INTRODUCTION

The role of human resource management within the economy is firstly to integrate
the aspects of the economy with the existing processes, policies, and strategies of
the organization. The needs of the human resources within the organization need to
be reevaluated, and people must be placed at the heart of corporate purpose.Human
resource management has to alert the top management of how important the
internet, e-commerce and globalization are for the organization’s success and
competitive advantage. Incorporating these means that change will occur. It will be
the role of the human resource professionals to act as an interface between top
management and the employees during this period of change. Employees are
endowed with skills, knowledge, abilities, values, attitude, aptitude etc. They come to
the organization with all these varieties of human resources. Though the job and the
organization mostly require employee’s skills and knowledge, it is inevitable to the
management to bear and respect the total employee. Then only the employee
commits himself to the organization. The committed employee is a valuable asset to
the manufacturing organisation as he contributes his maximum skill and knowledge.
Further, the committed employee is loyal to the organisation. In the process of
maintaining human relations, the company provides congenial work environment to
its employees. Employee Safety Safety refers to the absence of accidents. Stated
differently, safety refers to the protection of workers from the danger of accidents.

The disciplines of engineering, epidemiology, toxicology, medicine, psychology, and

sociology provide the methods for study and prevention. Tens of thousands of
occupational hazards exist. Occupational hazards can be organized in terms of plants
and equipment, the physical work environment, hazards of materials, and task
demands. Significant interactions occur between these categories. For example,
equipment can modify the work environment by producing noise, potentially
hazardous materials, or heat, but will be hazardous only if inappropriate procedures
are followed. Plant hazards are often associated with energy sources and power
transmission, processes at the point of operation, vehicles and materials-handling
systems, walking and climbing surfaces, ingress-egress, and confined spaces. Hazards
in the physical work environment include vibration and noise, thermal extremes,
pressure extremes, and ionizing or non-ionizing radiation. Materials used in industrial
processes vary greatly in nature and form. Mists, vapors, gases, liquids, dusts, and
fumes from certain materials may be hazardous. Some materials pose fire and
explosion hazards. Others are chemically or biologically active when they contact or
enter the human body. Even chemically inert materials can cause injuries or illness.
The task performed by a worker can be hazardous. Lifting, pushing, pulling, and other
physical activity can cause injury when applied or reactive forces, pressures, or
torques exceeds the tolerance of the body. Repeated performance of manual tasks
over prolonged periods, excessive reaches, twisting motions, rapid movements, and
postures that concentrate forces can significantly increase the risk of injury. Tasks
that are stressful or monotonous can also contribute to human error. Changes in
work conditions requiring deviations from ordinary routines, such as when
equipment is being repaired, are particularly likely to increase the chance of errors.
Failure mode and effects analysis systematically documents the effects of
malfunctions on work sheets that list the components of a system, their potential
failure modes, the likelihood and effects of each failure, and potential
countermeasures. Work safety analysis and human error analysis are related
techniques that organize the analysis around tasks rather than system components.
This process involves an initial division of tasks into subtasks. For each subtask,
potential effects of product malfunctions and human errors are then documented.
Fault tree analysis takes an approach that begins with a potential accident and then
works down to its fundamental causes. Fundamental causes may be system
malfunctions, human errors, or ordinary non-malfunction states. Probabilities are
often assigned to the fundamental causes, allowing the probability of accidents to be
calculated.
Major global operating companies are progressively adopting the human factors
engineering (HFE) discipline to ensure quality, safety, and fit-for-purpose equipment
and facilities. Human factors are all those considerations that enhance or improve
human performance in the workplace and negate the possibility of human error. HFE
is the design of work processes and systems to ensure the safety and efficiency of
workers by taking into account human capabilities, limitations, and requirements.

The Health and Safety Executive’s (HSE) Accident Prevention Advisory Unit and
others have shown that human error is a major contributor in 90 percent of
accidents, 70 percent of which could have been prevented by management action.
An incident may involve the failure of a number of additional barriers and controls,
which could include poor organisational decisions, in order for human error to have
serious consequences (‘Human factors engineering in projects’, International
Association of Oil and Gas Producers, August 2011). Five factors have been identified
as contributing to human performance: people, nature of work, work organisation
and structure, equipment and the work environment. HFE seeks to reduce the risk to
personnel and environmental health, to eliminate or reduce the consequences of
human error, to increase efficiency and productivity and improve user acceptance of
new facilities (as cited above). Internationally, there is a visible shift of emphasis in
safety legislation from a sole reliance on prescriptive regulations to a risk
management (goal setting) approach. Responsibility should sit with a company to put
in place company-specific standards and specifications to ensure that risks and
hazards are minimised. In fact, most major operating companies now have their own
HFE technical standards. This ‘risk management’ approach can be applied to ensure
processes are introduced that reduce the possibility of design-induced risks to
health, personnel, process safety or environmental performance while at the same
time ensuring efficiency and productivity prevails. This approach places responsibility
on owners and operators to adopt ‘best available’ technology and methodology to
ensure safety. Therefore, the design of work processes and systems to ensure the
safety and efficiency of personnel is vital.
Valve systems must be designed for safety, rather than placing sole responsibility on
the operator. Distractions, misunderstandings, and shift changeovers can all lead to
the operator making major errors. Relying on operator adherence is not enough:
safety must be applied to the process itself. The focus then becomes accident
prevention, not accident management. Work systems provide a way of controlling
potentially dangerous tasks. They outline necessary steps, such as maintenance
procedures, that require isolating particular machinery. Lockout Tagout technology is
used to ensure that equipment cannot be reconnected or reinstated while it is being
worked on. Such padlocks or chains require procedural clarity, accurate identification
of hazards, thorough checking, and adherence by operators. This process places
responsibility on the employee without system support. This is often referred to as
‘personal safety’, rather than ‘process safety’, with an onus on the operator rather
than the process. Getting it right first time and every time is essential for safety-
critical processes, so a much more robust solution is required – mechanical valve
interlocks.

Mechanical valve interlocks remove the ‘human factor’ by ensuring dangerous

processes can only happen in a designated sequence. Interlocks are relatively simple,
specialised, mechanical devices fitted to the host equipment. Valve interlocks are
attached to the host equipment (any valve, closure or equipment needing human
intervention) and comprise a simple lock-and-key design. Workers transfer specific
keys from lock to lock (equipment to equipment) in a particular sequence. The next
step in the process is only allowed once the previous step has been completed.

The sequence must be followed in the exact order to completion. Mechanical valve
interlocks make sense from a productivity standpoint too. Interlocks can help to
ensure the safe transfer of product. The root cause of loss-of-containment incidents,
caused by failures during the isolation and reinstatement of process plants, is often
attributable to human failures. Interlocks are robust, mechanical devices that ensure
an operator is forced to follow a correct sequence of operation, without taking
shortcuts that could compromise a plant, process, people and the environment.
Safety relief valves and pig traps are commonly fitted with mechanical interlocks but
there are many broader applications in which interlocks are used. Interlocks can be
customised to suit diverse operational requirements. Across the globe, clients are
stipulating their use and interlocks are frequently incorporated into specifications to
enhance safety and negate human error.

General HFE principles suggest undertaking a valve analysis to rank valves according
to their importance and frequency of use. Valves should be selected, located and
labelled so that they can be operated, maintained and inspected with accessibility
appropriate to their service, without exposing operators to the risk of injury. Equally,
accessibility / operational risks need to be considered in established plants so that
any possible safety issues are alleviated. The HFE design requirements regarding
location and orientation are mainly applicable to manual valves, but also apply to
motorised, mobile actuator or otherwise remotely-operated valves if their expected
criticality is such that they may need rapid or frequent manual intervention either to
override or manually operate them or to visually check their status. Considerations
should include the task involved – what are operators expected to do? Can they
access the valve with ease, or is it located out of reach or squeezed between other
equipment that could prove risky to reach and operate? Does the valve require high
levels of torque, and does the opening and closing of the valve need excessive force,
using prolonged repetitive motions with a static or awkward posture? Are all
members of the workforce capable of undertaking this task? And does the weather
(extreme heat or cold) or other environmental conditions play a role in how easily
the valve can be opened/closed?

The principles of HFE can be applied to the physical operation of valves on-site. An
increase in the diversity of workforce age, gender, and physical strength requires
consideration. Operating valves can expose operators to the risk of musculoskeletal
injury through repetitive twisting and stretching, where back injuries are common.
Valves vary in size and can require over a hundred turns using excessive, sustained
force by several users at once. Valves can be difficult to operate because of high
torque or circumstances where climatic conditions can seriously impair operator
functionality and effectiveness. Worker fatigue may mean that not all valves are
always opened or closed fully, resulting in potential safety hazards.

Without portable valve actuators, operators may need to carry out more frequent
maintenance and servicing on difficult-to-operate valves to ensure that operation
effort is kept as low as possible which, in turn, reduces productivity. Portable valve
actuator systems reduce operating time and personnel health problems,
complementing the needs of an increasingly diverse workforce, and can be used
regardless of operator strength. One operator can open/close multiple valves with a
single tool while reducing fatigue and injury risk. Portable valve actuator systems
greatly improve productivity and performance: users have complete control. Such
solutions alleviate the risk of injury resulting from valve operation and satisfy the
general aims of HFE identified by the International Association of Oil & Gas
Producers.

Major operating companies like BP, Exxon, Chevron, and Shell have all used portable
valve actuators to protect operators while improving efficiencies. For example, at a
Shell refinery plant in the The Netherlands, portable valve actuators are used to
ensure the quick operation of manual bypass valves.

As the plant is reliant on the nearby river to feed cooling systems, a filter is used to
prevent the passing of debris. When the filter is obstructed, the speedy operation of
the bypass valve is essential to ensure the continual flow of fresh cooling water to
the plant. With a portable valve actuator, large 36” gate valves are opened within a
matter of minutes, without causing any strain on the operator. Torque is fully
controlled by the tool, alleviating the risk of back injury, at a time when operators are
under pressure to respond quickly.
In many situations valves are located in remote, hazardous or inaccessible areas yet
still require operators to easily open or close them. However, unavoidable
constraints on accessibility mean that operators have difficulty ensuring valves in
critical service are properly open or closed. Remote valve operating systems are the
commonsense approach to accessing these valves, ensuring that operators are kept
at a safe distance while valves are actuated efficiently. The systems can pass through
walls and floors to operate valves via a linear drive cable at distances up to 30m,
allowing operators to stay in safe designated areas while valves are operated
remotely.

Even with non-critical valves, permanent accessibility is desirable. Operators may be

required to operate hard-to-reach valves or faced with restricted access conditions
due to other process equipment and pipes, which can, in turn, make the valve hard
to operate. In order to overcome such issues, dangerous or inaccessible valves can
be operated by using a remote valve operator, which is a cost-effective safety tool
for companies to remotely control valve operations from a safe distance. A remote
valve operating system allows the user to locate a point of operation at a safe
vantage point, in a safe area, or in a better, ergonomic position, discouraging
potentially unsafe behaviour like climbing on valves to gain access. The solution
removes problems associated with confined entry points and can also be submerged
in flooded pits. Such a remote drive system fulfills the guidelines of HFE by
eliminating potentially difficult design issues in a cost-effective way. It overcomes
obstructions to access and can increase operator safety with valves in potentially
hazardous areas.

Major operating companies like Total, Statoil, BP, Repsol, Exxon, Chevron and Shell
have all used remote operating systems to overcome issues of accessibility. For
example, more than 50 systems have been supplied to Repsol refinery and
petrochemical plants across Spain to solve issues associated with valve access.
Operator stations are positioned in a safe area, or in a better ergonomic position for
operation. Most recently, remote operating systems have been supplied to the
KEPCO nuclear project in the UAE. In total, over 600 systems have been installed,
meeting the strictest of industry standards. The remote operation capability
improves the safety and functionality of valve operations in nuclear facilities by
reducing the exposure of operating personnel to hazardous materials. According to
the Ionising Radiations Regulations 1999, Part II, Section 8, “every radiation employer
shall, in relation to any work with ionising radiation that he undertakes, take all
necessary steps to restrict so far as is reasonably practicable the extent to which his
employees and other persons are exposed to ionising radiation.”

Many routine procedures are potentially dangerous if executed incorrectly or in

unsafe conditions, with the scope for injury and/or damage significantly increased
when high temperature, high pressure or toxic/flammable product is present. By
taking simple steps to integrate safety into valve operating systems, workers are
protected and work processes flow in a designated, safe way.
Mechanical valve interlocks are versatile building blocks that can be configured to
meet almost any simple or complex procedure. Drive systems are cost-effective ways
to operate difficult to open and/or hard to reach valves, protecting personnel while
increasing efficiency. Although 90 percent of accidents are thought to be caused by
human error, some consideration should be given as to whether incidents occur as a
consequence, whether direct or indirect, of a failure to properly consider the
suitability of the working environment for optimal human performance or where
human error is ‘design-induced’. Design features should support critical human tasks,
especially in potentially dangerous valve operations.

The aims of HFE are to reduce the risk to personal health and process safety and
reduce the likelihood of errors occurring. The adoption of HFE best practice ensures
that adequate controls are in place to reduce the possibility of injury and the
potential for human error. Portable valve actuators and remote valve operators are
an example of cost-effective solutions that complement the HFE discipline. They
alleviate possible safety concerns and can be used across an array of industries to
support safe and successful valve operations.
About the Company

Sri Ranganathar Industries Pvt. Ltd, established in the year 1982 as a small Pattern
Shop has grown at a phenomenal rate and has expanded as a steel foundry in 1987.
Today, the company have grown tremendously and is now having the following
companies under its ambit:
 Sri Ranganathar Industries manufactures high quality steel castings in
Machined & Unmachined condition
 Sri Ranganathar Valves manufactures wide range of Industrial Valves
 Sri Unit II manufactures high quality Investment Castings.

Over the past three decades, we have established ourselves as a leading

manufacturer and exporter of high quality Valve Castings and Industrial Valves such
as Gate, Globe, Check, Ball, Knife Gate Valves & Strainers in the market. Our state-of-
the-art manufacturing units are located at three places, within a 20 mile radius of
each other to ensure optimum efficiency in processing our customer order. Being
equipped with requisite machines & experienced manpower we are able to satisfy
the variegated demands of our clients in different industrial segments.
Our Uniqueness
 Steel Castings & Valves with superior Quality & On-time delivery to meet
various Industrial application needs
 Sophisticated Infrastructure with advanced Machines, Softwares for
simulation & valve design
 Products are in compliance with the International quality standards
 Highly qualified team with wide experience in the Foundry& Valve Industry

Our Vision
Our Vision is to achieve Total Customer Satisfaction through offering cost-
effective and reliable products that will meet their needs & add real measurable
value to our Customers’ organization.
Visionary People

Mr.V. Narayanasamy, Managing Director famed as “The Best Methods Man”

with his wealth of experience has driven SRI from strength to strength during the
past three Decades and has made the group an industry leader in producing valves,
Valve castings & Investment Casting components. Under the guidance &
management of our visionary Director Mr.V.Narayanasamy, we are continually
embracing the latest technology and methodology to respond to our clients’ ever
growing needs.
In addition to Managing Director’s constant Efforts Mr.J. Elangovan –
Technical Director and second generation Directors Ms.V.N. Vinayasree & Mr.N.
Harikrishna are taking an active part in the growth and evolution of Sri Ranganathar
Group. We are proud to share with you that we have bagged the Best Supplier Award
from our customers GE, EMERSON and XOMOX.
Company Milestones
 Established as a PATTERN SHOP in the year 1983
 Expanded as a STEEL FOUNDRY in the year 1987
 Expanded with a MACHINE SHOP in the year 1994
 VALVE MANUFACTURING unit started in the year 1995
 SECOND FOUNDRY (SRV) started in the year 2000
 CRYOGENIC VALVE TESTING LAB started in the year 2012
 INVESTMENT CASTING FOUNDRY started in the year 2013
 HEAVY DUTY CNC MACHINE SHOP started in the year 2013
 VACCUM TESTING facilities started in the year 2013
Statement of the Study:

The aim of study is to examine the strategic issues pertaining to employee safety and
health. Some organizations replace the revoked safety programs with more
innovative ones. Some safety programs also have rewards for employees who avoid
accidents. The study helps to maintain proper safety standards. It would also help
the manufacturing sectors to ensure that employees take protection against unsafe
practices. Every organization should formulate and implement a safety policy. The
procedure to be adopted naturally depends upon the size of the company, the
number of plants it operates, the nature of the industry in which it is engaged, the
production technology it uses, and the attitude of the top management. After it has
spelt out its safety policy, a manufacturing institution should establish a safety
program, the primary goals of which should be to reduce the number of hazardous
factors that are likely to cause accidents, and to develop safe working habits among
its employees. Hence a realistic & positive view has to be inculcated to ensure the
safety & health of workforce in an organisation.
Scope of the Study:

The study aims at finding out the satisfaction level of employees about the various
measures provided by the organization. And identify the areas where it can be
improved, so that it can improve the performance of the employees which leads to
productivity.
Objectives:

1. To examine and analyze various safety, health and welfare measures adopted in
an organization.

2. To know the employees opinion regarding the safety programs and practices.

3. To identify the role of management in implementing health, safety and welfare.

4. To identify the employees‟ satisfaction level on the measures those are provided.

5. To prominence on new technology to develop various safety measures.

6. To determine the increased productivity after implementation of health, safety

and welfare measures.

HYPOTHESIS:

H1 - There is significant relation between the health, safety and welfare measures
and designation.

H2 - There is significant relation between the Training programs conducted and

designation.

H3 - There is significant relation between the Types of Safety Measures provided by

the organization with the age group of employees.

H4 - There is significant relation between handling emergency situation at the

workplace and Gender.
RESEARCH METHODOLOGY

The authors define research methodology as "the strategy or architectural design by

which the researcher maps out an approach to problem-finding or problem-solving."
Research Design.

The present study is descriptive and analytical in nature

Sampling Design

The survey is not taken from the entire population. Where only a few units of
population under the study are considered for analysis, it is called as sampling. As for
the present study, the population size is infinite; the adoption of sampling method
was inevitable. The sampling plan consists of sample unit, sample size and sampling

method.

(a) Sample Unit

The sample unit refers to the respondents who are to be surveyed. The Sampling
Unit may be Geographical, Construction Unit, Social unit or it may be an individual.
The size of this study comprises of the individual Employees in Sri Ranganathar
Industries Pvt. Ltd. It included the Employees of various Designations.

(b) Sample Size

The sample size refers to the number of items to be selected from the universe to
constitute a sample. A sample of 500 respondents has taken for the study.

(c) Sampling Method

This study has based on convenience sampling method.

Review of Literature:

Dr.G. Yoganandan and G. Sivasamy (2015) in his article “Health and Safety Measures
in Chettinad Cement Corporation Limited, Karur” says that labor welfare is an
essential part of social welfare and it aimed at finding out the views and awareness
workers on health and safety measures in Chettinad Cement Corporation Limited,
Karur. The author suggested to control air pollution by planting trees and to
concentrate in the working conditions like lightning, safety equipment‟s which is not
up to the mark.

Ms.P.Vinotha, Ms.R.Suriya & Ms. S.Valarmathi(2015) in his article ”A Study on

Industrial Health and Safety Measures in H & R Johnson India Pvt. Ltd at
Thennangudi” says that there is a need to identify and analyze the health and safety
hazards at the work site and it focuses on what safety equipment‟s is necessary to
protect the employees from the accident at the work spot.

Christopher Mathews, I. K. Khann (2015) in his article “Impact of Work Environment

on Performance of Employees in Manufacturing Sector in India: Literature Review”
states that there is a need to identify the relationship between workplace
environment and employee performance of manufacturing sector in India. There are
four factors that have an impact on employee productivity are lighting, noise,
temperature and furniture. And to increase the productivity there is a need to
organize workshops.

Dr.K.Lalitha, T.Priyanka (2014) in his article “A study on employee welfare measures

with reference to IT industry” states that there is a need to know existing welfare
facilities provided to the employees and to know their opinion on the present
facilities that are provided which there by results in the satisfaction level of
employees that leads to productivity.

B.R.Manasa, Dr.C.N.Krishnanaik (2015) in the article “Employee Welfare Measures- a

Study on Cement Corporation of India Units, in Thandur and Adilabad” is to recognize
the various welfare measures provided to the employees and their satisfaction on
those measures. It suggests that the management should provide good facilities for
both permanent and temporary employees in such way that employees become
satisfied about employee welfare facilities which increase productivity as well as
quality and quantity.

R. Muthuviknesh, K. Anil Kumar (2014) in the article “The Effect of Occupational

Health and Safety Management on Work Environment: A Prospective Study” states
that the scope of occupational safety and health has evolved gradually and
continuously in response to social, political, technological and economic changes. In
recent years, globalization of the world‟s economies and its consequences have been
perceived as the greatest force for change in the world of work, and consequently in
the scope of occupational safety and health, in both positive and negative ways. The
writer here wants to conclude that there is great importance of safety measures in
working environment and it later enhances the productivity and reduces turnover.

Rejoice Selorm Ametepeh (2011) in the article “Occupational health and safety of the
informal service sector in the Sekondi-Takoradi Metropolitan Area” explains about
the growing source of employment for large no of youth in Sub-Sahara Africa ,and
also for older workers pursuing entrepreneurial goals and others adjusting to
structural changes in the region„s employment. But by the passing of time this area
and the informal sectors have been seriously hampered by serious diseases which
include communicable diseases, schistosomiasis, malaria and HIV/AIDS which is
particularly associated with mining and the transport sector. Non-communicable
diseases widespread in the informal service sector include Noise-Induced Hearing
Loss (NIHL), chemical poisoning, stress and occupational asthma.

Kwesi Amponsah - Tawiah, Kwasi Dartey - Baah in his article “Occupational Health
and Safety(2016): Key Issues and Concerns in Ghana” states that due to lack of
employment opportunities, people tends to fight for job security neglecting the need
for quality work life. And hence it does not focus in the safety and health measures.
This has been the problem of most developing countries including Ghana. This insists
the companies in such countries to neglect the importance of health and safety
measures due to poor economy and lack of resources. Lack of information and
education has also been included as a reason for poor health and safety measures in
such places.

H Abdul Zubar, K Visagabel, V Deepak Raja and Arun Mohan (2014) in the article
“occupational health and safety management in manufacturing industries” explains
that very few companies are following safety system and even fewer are
implementing them properly. As a part of solution, extremely slow and continuous
effort is required developing and establishing safety culture in organization. Effort
may include- improving safety standards and work promotion. It also includes
methods like behavior based study (BBS). This method directly helps in reducing
accidents in workplace.
 QUESTIONNAIRE

1) Name:

2) E- mail id:

3) Gender:

a) Male b) Female c) Others

4) Are you graduated? Please mark the appropriate option where you fall

a)UG Graduate b) PG Graduate

c) I’m uneducated d) HSC /SSLC pass

5) Age:

a) Below 20 b) 20 - 40 years

c) 40 -60 years d) Above 60 years

6) Marital Status

a) Married b) Unmarried c) Others

8) Work experience if employed:

a) 0-5 years b)5-20years c)Above 20 years.

9.Designation:

a) Lower level employee b) Mid level employee

c) Higher level/Top management

10. Do you have accident proneness (fear)?

a. Yes b .No
11. If Yes, specific reason
a. Personal problems b. Environmental Problems c. Technical problem
12. The major reasons for the Work place accident
a. Work Based b. Worker Based
13. The major reasons for Work related accident that occur in the organization
a. Improper lighting e. Polluted work place b.Unsafe & careless house keeping
c. Improper Ventilation d. Inadequate Safety Devices
d. If others mention____________________
14. what are the worker based causes for the accident that occur in the accident
a. Lack of adequate skill b. Disturbed mental condition c. Neglecting saf
ety devices d. Unsafe speed e. Unsafe material handling
f. Others Mention

Perceptions regarding information and training provided by the employer :

Rate your Answers by 5-Strongly Agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Strongly
Disagree

Q.No Statement 5 4 3 2 1
My employer usually informs me to take
15 precautions to protect myself when I
perform my duties.
My employer usually provides new
16
employees with health and safety training.
Employer trained me about the correct use
17
of Personal Protective Equipment (PPE)
My employer regularly informs me about
18 Standard Operating Procedure (SOP) when
it comes to performing my task.
My employer provides regular refresher
19
training on health and safety.
 My employer trained me to recognize
20
hazards at work.

Perceptions regarding employee safety awareness:

Rate your Answers by 5-Strongly Agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Strongly
Disagree

Q.No Statement 5 4 3 2 1
I have sufficient knowledge of the
21
Occupational Health and Safety Act.
We have a copy of the OHSA on the
22
employer’s premises.
I know my rights as an employee when it
23
comes to health and safety issues
We are provided with the necessary skills
24 as employees in the organisation to perform
our work safely
25 I usually follow safety procedures at work.
All employees are involved in the planning
26
of health and safety

Perceptions regarding occupational health and safety reporting mechanisms:

Rate your Answers by 5-Strongly Agree, 4-Agree, 3-Neutral, 2-Disagree, 1-Strongly

Disagree

Q.No Statement 5 4 3 2 1
 There is a formal health and safety
27
reporting mechanism in the company.
Reported health and safety issues are
28
attended to promptly
Employees are encouraged to report
29
accidents that occur at work.
Safety inspections take place regularly at
30
work.
Regular inspections encourage the
31
employer to comply with OHSA
I am satisfied with the level of hygiene at
32
my workplace.