IPM Module 12 Report: Employee Motivation at Ocean Cleaning Service

This report delves into the critical issue of employee motivation and its impact on labor turnover at Ocean Cleaning Service. It begins with an executive summary and introduction, providing background on the company and the problem of high employee turnover. The report explores the scope of the problem, analyzing the increasing turnover rates over time. A theoretical background is presented, including Maslow's Hierarchy of Needs, Herzberg's Motivator-Hygiene Theory, Theory X and Theory Y, Vroom's Expectancy Theory, and intrinsic/extrinsic motivators. The report examines the causes of staff turnover, its impact on organizational effectiveness, and the influence of perceptions like affective commitment, work engagement, and job satisfaction. Objectives include investigating causes of turnover, determining its impact, and recommending strategies to reduce it. The report concludes with recommendations and a list of team members, aiming to provide actionable insights for improving employee motivation and retention within the organization.

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TABLE OF CONTENTS
Page Number
01. Acknowledgement 02
02. Executive Summary 03
03. Introduction to the Organization 04
04. Introduction to the Problem 05 – 06
05. Scope of the Report 06 – 07
06. Theoretical Background 08 – 15
6.1 Hierarchy of Needs 08 – 09
6.2 Motivator-Hygiene Theory 09 – 10
6.3 Theory X and Theory Y 10 – 11
6.4 Vroom Expectancy Theory 12 – 13
6.5 The Two Factors: Intrinsic and Extrinsic Motivators 13 – 15
07. Perception 16 – 17
08. Conclusion 18
09. Recommendation 19 – 20
10. List of Team Members 21

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01. ACKNOWLEDGEMENT
Every work accomplished is pleasure - a sense of satisfaction. No work, however big or
small, has been done without the contributions of others.
We would like to express our deep gratitude towards Mr. RukmalBandaranayake, Module
12 lecturer, IPM who gave us good guideline, motivation and the direction to proceed at
every stage throughout numerous consultations.
A special acknowledgement is to Mr. Anura De Silva a Director of Ocean Cleaning Service.
Another special thank of us goes to our colleagues who helped out in completing the project
report, where they all exchanged their own interesting ideas, thoughts and made this possible
to complete ourreport with all accurate information. We wish to thank our parents for their
personal support or attention who inspired us to go our own way. Next, we would also like to
thank our institute for supporting us with resources, which beyond any doubt have helped us.
At last but not the least we want to thank our group members who treasured us for our hard
work and encouraged us and who made all the things possible till the end. We would also
like to expand our deepest gratitude to all those who have directly and indirectly guided us to
complete the report.

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02. EXECUTIVE SUMMERY
In most companies in today's world, motivating employees to perform to their maximum
potential in their jobs is one of the key elements in modem Human Resource Management. It
is believed that when an employee is motivated, he will be generally satisfied with his job
and because that he is happy, he will be able to give his best efforts and contribution to the
job assign to him. However, there are various types of motivation to everyone, and usually it
may not be the same for each employee in the company or in that department. Employee
motivation can be varied due to a number of dependent variables like personal needs,
external rewards, recognition, self-actualization and self-esteem. This can be found in many
previous studies and literatures. In the report Ocean Cleaning Service employee job
satisfaction issues has discussed to retain them in the organization. Service Company. Factors
like job security, relations with supervisors, salary and benefits, Company police, work
condition and analyzed to observe the correlation between motivation factors with job
satisfaction.

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03. INTRODUCTION TO THE ORGANIZATION
Company Background
“Ocean Cleaning Services is a high quality, contract cleaning company that was founded in
April of2010We are a locally owned company and have built our reputation on old fashioned
hard-work and attention to detail. Our customers tell us that we are one of the most reputable
contract cleaning companies in the City of Colombo. Our slow deliberate growth helps us
maintain quality for all of our clients. We believe that when we take care of our employees,
we can best take care of our clients.”
Vision of the company
“To be a dynamic customer focused organization that provides high quality competitive
service that is recognized as a national leader in facility management.”
Mission of the company
“To provide an environment those customers can focus on their core business and develop
strategies to manage services that contribute to the operational structure and upkeep of the
clients company.”

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04. INTRODUCTION TO THE PROBLEM
Ocean cleaning services is a service company which contained more than 1100 employees
around their branches. Ocean cleaning service currently have high labor turnover rate from
over past two years. And also the perception linked with work has created conflicts among
the workers. After analyzing company details it’s concluded that the company is moving with
a labor turnover problem.
The below data shows how the turnover rate increased on further years;
Time period No of leavers LTO rate
2016 1st quarter 252 28%
2016 2ndquarter 346 37%
2016 3rd quarter 364 39%
2016 4th quarter 249 27%
201 5th quarter 266 29%
2017 6th quarter 133 16%
Table 01 (OCC) summery report of absenteeism)
The summarized table is about the rate of leavers and the number of absents according to the
labor over percentage. LTO percentage shown in quarter basis it’s easy to generate the idea
about the, what were the higher turnover rate is appeared. From the beginning of the year
there were high turnover rate.
According to the above data analysis of the quarter basis it’s concluded that the averagely
there have been a labor turn problem over from the past years.
On behalf of the organization report is based on how to minimize the turn over and implant
new perceptions among employees.
Problem Analysis

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As the problem under the ocean cleaning Service Company shows high labor turnover rate
from the past years. According to the current details of the employees it’s proved that there
has over the 39% of labor turnover in year 2016.
As a service providing organization it’s not suitable to run the business with having high
LTO rate do the scope of the report is based to what are the outcomes that get to increase the
turnover and solutions to minimize the LTO rate.
05. SCOPE OF THE REPORT
The report is based on the Labor turnover Ocean cleaning service is a company which
provide their cleaning service to government institutes such as Laksala , Sri Lankan museum
etc. Because of the high turnover the company may not able to provide the sufficient service
to their clients.
Hence it is important to develop strategies which would motivate the employees. Motivation
can be implemented through the work environment, co – workers, job they are involved in,
rewards.
People consider it to be a personal trait. In practice inexperienced managers often label
people who lack motivation as lazy. But it isn’t true. What we know is that motivation is the
result of the interaction of the individual and the situation. Individuals differ in their
motivational drive.
Motivation is defined as the processes that account for an individual’s intensity, direction, &
persistence of effort towards attaining a goal. For successful achievement of goals all the
employees should be motivated and perform their duties effectively.
As the report problem under the ocean cleaning Service Company shows high labor turnover
rate from the past years. According to the current details of the employees it’s proved that
there has over the 30% of labor turnover in year 2014.
Labor turnover in year 2014 is consisted from the 950 employees and 75 from the staff.

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As a service providing organization it’s not suitable to run the business with having high
LTO rate do the scope of the research is based to what are the outcomes that get to increase
the turnover and solutions to minimize the LTO rate.
The high rate of turn over leads to poor employee performance which in turn impacts on
organizational effectiveness. When an employee leaves the organization, the present
employees have to fill the gap until a new employee is appointed. Staff turnover impacts on
employee performance because they get disrupted on their daily work performance. This
study identifies the causes of the high rate of staff turnover and proposes a strategies or
recommendations for improving organizational effectiveness and employee performance.
The perceptional issues create conflicts within the organizations as well. Perceptions such as
affective commitment to the organization, work engagement, and job satisfaction, which
measure slightly different concepts. Affective commitment to the organization is an affective
or emotional bond between the employee and the organization, which is measured according
to the work of Allen and Meyer (1990). Work engagement consists of three elements
representing the employees’ more fluent state of work energy, including vigor, dedication
and absorption. Job satisfaction measures employees’ general satisfaction with their jobs and
the measure for this concept is based on the work of Kim, Price, Muëler and Watson (1996).
Objectives of the Study
In order to meet the above aim, this study addresses the following objectives:
 To investigate the causes of staff turnover
 To determine the impact of staff turnover on organizational effectiveness
 To determine what impact staff turnover has on employee.
 To recommend strategies that can be used to reduce the high level of staff turnover.
 To explore other factors that could lead to staff turnover.

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06. THEORITICAL BACKGROUND
6.1 Hierarchy of Needs
Although commonly known in the human motivation literature, Maslow’sneeds hierarchy
theory was one of the first theories to examine the important contributors to job satisfaction.
The theory suggests that human needs form a five-level hierarchy (Figure 1) consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualization. Maslow’s
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as, belonging
and esteem).
Figure 1: Maslow’s Five-level hierarchy
Maslow’s needs hierarchy was developed to explain human motivation in general. However,
its main tenants are applicable to the work setting, and have been used to explain job

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satisfaction. Within an organization, financial compensation and healthcare are some of the
benefits which help an employee meet their basic physiological needs. Safety needs can
manifest itself through employees feeling physically safe in their work environment, as well
as job security and/ or having suitable company structures and policies. When this is
satisfied, the employees can focus on feeling as though they belong to the workplace. This
can come in the form of positive relationships with colleagues and supervisors in the
workplace, and whether or not they feel they are a part of their team/ organization. Once
satisfied, the employee will seek to feel as though they are valued and appreciated by their
colleagues and their organization. The final step is where the employee seeks to self-
actualize; where they need to grow and develop in order to become everything they are
capable of becoming. Although it could be seen as separate, the progressions from one step
to the next all contribute to the process of self-actualization. Therefore, organizations looking
to improve employee job satisfaction should attempt to meet the basic needs of employees
before progressing to address higher-order needs. However, more recently this approach is
becoming less popular as it fails to consider the cognitive process of the employee and, in
general, lacks empirical supporting evidence. In addition, others have found fault with the
final stage of self-actualization. The lack of a clear definition and conceptual understanding
of self-actualization, paired with a difficulty of measuring it, makes it difficult to measure
what the final goal is or when it has been achieved.
6.2 Motivator-Hygiene Theory
Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separates and, at times, even
unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement
need to be met in order for an employee to be satisfied with work. On the other hand,
‘hygiene’ factors (such as, working conditions, company policies and structure, job security,
interaction with colleagues and quality of management) are associated with job
dissatisfaction.

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Figure 2: Graphical Representation of Herzberg’s Description of Satisfiers and Dissatisfiers
Because both the hygiene and motivational factors are viewed as independent, it is possible
that employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene
factors are low the employee is dissatisfied, but when these factors are high it means the
employee is not dissatisfied (or neutral), but not necessarily satisfied. Whether or not an
employee is satisfied is dependent on the motivator factors. Moreover, it is thought that when
motivators are met the employee is thought to be satisfied. This separation may aid in
accounting for the complexity of an employee’s feelings, as they might feel both satisfied
and dissatisfied at the same time; or neither satisfied nor dissatisfied.
6.3 Theory X and Theory Y
Though these theories are very basic in nature, they provide a platform for future generations
of management theorists and practitioners to understand the changing dynamics of human
behavior. Taken too literally, Theories X and Y seem to represent unrealistic extremes. Most
employees (including managers) fall somewhere in between these poles. A mix of practices
which ensure a healthy blend of systems and the freedom to perform at the work place is
likely to motivate the employees more. This mix of practices calls for induction of
technology into HR. How we can practice Talent Management in all types of organizations
will indicate how well we have understood & deployed these theories X and Y in our real-
time environment
Description of Theory X
In this theory, Douglas McGregor says that, management assumes that employees are
inherently lazy and will avoid work if they can. Because of this, workers need to be closely
supervised and comprehensive systems of control put in place. A hierarchical structure is
needed, with narrow span of control at each level, for effective employee management.

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According to this theory employees will show little ambition without an enticing incentive
program and will avoid responsibility whenever they can.
The managers influenced by Theory X believe that everything must end in blaming someone.
They think most employees are only out for themselves and their sole interest in the job is to
earn money. They tend to blame employees in most situations, without questioning the
systems, policy, or lack of training which could be the real cause of failures.
Managers that subscribe to Theory X tend to take a rather pessimistic view of their
employees. Theory X manager believes that it is the manager’s job to structure the work and
energize employees. The result of this line of thought is that Theory X managers naturally
adopt a controlling style based on the threat of punishment. Critics believe that a Theory X
manager could be an impediment to employee morale & productivity.
Description of Theory Y
Management influenced by this theory assumes that employees are ambitious, self-motivated
and anxious to accept greater responsibility and exercise self-control, self-direction,
autonomy and empowerment. Management believes that employees enjoy their work. They
also believe that employees have the desire to be creative at their work place and become
forward looking. There is a chance for greater productivity by giving employees the freedom
to perform to the best of their abilities, without being bogged down by rules.
Theory Y manager believes that, given the right conditions, most people will want to do well
at work and that there is a pool of unused creativity in the workforce. They believe that the
satisfaction of doing a good job is a strong motivation in itself. Theory Y manager will try to
remove the barriers that prevent workers from fully actualizing themselves.
Many people interpret Theory Y as a positive set of assumptions about workers. A close
reading of The Human Side of Enterprise reveals that McGregor simply argues for managers
to be open to a more positive view of workers and the possibilities that create enthusiasm.

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6.4 Vroom Expectancy Theory
Whereas Maslow and Herzberg look at the relationship between internal needs and the
resulting effort expended to fulfil them, Vroom's expectancy theory separates effort (which
arises from motivation), performance, and outcomes.
Vroom's expectancy theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized
that an employee's performance is based on individual factors such as personality, skills,
knowledge, experience and abilities. He stated that effort, performance and motivation are
linked in a person's motivation. He uses the variables Expectancy, Instrumentality and
Valence to account for this.
The expectancy theory puts forth the premise that employees will put forth an amount of
work and commitment equal to what they expect to receive in return. Commission
compensation structures leverage this theory by allowing employees to earn as much money
as they desire, completely based on their job performance.
Expectancy is the belief that increased effort will lead to increased performance i.e. if I work
harder than this will be better.
Instrumentality is the belief that if you perform well that a valued outcome will be received.
The degree to which a first level outcome will lead to the second level outcome. i.e. if I do a
good job, there is something in it for me.

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Valence is the importance that the individual places upon the expected outcome. For the
valence to be positive, the person must prefer attaining the outcome to not attaining it. For
example, if someone is mainly motivated by money, he or she might not value offers of
additional time off.
Thus, Vroom's expectancy theory of motivation is not about self-interest in rewards but about
the associations people make towards expected outcomes and the contribution they feel they
can make towards those outcomes.
Expectancy theory in companies
Expectancy theory predicts that employees in an organization will be motivated when they
believe that:
 Putting in more effort will yield better job performance
 Better job performance will lead to organizational rewards, such as an increase in
salary or benefits
 These predicted organizational rewards are valued by the employee in question
In order to enhance the performance-outcome tie, managers should use systems that tie
rewards very closely to performance. Managers also need to ensure that the rewards
provided are deserved and wanted by the recipients. In order to improve the effort-
performance tie, managers should engage in training to improve their capabilities and
improve their belief that added effort will in fact lead to better performance.
6.5 The Two Factors: Intrinsic and Extrinsic Motivators
Frederick Herzberg's Two-Factor Theory, also known as Motivation-Hygiene Theory or
intrinsic vs. extrinsic motivation, concludes that there are certain factors in the workplace
that can cause job satisfaction and a separate set of factors that can cause dissatisfaction. It is
critical to emphasize that this is not a linear relationship: the factors that cause satisfaction do

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not necessarily negate those that cause dissatisfaction; one does not necessarily increase
exactly as the other decreases.
Extrinsic Motivators
Extrinsic motivators tend to represent more tangible, basic needs—i.e., the kinds of needs
identified in McClelland's "existence" category of needs in his ERG Theory or in the lower
levels of Maslow's Hierarchy of Needs. Extrinsic motivators include status, jobsecurity,
salary, and fringe benefits. Managers must realize that not providing the appropriate and
expected extrinsic motivators will sow dissatisfaction and unmotivated behavior among
employees.
Intrinsic Motivators
Intrinsic motivators tend to represent less tangible, more emotional needs—i.e., the kinds of
needs identified in McClelland's "relatedness" and "growth" categories of needs in his ERG
Theory and in the higher levels of Maslow's Hierarchy of Needs. Intrinsic motivators include
challenging work, recognition, relationships, and growth potential. Managers must recognize
that while these needs may be outside the more traditional scope of what the workplace
should provide, they are absolutely critical in empowering strong individual
and team performance.
Herzberg's Theory in Context
Herzberg's Two-Factor Theory, McClelland's Need Theory, and Maslow's Hierarchy ofNeeds
all talk about higher-level psychological needs such as achievement,
recognition, responsibility, and advancement. The key factor that differentiates Two-Factor
Theory is the idea of expectation.
According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse
relationship. This is to say that intrinsic motivators tend to inspire motivation when they are
present, while extrinsic motivators tend to reduce motivation when they are absent. This is
because of expectation. Extrinsic motivators (e.g., salary, benefits) are expected and so will

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not increase motivation when they are in place, but they will cause dissatisfaction when they
are missing. Intrinsic motivators (e.g., challenging work), on the other hand, can be a source
of additional motivation.
If management wants to increase employees' job satisfaction, they should be concerned with
the nature of the work itself—the opportunities it presents employees for gaining status,
assuming responsibility, and achieving self-realization. If, on the other hand, management
wishes to reduce dissatisfaction, then it must focus on the job environment—policies,
procedures, supervision, and working conditions. To ensure a satisfied and productive
workforce, managers must pay attention to both sets of job factors.
Under the theoretical background research is based on the Theory X and Y it contained
hygiene factors and motivational factors
Motivation Factors Hygiene Factors
Achievement Pay and benefit
Recognition Company policy and administration
Work Itself Relationship with co-workers
Responsibility Physical environment
Promotion Supervision
Growth Status
Job security
Salary
Working conditions
Personal life
(Table 02)
Research is mainly consider under the independent variables on the causes to the labor
turnover such as:
 Salary - Under the salary factor basic salary and the other allowances which are the
factors which are affected to satisfy the employees work. If they are not satisfied it will
cause to labor turnover.

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 Working conditions - which are demonstrate by the organization toward the
employees such as uniforms and other relevant factors are affected on under this factor.
 Supervision - supervising methods of the supervisors are affecting to the satisfaction of
the labors.
07. PERCEPTIONS
A person's awareness and acceptance of the stimuli play an important role in the perception
process. ... However, perceptual defense creates an internal barrier that limits the external
stimuli passing through the perception process when it is not congruent with the person's
current beliefs, attitudes, motivation, etc. Many important factors form the perceptions each
employee holds about his workplace. Depending on the personality of the worker, the
communication level of coworkers and managers and the overall workplace environment, the
way employees perceive their jobs can be quite different from what actually exists. Further,
the way managers perceive employee working conditions can differ greatly from what
workers actually deal with. It is important that managers and owners invest time and other
resources in making perceptions and reality line up at work.
Job Satisfaction
An employee's perception of his opportunities for advancement and salary or hours, versus
that of other workers, can severely affect his job satisfaction. Employers should consider
offering incentives for employees who work less desirable shifts or doing raise reviews every

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six or nine months, instead of every year, to constantly ensure that employees' perceptions
meet reality.
Duties and Expectations
Workers' thoughts about her workload and the time she has to complete her assigned tasks
may differ greatly from what supervisors or other coworkers think of their workloads. Reality
may actually be somewhere in between, but owners and managers should take time to survey
employees in a non-forceful way and allow them to feel that their responses are valuable.
Many employees feel rushed or overwhelmed at work, but a little communication,
reorganization and delegation can go a long way in changing this perception.
Communication
With the number of memos, emails, meetings and conversations that happen in the workplace
on a daily basis, it is important to verify that employees are receiving the intended message.
"Communication quality control" occurs when the sender of a message follows up with the
recipient to ensure a mutual understanding is reached. Tone can easily be misinterpreted over
email or other written communication, so take some extra time to disseminate important
information over the phone, in person or via video when possible. It's easier for employees to
perceive your intended message when they can see and hear you.
Working Relationships
Often committee or team working situations result in a small percent of the team doing most
of the work. This can leave room for employees to be disgruntled about their teamwork and it
can cause your best workers to be overloaded. Make sure a team leader or supervisor sets
specific roles and duties for each team and that methods are in place to double check who
does what. Many managers perceive that a project went well just because it was completed
on time, but this is not always the case.

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Diversity
Companies sometimes feel that they are doing a great job at supporting their workers and
accommodating their diverse lifestyles. This perception may not match up with the reality
that employees face. There may be more flexible options that your business can offer to
mothers or fathers who must pick up their children from daycare at a certain time, or to
college students who may need to work fewer hours during the week because of their school
schedules. Think of the needs of your employees and try to accommodate them without being
asked. Consider donating funds to the charities and organizations that impact your
employees' lives the most. Workers will perceive that you are truly concerned with their
well-being.
08. CONCLUSION
The conclusions driven by the results of this research those demographic variables display a
significant role on impacting the level of job satisfaction for each individual.
Research was based on Ocean cleaning employee turnover. Research area was employees who
are working in Laksala and Sri Lankan museum.
While considering past statistics it was clear that employee turnover is one of major problem
within the organization.
Based on the study it is clear that an employee’s turnover is depending on the degree of his/her
job satisfaction. In order to remain in the organization employee need to recognize the amount of
job security, job satisfaction, organization leadership style, and salary rate.
Ocean cleaning service has been facing many challenges regarding labor turnover
contemporary. The researchers have identified five main factors under that a questionnaire
was made to collect data

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The researchers have mentioned that main objectives of the research to find out the areas where
the employee satisfaction is low and collect the reasons for the turnover and finally provide
suitable recommendations to improve the employee satisfaction. Researchers interviewed the
cleaning staff of the ocean cleaning service by providing a form of questioner which is relevant
to find out the facts that caused for the labor turnover have presented most proper and practical
recommendations in order to overcome the situation by describing five challenges.
Final conclusion of the research is based on the labors answers which are provided to the given
questioner then the answers can categorized and concluded as fallows.
Under the conclusion researchers identified the main factors that are caused for the
dissatisfaction of the employees here the recommendation given below provide suitable
suggestions to improve the labor satisfaction and increase the turnover.
09. RECOMMENDATIONS
Salary
According to the data collected by the questionnaire a majority of the sample showed that
they are not contended with their basic salary. This can cause to a dissatisfaction as well as
turnover. As the sample we chose is cleaning staff they must get a considerable amount of
salary because they always need to do their work on scheduled time if they neglect their work
it is not good for the company as the company provide their service to mostly to government
sector . And most of the times the workers have to work more than 8 hours a day. The
management should increase the salary of these workers on considerable amount
immediately. As per stated above the cleaners have to work more than eight hours a day
straight so they have to have an overtime payments but according to the data collection the
workers showed that they do not feel contented with their overtime payment. This can also
lead to dissatisfaction. The management has to immediately look into this matter in hand and
take steps to increase the overtime payment. According to the data collection a majority
showed that they are not satisfied with other salary increments as well. It is very important to

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take this matter seriously and make necessary steps because they are very unsatisfied with the
payment structure of the company. The management should also look into this and increase
other salaried as well. Overall our recommendation is to provide the employees with a good
salary package. Human resources is the most important and challenging resource an
organization can have as it plays an important ad critical role in accomplishing company
goals and competing in the marketplace. No other resource is as difficult to manage as it is as
the human beings can be very needy as well as greedy. Companies have a tough time in
providing good benefits for employees specially on cleaning service. To provide benefits and
needs of employees is an important part of the maintaining a stable workforce.
Company policy
A majority of the sample stated that they face difficulties when taking their leaves. There has
to be a more organized process for taking leaves. The workers sometimes were ignored when
they wanted to take a leave. The management has to have a proper plan to occupy another
employee to the job when a particular employee is taking a leave so that there won’t be any
difficulties that has to be faced by employees when taking a leave. More than 50% of the
sample agreed that they feel contended with the company’s rules and regulations which is a
good thing. The management has to continue with this and make necessary steps to develop
it. As per the data collection another big issue is that the employees are not satisfied about the
working hours as they have to work on shifting method. This can lead to major
dissatisfaction and less effectiveness. The management has to immediately take necessary
steps to maintain a balance working hours for labours.
Working conditions
 Company should rebalance the work load of their employees as the most of the
employees are not satisfied about their workload.
 Company should provide proper training program to the employee at the beginning of
their work.

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 Company should introduce reward system to appreciate their work as the cleaners are
basically society is consider as a low class job so when theemployees are appreciate them
throughout the reward system they will motivate
 Introduce welfare program to consider the basic requirements of the employees such as
loans,lunch providing and medical facilities.
Job security
 Provide proper sanitary facilities to the employees
 Maintain and provide new facilities to the resting rooms.
 Provide good drinking water facility rather than using the water at the working
area.
10. TEAM MEMBERS
NAMES Index No