating manager or supervisor and kept on file.

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3. Require all contractors whose employees are' granted access to operating nuclear plant sites to institute control measures to prevent the use, possession, or sale of drugs or controlled substances on Company property, or while engaged in contract work for the Company.

4. Ensure that all employees are aware of the provisions of the Employee Assistance Program.

5. If it becomes necessary, the Company may exercise its option, upon the authorization of the appropriate _

department head and the department Manager - Employee Relations, to carry out unannounced investigations, inspections, and searches for illegal drugs and controlled substances. These investigations, inspections, and searches may be conducted using such techniques as physical searches, polygraph, chemical screening, trained animals, etc. They may be conducted by Company, contractor, or security personnel. These investigations, inspections,.or searches may be conducted in or outside the presence of the employees who may be affected or in some way connected with the object of the investigation, inspection, o,r search.

Manager- 1. Ensure that all applicants who are being considered Employee for positions which require access to nuclear power Relations plant sites are fully informed by the appropriate recruiter or personnel representative that drug screening procedures are included in the required pre-employment physical examination; and, that if these procedures indicate the presence of drugs or controlled substances, not obtained by a valid prescription, the applicant will not be further considered for employment.

2. Direct that the Minnesota Multiphasic Personality Inventory (MMPI) and drug screening procedures are a part of the pre-employment procedures for all applicants being considered for positions requiring access to nuclear power plant sites. If the '

professional evaluation of the MMPI indicates a background of or a tendency toward drug or alechol abuse or aberrant behavior in the opinion of the Company, the applicant may not be considered further for employment.

3. Ensure that all employees who have less than three years of continuous service as a regular full-time employee with the Company and who are being considered for responsibility or assignment changes which would require access to nuclear power plant sites be PASI-39-2 2

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/ required to undergo drug screening procedures and be evaluated through the administration of the Minnesota Multiphasic Personality Inventory (MMPI) prior to

, being granted access to such sites. If the drug screening procedures indicate the presence of drugs or controlled substances, not obtained by a valid prescription; or if the professional evaluation of the MiPI indicates a background of or a tendency toward drug or alcohol abuse or aberrant behavior in the opinion of the Company, the employee may not be granted access to nuclear power plant sites and may be subject to disciplinary action, including possible termination.

4. Ensure that all applicants who are being considered for positions requiring access to nuclear power plant sites and all employees are fully aware of the .

Company's Drug and Alcohol Abuse Statement of Practice. -

5. Ensure that a drug awareness orientation program be developed for all employees filling positi,ons which require access to nuclear power plant sites. The program objectives will be to acquaint employees with the job-related hazards .of drug use and with the Company practice regarding alcoholic beverages, drugs and contro11'dd substances. This responsibility includes program maintenance and coordination of delivery.

6. Ensure that a drug awareness training program be developed for all managers and supervisors at nuclear power plant sites. The program objectives will be to prepare the participants to recognize drugs and drug-related behavior, and to understand their responsibilities when such substances or behaviors are observed or reported on the job. This responsibility

includes program maintenance and coordination of '

delivery.

7. Ensure that all recruiters and appropriate personnel I representatives participate in the above drug ,

awareness training program and maintain on file a record of attendance.

8. Establish medical examination procedures, including t

drug screens, to be employed at the request of Plant General Manager. Such request will originate when an employee's behavior reasonably suggests to plant supervision that the employee is under the influence of drugs or controlled substances. Request may also result from properly authorized investigations, inspections, or searches.

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Department /- 1. Ensures that any employee observed on the job having Nuclear Project. possession of or under the influ'ence of drugs or Section Managers controlled substances not obtained through a valid prescription, or under the influence of alcoholic

, beverages, is removed from the job by supervision.

i The supervisor is responsible for initiating disciplinary action in accordance with the provisions

of the Company's Drug and Alcohol Abuse Statement of l Practice.-

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2. Ensures that an employee whose behavior reasonably

, suggests the influence of alcoholic beverages, drugs

, or controlled substances is removed from the job by -

supervision and required to submit to a Company I approved medical examination. If the examination

confims the use of such substances, the employee will be subject to disciplinary action. Refusal to submit to a Company approved medical examination under this j provision will be grounds for disciplinary action, i including possible termination.

3. Ensures that employees who report personal abuse of a drug or controlled substance to their supervisor are j counseled and referred to the Employee Assistance

' Program. Temporary reassignment of duties by supervision may be necessary for such employees. l

Plant supervi'sory personnel are responsible for i counseling these employees and may request assistance

from Personnel Relations. The supervisor should ensure i

" that the employee understands that participation in the Employee Assistance Program does not insure continued employment.

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4. Provides to the appropriate Department Manager requests, with full justification, for investigations, inspections, and searches. Any plant manager or 1

supervisor who . feels that any such actions are needed i

thould notify the Plant General Manager and provide full documentation of cause.

' 5. Ensures that plant supervisory Personnel request employees, who are reasonably available, to open their ..

. lockers, or other containers secured by the employee's lock, when such is necessary in any properly authorized investigation,-inspection,'or search before j other means of entry are used.

6. Ensures that all employees are aware that refusal to allow or cooperate with properly authorized

! investigations, inspections, or searches may be grounds for disciplinary action, including possible

. temination.

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7. Direct'the development of site specific plans for the implementation and operation of these procedures.

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8. Notify appropriate law enforcement officials of any suspected illegal activities involving drugs or centrolled substances. Provide cooperation, when requested, in any investigation or legal action resulting from illegal activities involving drugs or controlled substances. Report to the Department / Nuclear Project Manager all requests received from law enforcement officials and all action and responses given to them.

REVISED 04/01/85 O

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I' Alcohol and Alcoholism By far the most abused drug in our society, the drug ethyl alcohol or ethanol is the main type of alcohol found in alcoholic beverages.

Ethyl alcohol can be made synthetically, or as it has been for centuries, produced r.aturally by the fermentation of fruits, vegetables or grains.

The percentage of alcohol contained in alcoholic beverages varies greatly. For example, most beer contains about 5% of absolute alcohol by volume, table wines contain 104 - 144 absolute alcohol and distilled spirits - whiskey, rum, gin, vodka, etc. - contain approximately 40% of absolute alcohol. It is important to note that a person can become an alcoholic on any beverage containing ans amount of alcohol.

The effects of alcohol like any drug depend on the amount ingested at one time, the previous drug experience of the user, and the manner and circumstances in which the drug is taken. Alcohol is absorbed into the bloodstream from the stomach and the intestines. It is carried to the liver and then to the heart and distributed throughout the body's tissues.

Alcohol decreases the activity of parts of the brain and spinal cord in proportion to the amount of alcohol in the bloodstream. The blood alcohol level, that is the proportion of alcohol present in the drinker's bloodstream, depends on several factors. These factors include the "

amount of alcohol consumed, the rate of consumption, the amount and kind of food in the stomach, and the drinker's physical size and build. Thus, the short term effects of alcohol consumption will vary according to the i presence or degree of previously mentioned blood alcohol level factors.

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( Alcoholism, a progressive disease, is an individual's loss of control over his intake of alcohol to the degree that it seriously interferes with his life - his job, his health and his family. This disease can take as long as seven years, however, to develop to the point of endangering a person's job. S'ome experts feel that alcoholism is the fourth most serious health problem in the United States today, preceded only by cancer, cardio-vascular disease and mental illness. -

One portrait of an " average" alcoholic is:

skilled or semi-skilled worker, between 35 and 50 years of age, has been with the company for at least seven years, is married, maintains his/her own home, and has two or more children.

Regardless of the average, there are some basic truths about'today's alcoholics:

, 1. The alcoholic misses more work days than the non-drinker, often with suspicious excuses and in a pattern.

2. The alcoholic reports late to work more frequently than the non-drinker. This happens not only at the start of the work day, but after lunch periods, breaks, etc.

3. The alcoholic exhibits a low frustration tolerance. He has little ability to persevere in a cask, and the minor difficulties he encounters disrupt his performance. Often, he just gives up.

4. Alcoholict tend to be involved in more lost-time accidents than non-drinking workers.

5. Alcoholic workers act impulsively, sometimes with hostility.

They show a lack of judgment in making decisions, and -

consequently, make more mistakes than others.

6. Alcoholic workers produce less than non-drinking workers. Often they are working with hangovers, as " half-men".

7. Alcoholics profess they can "take it or leave it". Periods of abstinence, or " going on the wagon," are broken by the progression of the disease, f

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O I 8 When the alcoholic is confronted by family, friends, co-workers, etc. about his drinking, he makes brusque denials that a problem exists.

9. An alcoholic will arrange his/her daily activities so (a) a steady supply of alcohol can be obtained and (b) there will be enough time to drink the alcohol in a setting of the alcoholic's choice.

For business and industry, the early detection of an employee with a drinking problem is crucial.

Some of the earliest symptoms of a drinklag problem are:

1. Employee leaves the job post temporarily

2. Absenteeism for one day at a time, of ten Monday, Friday, or the day adjoining a holiday, or absenteeism for half-day periods, particularly after lunch -

3. Increasingly unusual and suspicious excuses for being absent

4. A lower quality of work

5. Employee's mood changes after lunch. ,

6. Red or bleary eyes

7. Loud talking

8. Drinking at lunch time

9. Longer lunch periods

10. Hand tremors

11. Frequent trips to the bathroom Admitted alcoholics warn of the presence of the following signs during the very early stages of the disease:

1. Hangover on the job

2. Increases nervousness /jitterynets

3. Drinking in the morning, before work

4. Drinking during working hours

5. Leaving work early

6. Being late to work As the disease progresses, continue to look for the above symptoms, and become aware of:

1. A less even, spasmodic work pace

2. A lower quantity of work

3. Hangovers on the job Admitted alcoholics caution that, at this stage, the following also become evident:

1. Red or bleary eyes 2 Worker is more edgy / irritable

3. Worker avoids the boss or work associates 8

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j I Later on in the early stages of alcoholism, the following signs will be

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displayed by the problem drinker: .

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1. Drinking during working hours

2. Avoiding the boss or work associates j 3. Flushed face i 4. An increase in real minor illnesses I Again, admit [ted alcoholics add signs to the ' list at this stage:

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1. Mood changes after lunch

. 2. unger lunch periods j 3. Breath purifiers

4. kwer quality of work

5. Lower quantity of work 0

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) g DRUCS OF ABUSE I

4 The information contained in this section was developed from

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] materials originally published by the United States Drug Enforcement I

Administration, the American Medical Association, National Institute On i'

( Drug Abuse, and Addiction Research Foundation of Ontario, Canada. For

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the purposes of this manual the following definition will be utilized:

Druo - any chemical substance that alters mood, '

I perception or consciousness and may be misused to the apparent injury of the j individual or scciety.

f 3 Commonly Misused Druas

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NARCOTICS - A class of drugs which induces sleep or stupor relieves pain. This classification includes opiates t and their derivatives. "

i j A. Opium (Papaver Somniferum)

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Description:

The dried, coagulated milk of an unripe

! . opium poppy. '

2. Identification: A dark brown, coagulated, plastic-like i

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3. Methods of use: Opium may be smoked through a i

long-stemmed pipe. It has for the most part been replaced by its more power derivatives, morphine and herion.

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B. Morphine t

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Description:

Medically, the preferred drug for the relief of pain. Morphine is widely used by addicts,  ;

particularly when heroin is difficult to obtain. It is derived ~from crude opium. Tolerance builds rapidly. '

i 2. Identification: An odorless, light brown or white l

' crystalline powder. Morphine may appear on the market as tablets, capsules, or in powder form. s i

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3. Methods of use i Morphine is either injected as a liquid, I or take.. by mouth. It acts on the contral nervous system

] as an analgesic or pain killer. Traces of morphine 3

detectable by laboratory techniques remain in the body

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for 6-18 hours.

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I Signs and symptoms: Much like those of the more commonly misused drug, heroin.

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• 4 C. Heroin (Diacetylmorphine) s

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Description:

Heroin is much more potent than morphine and is a derivative of morphine. The intense euphoria or "high" produced by the drug has made heroin the most popular narcotic among addicts. Heroin is similar to all narcotic drugs in that tolerance to its effects rapidly develops. As a result, the user must take larger '

i quantities. An individual may begin with a dose of two to eight milligrams but addicts may use as much as 450' milligrams per day as tolerance is acquired.

2. Identification: Most often found as an odorless, white, off-white, or light brown powder. 4 u

3. Methods of use: The most common administration is intravenous (mainlining). A drug user's " work kit" is ' '"

used to convert heroin into a solution. The kit generally contains matches, a teaspoon with a bent nandle or small metal bottle cap, medicine dropper, hypedermic needle, and a piece of cotton. The powder is put into a spoon, mixed with water and heated to form a solution. The solution is then injected into the blood stream, generally into the arm. The addict may use his belt as tourniquet to make a vein stand out. Heroin is also taken by mouth. When injected under the skin, the term " skin popping" is used.

The effect is slower and less intense.

4. Sions and symptoms:

a. Scars (" tracks") on the arms or on the backs of" hands, caused by injecting drugs.

b. Pupils constricted and fixed; possibly dilated during withdrawal,

c. Scratches self frequently.

d. Loss of appetite. Frequently eats candy, cookies, and drinks sweet liquids,

c. May have sniffles, red, watering eyes and a Ocugh which disappears when he gets a "fix". During withdrawal the addict may be nauseated and vost*.ing.

Flushed skin, frequent yawning, and muscular tiwitching are common. These symptoms also disappea'r when th_e addict gets a "fix".

f. Users often leaves syringes, bentspoons, cotton, ~

needles, metal bottle caps, medicine droppers, and '

glassine bags in locker or desk drawers,

g. The user is lethargic, drowsy, and may go on the " nod" -

(i.e., an alternating cycle of dozing and awakening.)

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Anyone dissolving tablets for injection'rund(a grSwt risk and danger of lung impairment due tio deposits of g

talcum (part of the tablet) obstructing'or occluding i r the lung through the blood stream. '

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4 D. Codeine (Methylmorphine)

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Description:

A derivative of morphine, it is commonly available in cough preparations. Some of these cough I

preparations containing codeine have been available j without prescription and they have been subject to abuse.

Codeine is less addictive than morphine or heroin and less potent in terms of inducing euphoria. Withdrawal symptoms, when they occur, are less severe than with the

, more potent drugs. Codeine may be used for the a

N- maintenance of addiction or as a temporary replacement for morphine or heroin.

! 2. Identification: A white crystalline powder or tablet

! added to various liquids (cough syrup).

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3. Methods of use Most often taken internally by swallowing the liquid. On occasion, addicts will boil cough syrup to l reduce the solution to a higher concen'tration of codeine.

i l II. STIMULANTS - A stimulant is a substance which increases the l central nervous system reaction. The most widely known and used stimulant is caffeine which is found

, in coffee, tea, cola, and other beverages. Caffeine j is, of course, very mild. The amphetamines, j synthetic stimulants, and cocaine, a stimulant j ,

manufactured from the leaves of the coca bush, are i

t stimulants controlled under Federal and North Carolina Law.

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] A. Amphetamines 1

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Description:

The stimulant effects of amphetamines are 4

' medically used to treat a variety of conditions including obesity, short term control of fatigue, Parkinsonism, i

I depressive syndromes, behavior disorders, and poisoning by central nervous system depressants. Psychological j

dependence is common to amphetamine misuse. Abuse of stimulant drugs brings about hyperactivity, hallucinations, and a general excitability. Continuous misuse of amphetamines may produce a psychosis resembling paranoid schizophrenia with accompanying delusions and j

hallucinations. \mphetamine abuse can also produce high blood pressure and abnormal heart rhythm. Types of amphetamines include di-amphetamine (benzedrine),

t + t d-amphetamine (dexedrine, dextrr -amphetamine) .

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4' d \ Amphetamines may be used in a social setting although there are many solitary users. Many combine this s

\- stimulant with other drugs, including alcohol, to

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experiment with the effects obtained from the various j  ? 4 t * ~ combinations. Serious drug abusers most often inject amphetamines intravenously. In fact, the excitability and intense paranoia that result from amphetamine injection j 12 t

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1 suggests a much greater danger of violent outburst than i

i would occur with a heroin addict. Amphetamine users often stay awake for days without food, undergoing hallucinations and bouts of paranoia, then lapsing into

, long, deep recovery sleeps. Unlike the " drifting off" effect of heroin, injected amphetamine creates a " flash" or "high" and an illusion of heightened mental power.

l Methamphetamine (Speed): There has been an alarming increase in the number of " Speed" users, generally among teenagers and young adults. Methamphetamine is the most potent and hence the most dangerous of all the amphetamines. Its effects are similar to those from other drugs in this category but are far more intense.

2. Identification: Most amphetamines arc legitimately manufactured in capsule cr tablet form. The commonest form is a white powder in many operations.

3. Methods of use: Amphetamines are used as tablets, capsules, and in solution for injection. Most amphetamine j

users begin with low doses or oral amphetamine a'nd slowly increase their dosage to 150 and 250 milligrams daily.

When the desired results are not obtained, they change to the intravenous routo. The toxic dose of amphetamine varies, depending upon the individual. Increased dosages

, are continually made in order to obtain the desired effects. Period of detectability in body fluids is 24-36 hours.

4. Signs and symptoms: Amphetamine users tend to be very talkative and engage in compulsive but purposeless activity such as dismantling and attempting to reassembic machinery that was working properly.

B. Cocaine (Erythrorf on l Coca)

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Description:

Cocaine is an odorless, white fluffy powder.

Cocaine is prohibited under the drug abuse laws. Cocaine is a potent contral nervous system stimulant and therefore it is in no way similar to heroin or morphine, which are narcotics. It is a stimulant similar to the amphetamines.

At one time, cocaine was widely used as a local anesthetic, but it has now been largely replaced by synthetic substitutes such as Procaine or Novacain or Xylocaine.

2. Identification On the illegal market, cocaine appears generally as an odorless, white, fluffy powder.

3. Methods of uses Cocaine is generally sniffed and is e

absorbed through the mucous membrane of the nose. It can also be injected intravenously, directly into the bloodstream. The result of either method is a strong 4 13 e

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l I stimulation of the central nervoue system. One well-known

, method is to combine cocaine with heroin into a powerful injection known as a "speedball." Morphine is also used in combination with cocaine.

4. Signs and symptoms: The user will appear to have an euphoric feeling and be energetic. Pupils are dilated and fixed. Tremors may occur. The euphoric sensations are short lived and accompanied by periods of superiority.

These are quickly replaced by feelings of anxiety and i depression, sometimes accompanied by hallucinations and paranoid delusions.

III. SEDATIVES - Sedatives affect the central nervous system. They are used to induce sleep (hypnotic effect) or act to calm the nerves (sedative effect). They are known as tranquilizers or seeping pills. There are three categories of sedativest barbiturates, nonbarbiturates, and benzodiazepines.

I A. Barbiturates

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Description:

A barbiturate is a sedative and a hypnotic drug which exerts a powerful depressant or calming action on the central nervous system. The medical uses for

, barbiturates are varied and extensiver nervous tension I

(to calm people suffering from anxiety), hypertension (to reduce blood pressure), insomnia (to induce sleep),

epilepsy (to prevent convulsions). Barbiturates are also used for a variety of other physical and psychological ailments. Barbiturates, like heroin, create a physical and psychological dependence. The dangers of barbiturates lie in the withdrawal syndromes which include a lack of muscular coordination similar to epileptic seizures.

Respiratory failure can also occur with withdrawal. As a result, barbiturate addicts must be withdrawn under close medical supervision. Convulsions can occur up to the 16th l day of withdrawal. High doses of barbiturates among chronic users may create a feeling of elation, tranquility and well being.

There are three different classifications of barbiturates.

They are:

a. Those where the effect is slow in starting but of long

, . duration, such as phenobarbital.

b. Those where the effect is intermediate in terms of starting time and duration. These include butabarbital and amobarbital,

c. The short acting, fast starters which include secobarbital and pentobarbital.

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,, 2. Identification: Barbiturates are most often manufactured in capsule or tablet form. The slang names for the barbiturates come from the color and shape of the capsule or tablet. Often a shortening of the trade name is used.

3. Methods of use: Barbiturates caa be taken by mouth, intravenously or rectally. Daily doses, over a long period of time, of 0.4 grams have been claimed to produce a significant degree of dependence. Barbiturates depress the individual's mental and physical functions. The abuser is slow in speech, slow in action and very erratic in his judgment. On wit.. awal, a long term barbiturate user experiences similar reactions to the hard core -

narcotic addict because his body develops a tolerance and suffers severely.

4. Signs and symptoms:

a. Behavior like that of alcohol intoxication, but without the odor of alcohol on breath.

b. Staggering, stumbling, or apparent drunkenness without odor or use of alcohol. '

c. Falling asleep while at work.

d. Slurred speech.

e. Pupils dilated,

g. Difficulty concentrating.

B. Nonbarbiturate Sedatives

1.

Description:

Among the most commonly abused .

nonbarbiturate drugs are glutethimide (Doriden),

meprobromate, (Miltown) , methyprylon (Noludar) ,

ethchlorvynol (Placidyl), and methagualone (Sopor, Quaalude). These are prescribed to help people sleep.

2. Identification - See Barbiturates

3. Methods of use - See Barbiturates

4. Signs and symptoms - See Barbiturates C. Benzodiazepines --

1. Descriptien - This group of sedatives are often referred to as " minor tranquilzer". Benzodiazepines, especially diazepam (Valium) are prescribed to relieve anxiety, are commcnly abused, and their rate of abuse and misuse is increasing. These tranquilizers act somewhat differently from other sedatives and are considered relatively less hazardous. But, even by themselves cr in combination with 1

l  ;

other drugs (especially alcohol and other sedatives), they i .

can be quite dangerous. Users can become dependent on 15

/ tranquilizers, as well as on other sedatives. As with any drug that produces dependance, uncomfortable physical sysmptoms have been associated with tranquilizer withdrawal.

About 50% of all the people admitted to emergency rooms as a result of nonmedical use of sedatives have a legitimate prescription for their drug.

2. Identification - See Barbiturates

3. Methods of use - See Barbiturates

4. Signs and symptoms - See Barbiturates IV. Hallucinogens A. Marijuana or Marihuana (Cannabis sativa)

1.

Description:

Marijuana is a plant which belongs to the hemp family. It can grow to heights of 12 to 14 feet.

The active principle, tetrahydrocannabinol, is ob'tained frcm the amber colored resin of the flowering tops and leaves of the plant. The plant can grow in almost any climate and in most soil conditions, but seems to flourish best in semi-tropical areas. At one time marijuana was used to relieve pain and promote sleep, but unpredictable effects led to its abandonment. Presently, medical authorities are searching for proper medical use of marijuana. Marijunana is a hallucinogen possessing both the elements of stimulation and depression.

2. Identification: Marijuana usually looks like green tobacco and often contains seeds and stems. Because of its coarseness, cigarettes are made with a heavy grade of tobacco paper. These " joints" are usually hand rolled and closed on both ends because of the loose fill and the dryness of the weed. This will generally cause it to be shorter than the regular length cigarette of tobacco.

When burning, marijuana has a distinctive odor similar to burning rope or alfalfa. The odor will hang in the air and for a short time is noticeable on the user's breath

• and clothing.

3. Methods of use: The most popular method of abusing marijuana is by smoking it through a cigarette or a pipe.

Often, tobacco is mixed with marijuana to act as a binder and to make it burn more slowly. Another method of smoking marijuana is known as "steamboating." The marijuana is smoked through a cardboard tube. One method involves extracting and separating the marijuana resins and taking them orally with tea or mixed in a cookie. The resin can also be extracted by boiling the plant.

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Marijuana cigarettes are often used in a group situation -

a person inhales the smoke, then passes the cigarette on to the other members of the group. After smoking one cigarette, another is lighted and passed around. The  ;

users try to hold the smoke in their lungs as long as  ;

possible to get the most effect from the drug. Exhaled smoke is of ten inhaled again using a method employed only

, by the more experiencid smokers. The burned remnant of the " joint" is known as a " roach." These are often saved

and smoked.

t The effects of smoking marijuana are often similar in many respects to those of alcohol. The marijuana user will .

speak frc:.; r, daydream, and appear in a state of 4

semi-sedation. However, the overall effect of the drug is predictable largely by the user's personality and the presences of others in the room who are having similar sensations. After five or ten minutes, many users have a feeling of restlessness and anxiety. Speech becomes rapid, time appears to pass slowly, distances may appear shortened, memory deteriorates, and concentration becomes difficult. Large amounts of marijuana may produce hallucinations after 20 to 25 minutes. the total effects of a marijuana " trip" can last from three to five hours.

1 The after-effects of marijuana are visually minimal.

Physical addiction is absent, but use of marijuana may j result in psychological dependence. There appears to be no withdrawal symptoms. The dangers from the use of marijuana have recently been greatly enhanced by the large scale introduction of hashish (a ' concentrated resin from the marijuana plant) .

4. Signs and symptoms:

a. In the early stages of marijuana usage, the person may appear animated with rapid, loud talking and bursts of laughter. In later stages, he may be sleepy.

b. Pupils may be dilated and the eyes blood shot.

c. May have distortions of perception and hallucinations.

\

The marijuana user is difficult to recognize unless he is.

actually undar the influence of the drug, and even then,

he may be able to work reasonably well. The drug may distort his depth and time perception, making driving or the operation of machinery hazardous. Long continued use of marijuana has been associated with mental deterioration.

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,. _ - . J - _ _ _ _ . - _ - _ - . . - _ _ _ _

B. LSD (D-lysergic acid diethylamide)

1.

Description:

LSD is a powerful synthetic chemical developed in Switzerland in 1938. Its perception-altering properties were accidentally discovered in 1943.

LSD is synthesized from substance obtaincd from ergot, a fungus that grows as a rust on rye. LSD has been used i experimentally to treat patients with severe psychosis; however, such use has created many more adverse than l

beneficial effects. Its medical use is extremely limited and it is not accepted for medical treatment at present.

Recent studies have indicated that LSD may cause chromosomal damage resulting in congenital birth defects. .

LSD can produce a feeling of complete detachment from i reality and can cause actions that lead to serious injury or even death to users. An LSD user can also become dangerous to others.

~

2. Identification: LSD commonly appears as a white powder or tablet and also as a clear, colorless, odorless liquid.

It is impossible to identify visually and its presence can l only be substantiated by qualitative and quantitative analytical tests.

3. Method of use: LSD is generally taken by mouth.

Practically any substance such as a table, sugar cube, cookie, paper, etc., can be a source. When LSD was first introduced into the illicit market it was commonly added to a sugar cube. On rare occasions, LSD Is injected directly into the bloodstream. THe effect of LSD changes the levels of certain chemicals found in the brain, including serotcnin, which produces changes in the brain's electrical activity. This may result in hallucinations, i

4 the intensification and distortion of sensory perception, panic, violence, suicide, or a loss of sanity.

Hallucinations may recur (with the same intensity) any

time up to two years after the original " trip."

4. Signs and symptoms:

a. Behavior and mood vary widely. The user may sit or ..

recline quietly in a trance-like state or may appear fearful or even terrified.

, b. In scme cases, dilated pupils,

c. Increase in blood pressure, heart rate, and blood sugar.

d. May experience nausea, chills, flushes, irregular breathing, sweating and trembling of hands.

e. There may be changes in sense of sight, hearing,

, touch, smell, and time.

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/ It is unlikely that a person who uses LSD, for instance,

would do so at work, since a controlled environment, often involving a friend to provide care and supervision of the user, is generally desired.

C. Phencyclidine (PCP, " Angel Dust")

Phencyclidine, developed in the 1950's, is now licitly manufactured as a veterinary anesthetic under the trade name Sernylan. Since 1967 it has also been produced in clandestine laboratories, frequently in dangerously contaminated forms.

The prevailing patterns of street-level abuse are by oral ingestion of tablets or capsules, containing the drug in -

powder form both alone and in combination with other drugs,

.and by smoking the drug after it has been sprinkled on j

parsley, marijuana, or some form of tobacco. It is sometimes sold to unsuspecting consumers as LSD, THC, or mescaline.

i Reported experiences under the influence of phencyclidine are mainly nondescript or unpleasant. In low doses the experience usually proceeds in three successive stages: changes in body image, sometimes accompanied by feelings of depersonalization; perceptual distortions, infrequently evidenced as visual or auditory hallucinations; and feelings of apathy or estrangement. The experience often includes drowsiness, inability to verbalize, and feelings of emptiness or

" nothingness." Reports of difficulty in thinking, poor' concentration, and preoccupation with death are common. Many users have reacted to its use with an acute psychotic episode.

Common signs of phencyclidine use include flushing and profuse sweating. Analgesia, involuntary eye movements, muscular incoordination, double vision, dizziness, nausea, and vomiting may also be present.

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i OBSERVATION AND DOCUMENTATION OF CHANGES IN EMPLOYEE BEHAVIOR Changes in an employee's behavior is a major indication of potential employee reliability problems. In order to accurately detect an employees behavioral change the supervisor must be familiar with the employee's routine day-to-day behavior. The behavior change itself may not be a problem per se, but only an indication which calls for closer ~

observation regarding other changes in work performance.

What should a supervisor look for in behavioral change? Most behavior is non-verbal and supervisor's should not rely on verbal behavior to detect changes. The supervisor should particularly note an ,

employee's behavior around co-workers, outcomes of employee behavior such e

i as unfinished jobs, and complaints about the employee. In a similar and related vein, the supervisor should follow up hunches and hypotheses about the employee which the supervisor himself generates. Remember; the purpose of your observation of an employee's behavior is not psychological or medical interpretation but simply identification of behavior and behavior changes that may affect work performance.

It is important that behavioral data which is collected be as specific as possible and be centered on job performance or any unusual behavior on the job. Recurring patterns ought to be noted. Everyone has an "off day" once in a while so observation or documentation should go on over a period of time. Collection of data helps the supervisor make a fair and impartial assessment of job performance. It also guards against

" euphoric recall", that is remembering only the peaks of performance --

the " good days" and not the " bad days". The supervisor is not a counselor or judge of the employee. Rather, he is someone who assesses r

( performance and then takes appropriate action.

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The following is a partial listing of employee behaviors which

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should be documented by the supervisor or manager. It is not an all-inclusive listing but illustrates common employee behaviors which should be documented. Additionally, the observation and subsequent documentation of these behaviors would prompt further supervisory observation of the employee under scrutiny.

Job Performance ,

1. Frequent absence or day off with vague or impossible excuses

2. Excessive use of sick leave

3. Tardiness 4 Early departures *

5. Erratic or deteriorating production .

6. Missed deadlines

7. Failure to follow instructions j 8. Errors in judgment '

9. Absent from post frequently

10. Repeated or unreasonable accidents on or off the job 1 11. Patterns of decreased efficiency as compared to past performance i

1 Other Indicatio_n_s_

1. Complaints frem fellow workers about an employee who is difficulc to "get along with"

2. Over-reaction to criticism

3. Able to get other workers to take over job responsibilities for no good reason

4. Begins to avoid associates

5. Personal appearance becomes " sloppy"

6. May appear withdrawn or preoccupied 7 Wide mood swings during the day for no apparent reason

8. Might smell of liquor or use breath deodorizers Data Pertinent to Supervisory Level

1. Become lax in his supervisory duties .-

] 2 .' Issues conflicting instructions to employees

3. Uses employees' time and skills to cover responsibilities i

clearly within his job description

4. Submits inccmplete reports and data

5. Mismanages budgets 6 Fails to coordinate schedules 21 i

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l Specific action to be taken by the supervisor to correct poor job performance due to emotionally based personal behavior problems does not  ;

differ basically from action to be taken to correct poor job performance ,

resulting from any other reasons.

WHAT THE SUPERVISOR SHOULD DO

1. The supervisor should make sure each of his employees is informed about and understands what is expectad of him in terms of work performance and attendance. -

2. The supervisor should be alert, through continuing observation,

+

to changes in the work and behavioral patterns of employees under his supervision.

3. The supervisor should document all unacceptable behavior, '

attendance and job performance that fails to meet established standards.

I

4. The supervisor should discuss deteriorating work performance, attitude or attendance with the employee. Make it clear that the Company is concerned with job performance. Unless performance improves his job is in jeopardy.

5. The supervisor should monitor employees' work perfe rmance,

~ intervene if work continues to deteriorate and sugsest that the

' employet contact the Employee Assistance Program Director. In referring the employee to the program, he should explain that the employee must decide for himself whether or not to seek assistance, emphasizing that the program is strictly confidential. The supervisor should notify his supervision through the customary channels of any proposed action regarding an employee.

6. The supervisor should be aware that the alcoholic tends to deny his illness. The sicker an individual becomes, the more convinced he tends to be that he doesn't have a problem -- or at least a prcblem he can't handle himself.

7 Be sure all employees are aware of the service available to them through the Employee Assistance Program.

WHAT T!!E SUPERVISOR SHOULD NOT DO i

1. The supervisor should not play the role of " amateur

' diagnostician." He is not necessarily qualified to judge whether an employee is an alcoholic or drug dependent. The supervisor must stick to job performance. Don't moralize!

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2. The supervisor should not discuss whether or not an. employee has a drinking or drug problem or attempt to counsel him in this regard. He should not discuss alcohol or drug abuse unless it occurs on the job or if the employee's behavior is directly i y related to the Company's Drug and Alcohol Abuse Practice.

3. The supervisor must not engage in any " cover-up" activities f

regarding any " problem employee."

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E CAROLINA POWER & LIGHT CCMPANY l

SUPERVISCRY GUIDELINES FOR ADMINISTERING l TH'E OCMPANY PCLICY ON DRUG AND ALCOHOL ABUSE l These guidelines are for use by supervisors at all levels throughout the Company. They are intended to provide assistance in the administration of the Company's drug and alcohol abuse policy.

1. All supervisors have the responsibility to support and administer the Drug and Alcohol Abuse Practice and interdepartmental procedures. ~

2. Employees who have a drug or alcohol problem and who ask for help should be referred immediately to the Company's Employee Assistance Program.

This request for assistance cannot be,used by an employee as a means of avoiding disciplinary action when violation of the Company's drug abuse policy has occurred. "

3. Each supervisor is responsible for taking appropriato action whenever an employee's demonstrated judgment or performance appears to be impaired by the possible use of drugs or alcohol. When a supervisor suspects that an employee is unfit for duty, arrangements should be made, if practical, for at least one other supervisor to observe and evaluate the employee's behavior. The employee's supervisor should ask the employee to explain why job performance appears to be impaired.

Should the employee's explanation fail to satisfy the supervisor and it is still the supervisor's determination that the employee may not be fit for duty (and that drugs may be involved), the supervisor should consult with the next level of management and the personnel representative, if avail-able, and should accompany or see that another member of management accom-panies the employee to the designated MD or hospital for examination. If the employee declines to go, the employee should be warned that refusal could result in disciplinary action and the employee should be requested to proceed as directed. If the employee refuses, the employee shculd be removed from assigned duties pending further investigation.

4.

When a supervisor observes what appears to be the use, sale or possession or illegal drugs by employees on the job, the supervisor should take the following steps:

• A. r mmediately obtain and preserve all drugs and/or paraphernalia, if possible.

As scon as time permits, get another supervisor and local security to direct any further investigation necessary.

B.

Separare employees believed to be involved and accompany them to a location where they can be questioned individually by security about

- 1.o incident.

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C. The incident should be reported to your superior as well an tnr security organization and Frployer Re.tations, j

It may also be necessary to take action if the employee + pear- te, l-under the influence or a drug. In this cane, reter to lten #3 in there guidelines.

, D. Turn any drugs or paraphernalia over to security which can be roacled on a 24-hcur basis.

E. If the employee has not been removed trom Company property by taw enfercement personnel, send the employee home or arrange for transportation there, depending on condition. Make no commitment regarding whether the employee will be paid or what discipline will

, follow.

5. Following any incident that might fall under these guidelines, it in essentfal that the supervisor immediately make a detailed record of ell actions, observations, statements and other pertinent factc, to irctude j date, time, locations, and witnesses to the incident.

l 6.

An employee who has been arrested for a drug-related of fense ctf duty r

should not be permitted to report for work until the Employee Palations Department and security have been consulted.

7

} If drugn or drug paraphernalia are found on company prcperty and it is not obvious who the owner is, the first step should be to report the incident to your supervisor and security. An effort will be made by sacurity to determine the owner of the property by questioning nuper'risors or employees who nay have been in the immediate area. Upon instruction from security, the appropriate law enforcement authorities may be contacted and all drugs and illegal drug paraphernalia turned over to them. A stared 1

receipt should be obtained frcm the authorities.

8. If a supervisor receives a report that an erployee has violated the Ccmpany drug policy, the supervisor abould obtain as mucn detailed

}

information as possible f rom the persen reporting the violation. The supervisor's superior, personnel, and security should then be notified.

Unprcved allegations cf drug policy violations shall be kept highly

}

confidertial and shall be discussed with management-level individuals who

, have a need to know by virtue of their-position of responsibility.

Familiarize ycurcelf with the t cepany drug and alcohol abuse reference manual a d " tining caterials provided. As a supervisor, you are responsible for

• nafety and efficiency at your work location, conformity with the law and Company policy and regulaticns. Failure to intervene in situations where

' 22pairment en the jcb erd possible compromise to safety or security are

concern.d will reprevene, a failure to exercice appropriate delegated authority and responsibility,

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CAROLINA POWER & LIGHT COMPANY OUESTIONS AND ANSWERS FOR SUPERVISORS REGARDING DRUG AND ALCOHOL ABUSE POLICY i

Q. How can I tell when an employee is not in a condition to perform assigned work?

A. An employee's physical appearance, unusual behavior, slurred speech, incoherent manner, lack of coordination, etc., may '

indicate that the employee is not in a condition to perform -

assigned work. Observation of job performance should be indicative. Is the employee drowsy, careless, inattentive?

For specific signs of possible drug and alcohol use, a supervisor should refer to the training and reference material that has been supplied.

O. Is it possible for a supervisor to determine whether an employee is actually under the influence of alcohol or -

drugs?

A. It is not possible without a chemical analysis for a supervisor to determine whether an employee is under the influence of a specific drug. In obvious cases, howeve.r, a supervisor should be able to determine that an employee is not in a condition to perform assigned work. Supervisors should generally rely on a fitness-for-duty exam before

' coming to any conclusion, but in circumstances when an exam cannot be administered, the supervisor, with the aid of another supervisor's observation, should be able to reach a

' determination a r c'. safety.

that would be valid for purposes of discipline

9. What should I do if an employee comes in smelling of whiskey

.r beer?

The smell of alcoholic beverages often lasts longer than their effects, so the presence of an alcohol odor alone is not a fool proof indication that an employee is not in a _

condition to perform assigned work. It is, however, a warning sign, and the supervisor should keep a close eye on the employee for additional indications. If the employee ,

comes in repeatedly with an alcohol. odor, the supervisor should talk to the employee about personal habits and about thO avdilability of the Employee Assistance Program, i

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Q. How should I handle borderline cases where i think the

( employee may be unfit for duty but I am no' aure?

A. No guidelines can be so specific as to cover every situation. Two factors should be kept in mind, however.

First, safety is always our primary consideration, and if any doubt exists about an cmployee's fitness to perform a specific task, take the employee off the job. Second, referral of an employee for a fitness-for-duty exam is not a

, form of discipline. If the lab reports back that the employee had no foreign substances in their system, the employee is simply paid for the time they were on administrative leave and comes back to work. Do not be afraid to use the procedure when doubt exists, though use should not be so frequent that employees feel harassed.

Specific guidance will be given by a personnel representative and your superior in each' case.

Q. Why is it important for a member of supervision to accompany an employee to a fitness-for-duty exam?

A. .Three reasons: (1) in most cases, when an employee is unfit '

4 to do their job, they are also unfit to drive to the i hospital or clinic; (2) it is important that a fitness-for-duty exam be administered as soon as possible to get an i

accurate indication of the employee's condition when the employee is on the job (some chemical substances are undetectable within just a few hours of their being taken);

(3) a member of supervision should be present and in control to ensure that appropriate actions are taken.

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Q. What should a supervisor do if an employee refuses to be driven home?

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A. Supervision should take all reasonable steps to ensure that someone unfit for duty and possibly under the influence of drugs or alcohol does not try to drive. If the employee will not ride with the supervisor, suggest that one of the employee's co-workers drive. If that does not work, try to get one of the employee's family members to pick the employee-up. If necessary, advance the appropriate funds i

for whatever transportation arrangements must be made. ,

l G. Mcw long does it take to get the results back from a fitness-for-duty exam?

l A. Usually three to five days. When the medical resource takes the samples, it is:sont to a laboratory for analysis.

Curing this time, the employee should be placed on administrative leave.

___ _ . . _ . - , ._. _ . _ , . _ . . _ . ._ ,_, .m. _, _. ,

Q. What should I do if I see a number of employees using drugs

, and the possibility exists that they may bec,me hostile if confronted?

A. Get help. Contact security and other supervisors.

Supervisors should not allow illegal activity on Company property to go unchallenged. They should not, however, subiect themselves to unnecessary risk.

Q. What should I do if an employee refuses to surrender a suspicious substance when so instructed?

A. Request that the employee accompany you to your office or work station while observing that the employee does not dispose of the substance. Repeat your instruction in the presence of another supervisor, warning the employee that continued refusal could result in discipline up to and including discharge. If the employee still refuses, contact security on site. Be sure to consult with your supervisor and Employee Relations. ,

Q. How important is it to have another supervisor present when I ouestion an employee?

A. It is very helpful, especially if the employee chooses to challenge your action later on. It is also helpful for supervisors to have the benefit c f a second management opinion.

Q. Is it lawful for supervision or Company security personnel to inspect lockers, desks, or work stations of employees?

A. Ye , however, there should be a common sense, reasonable basis for such an inspection, ranging from implementation of a periodic inspection policy to specific reasons or reports of possible policy violation by an individual employee.

Caution must be taken to avoid any inspections that are discriminatory or harassing in nature. It is a good idea to have another member of management as a witness. The results of such inspections may provide an appropriate basis for .

dirciplinary action. Supervisors should be aware, however, that an inspection leading to evidence which is used in a subsecuent crininal prosecution may be scrutinized by the courts to determine the admissability of the evidence. For evidence to be admissable, courts require that probable cause exist end may require that a search warrant be issued.

Por this kind of inspection, security and local law

.niorcement should be involved.

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g O. What should I do with any drugs that I find?

A. Nuclear operation locations will have a memuer of security on site that should be contacted immediately. If you cannot contact the supervisor.

nearest security representative, call your Keep the suspicious substance under your direct custody to avoid it being tampered with, and turn it ever to security as quickly as possible.

Q. What if an employee is arrested off Company property for suspected drug activity?

A. Call your personnel representative. You have a right to

1. determine if an employee's off-the-job actions represent a

' violation of policy. If the facts indicate violation of Company policy, the Company has a right to take disciplinary action regardless of the outcome of any court action. Each situation will be judged on the circumstances of the arrest, the employee's record with the Company, and the impact the arrest may have on Company operations.

! Q. What if an employee is called to come into work on a day off and the employee admits to having consumed alcohol earlier that day?

, A. The supervisor must keep in mind the need for fitness for duty.

If an employee who is called in to work on an off day is not fit for duty, the supervisor should find someone else to do the work that day. However, the employee involved should be advised that a part of the job is availability to work on a call-in basis. If being unfit for duty on a call-in basis becomes a recurring problem, the employee should be made aware.that disciplinary action may be taken.

Who do I contact for a fitness-for-duty exam?

Mach nuclear station or construction site has a hospital designated for emergency purposes. The blood and urine test prucodures and consent form have been provided to such tocations.

crx amployee Ato supervisor from the facility should accompany -

u._ the location for testing and should place test.

employee on administrative leave pending results of the

Q. If you see someone using what ,' o u suspect r.:ay be alcoholi;

, beverages or drugs on the job, what should y~ 307 A. If the employee reports to you, take irrediate steps to intervene so that such activity is terminated. Even if the individual does not report to you. as a supervisor you

' should intervene or take steps to see that immediate attention and intervention by management takes place. As a supervisor, it is your obligation to report illicit drug use j and/or possession. Company regulations prohibit possersion j

or use of alcohol or drugs while at nuclear cenerating station locations. Dctermine as best you can exactly what i

was taking place, document exactly what you have observed.

Obtain and preserve any containern or contraband found and take administrative action, including relieving the ~

i employee (s) from duty as appropriate.

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Q. What should you do if you hear about the use, buying or

, selling of illicit drugs either at work or away from the work site? ~

i A. If you hear rumors of drug uso, even though you have not actually seen anyone using illicit drugs, consult with your j

a own supervisor about what you have heard. If you have reason to believe an employee is involved in criminal activity such as selling drugs or stealing to support a drug j

( habit, report the facts to supervision and security.

Specific cirection.- will bn provided.

i O. What level of alechol or other drugs does the Company d consider to be over the limit?

A. Th< issue is not the level of the alcohol or other drugs but ut. cher the supervisor feels the employee is in a condition

} 1; work, safely and efficiently. If there is a question as to fitness, the supervisor should err on the side of safety.

G. Don the. Company plan to begin random blood or urine

.x.eenings?

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Th. Ccmpany has ne current plans for such screenings. -

loweve r , in the esent of repeated incidences of drugs being fc.u.d at work locationn or other indications of widespread 4

abuce, the Ccmpany may inplement such measures after

.xhausinq other efrorts.

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Q. Does the Company plan to have inspections for illegal drugn

( conducted on nuclear generating staticn pro: . ty, including the use of dogs?

A. Company management will authorize announced or unanncunced inspections for illegal drugs or contraband. Such actions may involve an individual employce or groups of employees.

The Company does not intend to search indiscriminately lockers or personal vehicles on Company property, but reserves the right to conduct inspections and searches in order to protect the safety of the work location and to investigate possible violations of the law and Company rules. Refer to the supervisor's reference manual for further information.

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. BEHAVIOR AND Jos PERFORMANCE o " WARNING SIGNS"

( Job behavior and work performance should be the concern of the Supervisor. Expert knowledge about abuse of controlled substances or abused drugs isn't neces sa ry , but the Supervisor should remain alert to changes from the normal work pattern and/or behavior of the employee.

It's the responsibility of the Supervisor to act in accordance i

with Cempany guidelines for administering the policy on drug abuse.

It's important to take immediate steps, since delayed action can threaten the safety of others and result in the total deterioration of the abuser.

Listed you will find various " warning signs" that usually appear on the job, indicating some consequences of abuse. It's impossible to rate all behavioral and work pattern problems that occur in this process of deterioriation. They can appear singularly or in combination. They may signify problems other than substance abuse. For example, alcoholism, diabetes, high blood pressure, j thyroid disease, psychiatric disorders, emotional problems and certain heart conditions all share some of the same signs.

Therefore, it's important to remember that unusual or add behavior may not be connected in any way with drug or alcohol abuse. The role of the Supervisor is to recognize and document changes without making any moral judgement or takino the position of counsellor or diagnostician.

! SIGNS OF DETERIORATING Jon PERFORMANCE

[ 'hysical Signs or Condition Argumentative

• Higher than average accident

'sieariress, exhaustion Has exaggerated sense of self- rate on the job Unti diness importance Yawning excessively Displays violent behavior work Patterns Blank stare Avoids talking with Supervisor inconsistency in quality of wor Slurred speech regarding work issues High/ low periods of productivit Sleepiress (nodding) Poor judgement /more mistakes tr 4 Unsteady walk Absenteelse usual and general carelessne Sunglasses worn at Acceleration of absenteeism and Lapses in concentration inapprcpriate times tardiness, especially Hondays, Difficulty in recalling Unusual effort to cover arms Fridays, before and after instructions Changes in appearance after holidays Difficulty in remembering own lunch or break Frequent unreported absences, later mistakes explained as " emergencies" Using more time to complete wor Mood Unusually high incidence of colds, missing deadlines ao x ars to be depressed all flu, upset stomach, headaches increased difficulty in handlir the time or extremely Frequent use of unscheduled vacation complex situations'

.,nxious all the time time irritable Leaving work area more than necessary Relationship to Others On the Suspicious (e.g., f requent trips to water Overreaction to real or imagine tumplains atsut others fountain and bathroom) criticism Emotional unsteadiness (e.g., Unexplained disappearance from the job Avoiding and withdrawing from outbursts of crying) with difficulty in locating employee peers Mood changes after lunch break Requesting to leave work early for Complaints from co workers various reasons- Borrowing froney from fellow i Acticnt employees ai'.hdrann or firpreoerly talkative Accidents Complaints of problems at ho:

Spends excessive amcunt of time Taking of needless risks l

' such as separation, divt. s on the f.elephor.c Disregard for safety of others and child discipline proble Persistent job transfer reques CAROLINA POWER & LICHT COMPANY CA2-10(JPS)-1 L-

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Carolina Pcwer s Light com o.y Supervisor's Check List in ebservina behavior 1 Directions: This check list is to be used as a supervisory resource. Thr.

behaviors listed are examples of changes you might observe in an individual employee. They are categorized in three arcus: work perftermance: social interactions; and personal health. Refer to this guide when:

you want to refresh your memory about how people show change.

you have a feeling something is different M eut scmeone but you cannot pinpoint what it is. -

you notice a change in any one area, and you want some guidance in determining if there arc other changes as well.

you wish to make a referral to the Employec Assistance Prugran, 4

1 and you want to be specific with the employee about the changes you have seen.

i you are preparing for a performance appraisal, and you wish t6 document some behaviors you have observed (may help with using behavioral phrases).

i I. WORK PER'FCPP.ANCE:

A. Has the employee's work quality or quantity changed?

Yes No

! Examples: 1. Change in speed of work j

i 2 Change in level of work involvement which-affects quality i

If yes, describe changes / note specific examples:

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B. Does the employee have more difficulty in concentrating?

Yes .

No Examples: 1. Forgets important or obvious things

2. . Acts without thinking

3. Daydreams too much

4. Doodles excessively j 5. Repeats same action over and over If yes, describe behavior / note specific examples

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? C. Is the employee absent from the job me . ' nar: usi:a] ?

' Yes :1, Examples: 1. Late or absent especially Mor. day or Friday

2. Often takes off half-days

3. Leaves work without notice

4. Takes a lot of sick leave

5. Gives improbable excuses for absences If yes, describe behavior / note specific examples:

D. Is the employee absent "on the job" more than usual?

Yes No Examples: 1. Wanders around plant a lot

2. Takes excessively long lunches and breaks If yes, describe behavior / note specific examples:

E. Has the employee's cooperation with co-workers changed?

Yes No Examples: 1. Refuses to share equipment or information

2. Refuses to take directions

3. Refuses to accept help from others If yes, describe behavior / note specific examples:

II. SOCIAL INTERACTIONS:

A. Is the employee less sociable than before?

Yes no Examples : 1. Isolated / withdrawn

2. Refuses social contacts .

3. Poor eye contact

4. Overly suspicious of others

5. Holds grudges / sulks If yes, describe behavior / note specific examples:

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B. Are there changes in the way other workers react to f' Yes him/her? r:e __

Examples: 1. Ignore or avoid

2. Complain about

3. Mistrust

4. Play pranks on t 5. Joke about If yes, describe behavior / note specific examples:

C. Does the employee show more anger and irritability than Yes usual? !Jo Examples: 1. Impatient

2. Overacts to real or imagined criticism

3. Argumentative

4. Temper outbursts If yes, describe behavior / note specific examples:

i D. Have you noticed any changes in the employee's speech Yes behavior? No Examples: 1. Talks slower / faster

2. Talks more/less

! 3. Stammers I

If yes,' describe behavior / note specific examples:

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{ E. Has the employee's speech content changed? .

Yes No t

Examples: 1. Jumps from topic to topic

2. Occupied with one topic

3. Never' chats about family / interests

'If yes, describe behavior / note specific examples: ,

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- III. PERSONAL HEALTH I

A. Does the employee have more complaints about:

Yes , No Examples: 1. Physical ailments

2. Back pain / muscle aches

3. Co-workers or superiors

4. Family / money problems If yes, describe behavior / note specific examples:

B. Does the employee show any signs of " nerves" or emotional Yes upset? No Examples: 1. Headaches

2. Startles easily ,

3. Shaky voice If yes, describe behavior / note specific examples: -

C. Has the employee had unusual illness?

Yes No Examples: 1. Claims large amounts of dental / medical, emotional benefits

2. Slow recovery from illness

3. Preoccupied with death or suddenly religious

)

If yes, describe behavior / note specific examples

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l D. Has the employee's energy level changed?

Yes No,

{ Examples: 1. Yawning

2. Fatigue

3. Restlessness

4. Fidgeting-

! If yes, describe behavior / note specific examples:

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E. Are you aware of any changes in daily living routinc or itt f Yes work routine?

Ne __ __.

Examples: 1. Sleep difficulties

2. Change in after-work hobbies, activities

3. Change in amount / pattern of eating

4. Rigidly follows same pattern without reason If yes, describe behavior / note specific examples:

F. Have you noticed any changes in the employee's general Yes appearance? No Examples: 1. Appears better/more poorly groomed

2. Walks differently (slower, stumbles)

3. Change is posture -

If yes, describe behavior / note specific examples:

t G. Have you noticed any facial changes?

Yes No Examples: 1. Red eyes

2. Dry mouth (frequent swallowing / lip wetting)

3. Dilated pupils

4. Puffy face If yes, describe changes / note specific examples:

H. Has the employee had any gastrointestinal changes?

Yes No Examples: 1. Nausea / vomiting -

2. Stomach aches / gas

3. Frequent trips to the restroom

4. Excessive use of antacids, cof fee / tea or other l

l liquids, aspirin, cigarettes If yes, describe behavior / note specific examples:

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6 I. Have you noticed any changes in the indivicual'c BODY or Yes LIMBS? No _ _

Examples: 1. Shaky hands

2. Nail biting

3. Weight loss / gain 4 Cold, sweaty hands

5. Twitching

6. Sweating, ecpecially nonseasonal If yes, describe behavior / note specific examples: _

J. Have you noticed any changes in the employee's thinking Yes pattern? No Examples: 1. Sees things that aren't there (hallucinatiors)

2. False beliefs (delusions)

! 3. Bizarre or unusual ideas If yes, describe behavior / note specific examples:

IV. OTHER UNUSUAL BEHAVIOR: Describe behavior / note specific examples.

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"' i GUIDELINES FOR CONDUCTING A DISCTPI.INARY It.T:;kvII.h

1. Structure the Interview:

. (Name) , I'd like to talk to you about a ser.ious .

problem I have noted and une that I feel utrongly about. ',

A.

. First, I will share with you my concerns and view of the problem.

. Then, I would like your input.

. Finally, I will explain ny recommendations. -

2. State the Problem:

. Be specific and ccncrete.

. Use descriptive, not evaluative la.iguage -

. Focus on performance, not the person (use documented incidents). ~

3. Describe Your Reaction to the Problem:

Focus on your own reactions, views, or perceptions.

. Do not make blaming or accusing statements.

4. Ask for Employee's Reactions:

. Ask open-ended questions.

Use paraphrasing to check for understanding.

5. Develop Action Plans:

. State clearly what you would like done.

Ask for employee's reactions and commitment to your plan.

State that your position is nonnegotiable (if necessary) . -

Clearly describe the consequences for following the recommended actions and consequences for not following the recommended actions.

Establish a follow-up meeting after actions have been taken.

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