1.

1 INTRODUCTION OF THE STUDY

EMPLOYEE WELFARE MEASURES

The importance of employee welfare measures was recognized in India during the colonial
period in 1931. The Royal Commission on Labour stated that these measures were important
to workers who were unable to secure their own welfare. The commission also believed that
these measures would be a wise investment, leading to greater efficiency and productivity.

WHAT IS EMPLOYEE WELFARE MEASURES?

Employee welfare is a term that encompasses a broad range of benefits and services that an
employer may offer to its employees. It can include things like health insurance, dental
insurance, vision insurance, life insurance, disability insurance, plans, and paid time off.

IMPORTANCE OF EMPLOYEE WELFARE MEASURES

Employee welfare measures are important because they can help improve the quality of work,
increase productivity, and create a positive culture in a business. Some examples of employee
welfare measures include:

COMMUNICATION
Open communication between managers and employees can help improve relationships,
performance, and employee wellbeing.

FINANCIAL ASSISTANCE
Financial security can help improve mental health and provide a foundation for employmen

FACILITIES
Providing good facilities and a safe work environment can help prevent stress, improve job
satisfaction, and reduce sickness absences.

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CLEANING AND SANITATION
Regular cleaning and sanitation can help reduce the spread of illness and positively impact
employee well-being and productivity.

RETIREMENT PLANNING
Offering employees the opportunity to invest in a workplace pension scheme can be a key part
of any employee benefit solution.

MORALE
Improving a company's culture and morale can lead to more productive employees, better
quality work, and business growth.

DEMERITS OF EMPLOYEE WELFARE MEASURES :

ADMINISTRATIVE COSTS
Monitoring and administering benefits can be time-consuming and costly, especially for
companies that offer many benefits.

BENEFIT-COST VARIES
Larger companies are required to pay a portion of employee benefits, but smaller companies
may not be able to afford to do so.

POOR WELFARE STRATEGY

A poor welfare strategy can lead to decreased motivation, absenteeism, and a loss of
productivity.

DE-MOTIVATION
Welfare situations can lead to employee de-motivation.

Factors Influencing Employee welfare measures:

● Leadership
● Organizational culture
● Paths to advancement

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 ● Flexibility
● Belonging
● Work/life balance
● Meaningful work.

LEADERSHIP:

Leaders play an important role in keeping employees invested in their roles and motivated to
do great work. All of their actions and behaviors can either help or hinder the work
environment and thus impact employee motivation. Ensuring that the impact they have on
motivation is positive requires leadership to have an awareness of employee needs, a
commitment to employee success, and a willingness to contribute to the employee experience
in ways that help employees connect with their jobs. Here are a few ways leaders can ensure
they are supporting a motivating work environment.

CREATE AN ATMOSPHERE OF TRUST: High-trust work environments are conducive

to a high level of employee motivation and have an overwhelmingly positive impact on
employee performance, employee well-being, and a host of other factors.

CELEBRATE THEIR SUCCESSES: Celebrating employee accomplishments increases

motivation because acknowledging the hard work they’ve put in lets them know they are
valued and the work they do has an impact.

ORGANIZATION CULTURE

Workplace culture can significantly impact the behavior and performance of employees. It
provides much-needed context for an organization’s mission, vision, values, goals, and
strategies. Culture helps employees not just understand the “how” of their jobs but also the
“why,” which is essential for building engagement and motivation. Culture plays an important
role in employee motivation because of its impact on the employee experience. Employees are
more likely to stay motivated in a positive work culture that supports and values them, helps
them grow and thrive, and provides a trusting, psychologically safe environment for them.

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To foster a motivating culture, leaders should set an example by being good representatives of
the culture and communicating and positively reinforcing cultural values through their actions
and behaviors, as well as their words.

PATH TO ADVANCEMENT

When employees feel stuck with no chance for growth or advancement in an organization,
they see no future for themselves there. Their motivation suffers because they feel
disconnected from long-term goals. This can lead them to seek out other opportunities with
organizations where they will have more room to grow and advance. The need to advance is
about more than just a possible increase in compensation. Employees need to feel they are
advancing in their careers and are more motivated when they work for organizations where
they can see a future for themselves. Many employees also gain motivation from the new
challenges that can come with advancement and the feeling that they are trusted and valued
by the organization. When employees feel that leadership cares about them and is willing to
help them grow in their roles and take on more responsibility, it can do wonders for their
motivation and performance. Helping employees chart a path to advancement demonstrates
that the organization is invested in their success.

PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Offering growth and development opportunities is a great way to help employees advance in
their careers, and it can positively impact employee motivation because it signals to them that
they’re valued and vital to the organization’s future success. Providing in-person or online
training, tuition reimbursement, leadership development, or setting aside time during the
work week for learning can yield tremendous results that benefit both the employee and
employer.When organizations offer employees opportunities to grow their skills, it empowers
them and helps them build the confidence they need to excel in their roles and move into
higher- level roles. To determine what development opportunities would best suit an
employee’s career goals, leaders can offer developmental coaching to team members.

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RECOGNITION

Psychology tells us that recognition in the form of praise is the primary source of positive
reinforcement, the process of modifying behavior for a more positive result. Because of this,
recognition can be an incredibly powerful motivator. According to research, 69% of
employees say they’d work harder if their efforts were recognized at their workplace. When
employees’ contributions are recognized, they are up to 10 times more likely to strongly agree
that they belong with the organization, and 80% of employees report being more productive
when recognition and rewards are utilized to motivate them. Recognition positively
influences employee motivation because acknowledging and celebrating the hard work,
achievements, and successes of employees lets them know they are valued and the work they
do has an impact. Recognition should always be part of the feedback leaders provide to
employees because it meets a core human need for both the employee and the leader, and it
can profoundly impact motivation by reinforcing the behaviors that lead to achievement. For
recognition to be an effective motivation technique, it needs to be genuine, reference a
specific achievement, and single out employees’ efforts. It should also be a team effort, with
frequent peer-to-peer recognition.

WORK ENVIRONMENT
To stay motivated, employees need a work environment that offers them a positive employee
experience and an inclusive organizational culture where every team member feels
empowered and supported. An inclusive culture is a workplace culture that is supportive of
and respectful toward all employees.Organizations with inclusive cultures embrace
differences in backgrounds and experiences and build high-performing teams of employees
who are engaged with their work and invested in the organization’s success. An inclusive
workplace culture ensures that the contributions, talents, skills, and perspectives of all
employees are welcomed and utilized in ways that help organizations achieve their vision. It
can also deter toxic behaviors and help team members avoid conflict. When it does occur,
conflict should also be addressed as soon as possible so that it doesn’t get out of hand and
turn the culture toxic. Employees cannot stay motivated in a toxic work environment.

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FLEXIBILITY
According to a 2021 Jabra report on hybrid work, 59% of survey respondents said flexibility
is more important to them than salary or other benefits, and 75% said they’d rather work for a
company that gives them the flexibility to work from anywhere. It’s clear that today’s
workforce demands more flexibility. Flexibility in work schedules, whether it’s remote or
hybrid work options that increase autonomy or incentives like additional PTO, can be a great
motivator for employees. It can also support a harmonious work environment where team
morale and productivity are high and employees can depend on each other. Flexibility is an
incentive that can benefit both employees and employers. In the Gartner 2021 Digital Worker
Experience Survey, 43% of respondents said that flexible working hours helped them be more
productive, and 30% of respondents said that less or no time commuting allowed them to be
more productive. By giving workers the autonomy and flexibility they need to thrive in both
their personal and professional lives, you are forging strong, trust-based relationships with
your employees and, at the same time, intrinsically motivating them to hold themselves
accountable and take ownership of their roles.

BELONGING
A sense of belonging at work keeps morale high, improves cohesion, helps collaboration, and
is linked to higher motivation. It also prevents work environments from becoming toxic.
Creating a sense of belonging requires a psychologically safe work environment.
Psychological safety refers to the belief that one will not be punished for asking questions,
raising concerns, or voicing ideas. When a work environment is psychologically safe,
employees are encouraged to contribute, participate in decision-making, and build authentic
connections with each other. Employees need to feel psychologically safe at work. They need
to feel comfortable bringing their authentic selves to work every day to build authentic
connections with their co-workers. A sense of belonging is essential to building team
cohesion. To support a sense of belonging in the workplace, organizations should be
committed to policies and strategies that support an inclusive work environment for all
employees and strengthen cohesion, cooperation, and collaboration.

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WORK-LIFE BALANCE

Work-life balance refers to an employee’s capacity to balance the demands of their personal and
professional lives. A healthy work-life balance allows employees to
manage their non-work time and at-home priorities more effectively while still meeting their
work obligations and continuing to grow professionally. A good work-life balance can help
employees be more present, more motivated, more loyal, and less stressed out at work so that
they can engage, perform well, and produce quality work. It can also help them be more present
with their family and friends and less anxious about work priorities outside work. There are many
ways organizations can help their team members find a balance between their work lives and
personal lives. Providing a good PTO program and setting communication policies that allow
employees to disconnect from emails, texts, etc. after work hours can improve. work-life balance
for employees and help them stay more motivated at work. Flexibility in work schedules can also
help employees achieve a healthy work-life balance and take better care of their families and
personal needs, leading to better overall well-being and greater motivation at work.

MEANINGFUL WORK
According to McKinsey & Company, over the past 30 years, American workers have
identified meaningful work as the most important aspect of a job—more important than
income, job security, and the number of hours they work. Humans have an innate need to
seek out meaning in their lives—even their work lives. Helping your team members to see a
bigger purpose in their work, find meaning in their day- to-day duties, and see the impact of
the work they do can have a positive effect on motivation. Meaningful work has a purpose
and creates an impact. When employees view their work as purposeful and impactful, they
are committed to their work because they want to make a positive impact. For many people,
work helps them meet their need to accomplish goals and make a difference in the world.
Having a job where the work one does is purposeful and has a deeper meaning beyond the
daily tasks improves motivation. Effective leaders measure performance with impact. They
use impact, rather than quotas or profits, as a measure of success, and help employees see the
connection between their day-to- day activities and the larger mission and vision of the
organization.

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STEPS OF EMPLOYEE WELFARE MEASURES
Here are the steps for implementing effective employee welfare measures:
Pre-Implementation Steps
1. Conduct a Needs Assessment: Identify the needs and concerns of employees through
surveys, focus groups, or one-on-one interviews.
2. Establish a Welfare Committee: Form a committee comprising representatives from HR,
management, and employees to oversee welfare initiatives.
3. Develop a Welfare Policy: Create a comprehensive policy outlining the organization's
commitment to employee welfare.

Implementation Steps
1. Provide Basic Amenities: Ensure access to basic facilities like clean drinking water,
sanitation, and a safe working environment.
2. Health and Wellness Initiatives: Offer programs like health insurance, medical check-ups,
fitness classes, and mental health support.
3. Financial Assistance: Provide assistance with loans, savings schemes, and retirement
planning.
4. Recreational Facilities: Offer access to recreational facilities like gyms, sports facilities, or
employee lounges.
5. Employee Recognition and Rewards: Implement recognition and reward programs to
motivate and appreciate employees.
6. Training and Development: Provide opportunities for skill development, training, and
career growth.
7. Work-Life Balance Initiatives: Offer flexible work arrangements, telecommuting options,
and employee wellness programs.

Monitoring and Evaluation Steps

1. Regular Feedback Mechanisms: Establish regular feedback channels to monitor employee
satisfaction and concerns.
2. Welfare Committee Meetings: Hold regular meetings with the welfare committee to review
progress and discuss new initiatives.

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Communication steps
1. Clear Communication: Communicate welfare measures and policies clearly to all employees.
2. Regular Updates: Provide regular updates on new initiatives, changes to existing policies,
and upcoming events.
3. Transparency: Ensure transparency in the implementation and administration of welfare
measures.
By following these steps, organizations can create a comprehensive employee welfare
program that supports the well-being and success of their employees.

USES OF EMPLOYEE WELFARE MEASURES

Employee welfare refers to the various programs, policies, and benefits that organizations
provide to support the well-being, health, and happiness of their employees. Here are some
uses of employee welfare:
Physical Health
1. Reduced absenteeism: Employee welfare programs can help prevent illnesses and injuries,
reducing the number of absences.
2. Improved productivity: Healthy employees are more energetic and focused, leading to
increased productivity.
3. Better work-life balance: Employee welfare programs can help employees manage their
work and personal life more effectively.

Mental Health
1. Reduced stress: Employee welfare programs can provide stress-reducing activities, such as
meditation or yoga.
2. Improved mental well-being: Employee welfare programs can provide access to mental
health professionals and resources.
3. Increased job satisfaction: Employee welfare programs can help employees feel more
connected to their organization and colleagues.

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Financial Well-being
1. Financial assistance: Employee welfare programs can provide financial assistance, such as
loans or grants.
2. Retirement planning: Employee welfare programs can provide retirement planning
resources and support.
3. Employee discounts: Employee welfare programs can provide discounts on products and
services.

Social Well-being
1. Team-building activities: Employee welfare programs can provide team-building
activities, such as social events or volunteer opportunities.
2. Employee recognition: Employee welfare programs can provide recognition and rewards
for employees' achievements.
3. Diversity and inclusion : Employee welfare programs can promote diversity and inclusion
in the workplace.

Organizational Benefits
1. Improved employee retention: Employee welfare programs can help reduce turnover and
improve employee retention.
2. Enhanced reputation: Employee welfare programs can enhance an organization's reputation
as a caring and responsible employer.
3. Increased competitiveness: Employee welfare programs can help organizations attract and
retain top talent in a competitive job mark.

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 1.2 COMPANY PROFILE

PROFILE OF MEENAKSHI STEEL INDUSTRIES PRIVATE LIMITED.

NAME OF THE COMPANY: Meenakshi steel industries

private limited, Puducherry
HEADQUARTERS: Puducherry, India

YEAR OF FOUNDATION :[2004]

FOUNDER OF MEENAKSHI STEEL INDUSTRIES: Sri Hari Mohan Bansal.

INDUSTRY: Steel Manufacturing

CORE BUSINESS: Production and distribution of steel

products for various industrial applications.
EMPLOYEES: [205]

DEPARTMENTS IN INDUSTRY:
Manufacturing and production
Engineering and process development Technology
Sustainability
Research and development
Market and product development Commercial
Purchasing and logistics
Finance
Strategy

BRANCHES: Hosur
Jhansi
Pondicherry
Sagar
Hyderabad
Pune

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COMPETITORS: Dharshini Steels &
Cements- A prominent steel and cement
supplier in Pondicherry.
Kuber Steels- Another well-known steel supplier in the region.
Essar Steel Industries- A leading steel manufacturer with a presence in Pondicherry.
Stander Steel- A steel supplier with a strong presence in Pondicherry. Advait
Steel Rolling Mills Pvt Ltd- A steel rolling mill with operations in
Pondicherry.

OUR VISION
At Meenakshi, we believe in playing a crucial role in shaping the infrastructural growth and
development of India. We are committed to building long-term relationships based on
integrity, performance, value, trust and client satisfaction. Our aim is to encourage innovative
ways to solve the basic infrastructural problems by strengthening the very foundation of your
construction. We believe in providing products that shape the infrastructural growth of India.
With the help of our core values - Trust, Integrity, Teamwork and Excellence, the Meenakshi
group has grown manifolds over the decades. We have a workforce of around 2000+
hardworking individuals all over India. We place the utmost importance on all aspects of
health and safety, for all our employees.

OUR MISSION
Meenakshi Steel Ltd. is committed to delivering high-quality steel products while maintaining
the highest standards of customer service, innovation, and sustainability. Our goal is to
contribute to the development of infrastructure and industry in India and beyond.

OUR BRIEF HISTORY, OUR GOALS, AND MOTIVATION

The Meenakshi group now has its presence all over India covering over 6 states in 9 different
strategic location. It has been serving the top industrialists and construction companies across
India with excellent quality TMT bars and structural steel. It's factories are located in Hosur,
Pondicherry ,Sagar ,Datia ,Jhansi, Hyderabad and Pune to cater to all your pan India
requirements.

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ENVIRONMENTAL RESPONSIBILITY
Meenakshi Steel strives to follow a zero-wastage, non-pollution system to ensure that our
production process is sustainable and environmentally friendly. It is our responsibility to take
steps to protect our environment to the best of our capabilities and Meenakshi Steel does
extensive research and development studies to find the best, environmentally friendly
technologies and methods to carry out our processes.

REUSING WATER WASTE

We filter and reuse all waste water discharge in our factories to ensure zero wastage of water
for all our factories around India.

STATE OF THE ART POLLUTION SYSTEMS

We have installed revolutionary pollution technology in our Hosur plant – a fully enclosed
hood for our induction furnaces to prevent air pollution in the environment.
Air Pollution Control Systems
1. Emissions Control Technologies: Various technologies, such as scrubbers, electrostatic
precipitators, and fabric filters, are used to reduce emissions from industrial sources.
2. Vehicle Emissions Control: Catalytic converters, particulate filters, and exhaust gas
recirculation systems help reduce emissions from vehicles.
3. Renewable Energy: Transitioning to renewable energy sources, like solar and wind power,
can significantly reduce air pollution from fossil fuels.
Global Air Pollution Status
1. Air Quality Index (AQI): The global average AQI is around 50-60, indicating moderate air
pollution levels.
2. Pollutant Concentrations: Particulate Matter (PM2.5 and PM10), Nitrogen Dioxide (NO2),
Ozone (O3), and Carbon Monoxide (CO) are the primary pollutants contributing to air
pollution.
3. Health Impacts: Air pollution is responsible for approximately 7 million premature deaths
annually, with 90% of the world's population breathing polluted air.

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ZERO COAL USAGE POLICY
Our coal usage level is zero in our Hosur, Sagar and Datia plants.

FORESTATION DRIVES
We have drives to plant trees in and around our factory regions in Hosur, Datia and Sagar
to improve the declining forest rate in these regions.

BUSINESS INFORMATION

Meenakshi Steel in Vazhudhavur, Pondicherry is known to satisfactorily cater to the

demands of its customer base. The business came into existence in 2014 and has, since then,
been a known name in its field. It stands located at Factory No 14/5, Via Vazhudhavur,
Thetampakkam Village , Suthukani, Vazhudhavur-605502.
Via Vazhudhavur is a prominent landmark in the area and this establishment is in close
proximity to the same. The business strives to make for a positive experience through its
offerings. The accepted modes of payment such as Cash, Master Card, Visa Card, Debit
Cards, Cheques, Amex Card, Credit Card make every business transaction easy and seamless,
contributing to making the entire process even more effective. Customer centricity is at the
core of Meenakshi Steel in Vazhudhavur, Pondicherry and it is this belief that has led the
business to build long-term relationships. Ensuring a positive customer experience, making
available goods and/or services that are of top-notch quality is given prime importance.
India's leading B2B market place, Jd Mart ensures engaging in business activities is a
seamless process for small and medium enterprises as well as large businesses. In a wake to
enable these businesses to reach their audience, this portal lets them show case their offerings
in terms of the products and or services through a digital catalogue. Kindly scroll up for the
address and contact details of Meenakshi Steel in Pondicherry.

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SWOT ANALYSIS

Here's a SWOT analysis of Meenakshi Steel Industries, Pondicherry:

STRENGTH
● Established Brand: Meenakshi Steel Industries has a strong
presence in Pondicherry and surrounding regions.
● Quality Products: They offer high-quality TMT bars and structural steel.
● Strategic Location: Proximity to ports and transportation hubs facilitates
easy raw material sourcing and product distribution.
● Experienced Management: The company is led by experienced
professionals with industry expertise.
● Strong Distribution Network: Meenakshi Steel has a well-
established distribution network across southern India.
● PAN India Presence: With nine factories across six states, they have a
significant national presence.

WEAKNESS

● Limited Geographic Diversification: Meenakshi Steel's operations are

mainly concentrated in southern India.
● Dependence on Raw Material Suppliers: Fluctuations in raw material prices
can impact profitability.
● High Energy Costs: Steel production is energy-intensive, making
Meenakshi Steel vulnerable to energy price fluctuations.
● Limited Product Diversification: Their product range is primarily
focused on TMT bars and structural steel.
● Intensive Labor Requirements: Labor-intensive production processes
increase labor costs and potential workforce management challenges.

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OPPORTUNITIES

● Growing Infrastructure Demand: Increasing infrastructure development in India drives

demand for steel products.
● Expanding into New Markets: Entering new geographic markets or industries (e.g.,
automotive, construction) can increase revenue.

THREATS
● Intense Competition: The steel industry is highly competitive, with many established
players.
● Fluctuating Raw Material Prices: Volatility in global raw material markets impacts
production costs.
● Regulatory Changes: Changes in government policies, taxes, or environmental
regulations can affect operations.
● Economic Downturn: Economic slowdowns reduce demand for steel products.
● Environmental Concerns: Increasing environmental regulations and concerns about
carbon emissions may impact operations.

ORGANIZATION HIERARCHY
CEO and MD- Mr. N. Kumaravel

OTHER KEY EXECUTIVES

Finance ( director)- Mr. M. Dhanushkodi Operation ( director)- Mr. S. Thirumalai Marketing
(director)- Mr. R. Sivakumar

HUMAN RESOURCE MANAGER

Mr. R. Ramesh ( HR head)
Ms. K. Vijayalakshmi (HR Manager)
Mr. S. Senthil Kumar ( Assistant HR Manager)

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MARKETING MANAGER
Mr. S. Srinivasan (Marketing Head) Ms. S. Priya (Manager)
Mr. K. Karthik (Assistant Marketing Manager)

FINANCE MANAGER
Mr. M. Dhanushkodi ( Finance Director) Mr. S. Selvaraj ( Finance Manager)
Ms. R. Rekha (Assistant Finance manager)

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 1.3 INDUSTRY PROFILE

CONCEPTUAL FRAMEWORK OF INDUSTRY

INTRODUCTION

The steel industry releases more than 2 tons of CO2 per ton of steel manufactured, which
means that more than 6 tons of CO2 are emitted for every ton of slag. In terms of the total
worldwide greenhouse gas emissions, the steel industry contributes an excess of 5%. Iron and
steel slags have the potential to sequester about 0.4 tons of CO2 per ton as a mineral
carbonate or up to
0.7 tons of CO2 per ton via enhanced weathering. Mayes et al. (2018) estimated, that over 37
years, atmospheric carbonation of steel slag deposits in the UK is less than 1% of the
maximum carbon sequestration potential of the deposit. This indicates that uncontrolled
management of slag residues in open waste dump sites is insufficient to exploit carbon
sequestration potential because substantial quantities of unreacted slag deposits are
unavailable for atmospheric carbon uptake. This means that the whole carbon cycle of slag
production processes and weathering is currently far from balancing the emitted CO2 from
the iron and steel industry.

To meet the greenhouse emission reduction goals (COP21;

https://unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreement), the iron
and steel industry is under increasing pressure to reduce emissions to the level of 0.3 ton of
CO2 per ton of steel and 0.5 ton of CO2 per ton of slag. This could be done via (a) mixing
low carbon fuels into the blast furnace; (b) utilizing renewable energy for power generation;
(c) implementing CO2 capture technologies at the production sites for reutilization within
the plant as well as for geological storage, and (d) exploiting mineral carbonation
technology. Proactive management of slag to accelerate carbon sequestration and mitigate
potential hazards to human health and the environment due to the hyper-alkalinity of
discharged leachates from disposal sites to the receiving watercourses, subsurface soils, and
groundwater could provide mutual benefits. Currently, there are some leachate management
technologies, such as (a) leachate aeration via CO2; (b) precipitation of calcium carbonate
in settlement lagoons; (c) use of wetlands to buffer alkaline leachate; and (d) recovery and
reuse of the high purity precipitated calcite.

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In view of steel and iron slag carbonation, a pretreatment step (i.e., grinding) is required
(Bobicki et al., 2012), and the carbonation, in most cases, is carried out on an aqueous slurry
mixture (liquid-to-solid ratio greater than one on a weight basis) at ambient or elevated
pressure and temperature (Stolaroff et al., 2005). The slag uptake of CO2 depends on the
number of operational parameters, such as particle size, CO2 pressure, CO2 concentration,
and temperature, similarly to the carbonation of natural Ca-silicates; however, it requires less
power (Huijgen et al., 2005). As expected, slags containing free CaO instead of Ca-silicates
were more reactive (Bonenfant et al., 2008). And, to accelerate the reaction process and
enhance carbonation efficiency, Santos, François, et al. (2013) used ultrasound and additives
such as MgCl2. The efficiency of CO2 sequestered was shown to vary widely from 1.7%-to-
28.9%, depending on slag composition, particle size, liquid-to-solid ratio, operation
conditions (temperature, gas flow rate and concentration, etc.), type of additives, type of
extracting agent, adopted mineral activation technique, nature of the reactor (static, rotating,
fluidized, etc.).

STEEL INDUSTRY

The steel industry commonly uses heat exchangers to recover waste heat from the exhaust
stream, which can further be reused for domestic or industrial needs. To further expand the
application of waste heat technology, Jouhara et al. [5,6], in collaboration with Horizon 2020
(Grant agreement number: 680599) developed a flat heat pipe (FHP). The FHP shown in Fig.
1 was designed to recover waste heat from hot steel rods where temperatures reach 1600 °C.
The heat pipe was tested at different inclination angles as the rate of heat recovery was
dependent on this. A lab scale prototype was manufactured from stainless steel, where the
working fluid was water. The unit was tested (Fig. 2) to highlight the validity and
performance of the system. The outcome from the study suggested a recovery of 16 kW.
Estimates indicate that a full scale implementation of the FHP could potentially recover 700
kW [7]. The development of an FHP to recover heat via radiation has uncovered a novel heat
source which was previously considered to be impossible to use. The water passing through
the condenser section has the potential to be used in auxiliary functions such as domestic
heating which can further reduce the fuel consumption of the factory as a whole.

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LCA IN STAINLESS STEEL MINING
The steel industry is like oil and gas. Steel is widely used in construction works,
transportation, packaging and energy sector. China is one of the leading producers of steel.
Steel is produced after processing in coke ovens, a sintering plant, blast furnace and
converter. Table 12 describes the major findings and recommendations from the research
conducted related to LCA of this metal. Norgate et al. conducted the LCA study of steel
production where the functional unit was 1 kg of refined stainless steel. They assessed GWP,
AP and TED. The effects of different sources of electricity were also assessed. They used
CSIRO software LCA-PRO for analysis. Their study revealed that when ferronickel was the
nickel source, total energy consumption was higher than the case where nickel metal was
used as a source. They also stated that nickel has the highest impact, then ferronickel,
ferrochrome and iron. While analysing the source of electricity, natural gas use could reduce
the GWP without changing the total energy consumption, while hydroelectricity could reduce
both (Norgate et al., 2007). Korol et al. assessed the cradle-to-grave LCA of steel production
and arc furnace routes of Poland. They used SimaPro software and EcoInvent database for
their analysis. The analysis method was IPCC, ReCiPe and CED. They showed that the
production of pig iron had the highest impact on GHG and fuel consumption due to
electricity. They also showed that the iron ore sintering process was the highest contributor to
dust and on GHG emissions. Direct GHG emissions were related to the combustion sources,
while the indirect emissions were from fossils. The GHG value was 913 kg CO2 eq/FU for
natural electric arc furnace and 744 CO2 eq/FU for crude steel (Burchart-Korol, 2013).
Renzulli et al. studied the cradle-to-gate LCA of an integrated steel mill in Italy. The system
boundary was raw material extraction, the sintering operations, the coke production and iron–
steel production. The analysis method was ILCD, while both mass and economy-based
allocation were considered. Their results are similar like for Korol et al. that the most
impactful processes were blast furnace and coke oven operations. More than 40% of the
climate change, ozone depletion and particulate matter were due to raw material
transportation in the blast furnace and coke oven (Renzulli et al., 2016). Ma et al. analysed
crude steel production in China. Their functional unit was 1 tonne of steel billet. The analysis

20
method was IMPACT 2002+ method, IPCC and ReCiPe. The system boundary includes
mining, magnesium oxide production, transportation and electricity generation. They
analysed the water footprint caused by steel production and found that grey water footprint
was higher than blue water footprint, while direct emissions played the key role for grey
water footprint. Metal depletion was higher due to iron ore consumption.

INDUSTRIAL WASTE

Many industries such as steel and paper industries are located near riverbanks due to high
water demand for their manufacturing processes. Such industrial processes produce large
volume of waste containing acids, alkalis, dyes, and other chemicals, which are then
discharged and dumped into rivers. Fluoride is widely released by chemical businesses
involved in the production of aluminum through their air emissions and water discharges.
Ammonia is produced in large quantities by the fertilizer industry, whereas cyanide is
produced by steel mills. In industrial processes, chromium salts are used to make sodium
dichromate and other chromium-containing chemicals. All of these emissions eventually end
up as effluents that harm both the organisms that live there and human health in water bodies.

21
 CHAPTER-II
INTRODUCTION TO THE PROBLEM

2.1 TITLE OF THE STUDY

A study on Effectiveness of Employee welfare measures in Meenakshi steel industries private

limited, Puducherry.

STATEMENT OF THE PROBLEM

The effectiveness of employee welfare measures is a critical area of concern for organizations
aiming to enhance employee satisfaction, productivity, and overall organizational
performance. Despite the growing emphasis on implementing various welfare programs such
as healthcare benefits, financial assistance, work-life balance initiatives, and career
development opportunities, there remains a lack of comprehensive understanding regarding
the direct impact these measures have on employee motivation, retention, and job
performance. Many organizations invest in employee welfare programs, yet their
effectiveness in achieving the intended outcomes is often questioned due to varying levels of
employee engagement and differing organizational contexts. This research seeks to assess the
impact of employee welfare measures on employee satisfaction, well-being, and
organizational commitment, identifying the factors that contribute to the success or failure of
these programs. The findings aim to provide actionable insights for improving welfare
strategies, thereby enhancing both individual and organizational outcomes.

22
OBJECTIVES OF THE STUDY

Primary Objectives:

● To study on Effectiveness of Employees welfare measures in Meenakshi steel

industries, Puducherry.

Secondary Objectives:

● To find out the levels of Satisfaction among employees with respective to various
welfare measures providing to them in Meenakshi steel industries ,Puducherry.
● To identify the remedial measures to improve the employee welfare in Meenakshi
steel industries, Puducherry.
● To analyse the factors influencing employee welfare measures in Meenakshi steel
industries, Puducherry.
● To identify and analyze health, safety and measures of the company.

23
NEED FOR THE STUDY

● The purpose of employees welfare is to develop personality of the workers to make a

better workforce.
● Welfare schemes it creates efficient, health, loyal and satisfied labor force for the
organization.
● Providing such facilities make their work like better and leads to good standard of
living.

24
SCOPE OF THE STUDY

● It requires co-operative endeavour of both parties labour and management.

● It is possible only when labour is given due importance and human element is taken
into account at every stage.

25
LIMITATIONS OF THE STUDY

● The study is based upon the small population size of 205 samples of Meenakshi steel
industries, Puducherry.
● Some false information might be given by the employees due to fear of their
superiors.
● Time available for this research work was a limiting factor.

● The study is based on the effectiveness of Employees welfare measures. It doesn't

Explore the pros and corns on the side of employers.

26
 CHAPTER-III
REVIEW OF LITERATURE
1. Jule JG. (2020 The baseline performance used for the improvement project was the number of
employee injuries from 2016 to 2017, with a total of 114 injury claims at a rate of 10 injuries per
1,000 productive hours. The injuries ranged from being struck by an object, needlestick or sharps
injuries, eye splash, muscle strain due to material or patient handling, and slips/trips/falls.

The medical center also monitored process measures such as employee peer-to-peer safety
conversations, occurrences of leader safety rounds, JSA completion rate, and documented use of safe
patient handling equipment. The employee safety conversations and leader rounds are reported
through the medical center’s database and have exceeded the target of 85% for safety conversations
and 90% for leader rounds every month for the past year. The medical center’s current JSA
completion rate was at 93% as of May 2019, compared with a 45% completion rate in May 2018.
Improvement in employee engagement as evidenced in the employee satisfaction survey was
represented by a two-point increase in the employee engagement scores in comparison with baseline.

2. Mearns, K., Lopes, C., & et al. (2017)Employee safety citizenship behaviors are crucial to risk
management in safety-critical industries, and identifying ways to encourage them is a priority. This
study examines (i) whether safety citizenship behaviors are a product of social exchanges between
employees and organizations, and (ii) the organizational exchanges (i.e. actual activities to support
employees) that underlie this relationship. We studied this in the offshore oil and gas industry, and
investigated whether organizational activities for supporting workforce health are a signal to
employees that the organization supports them, and an antecedent to safety citizenship behaviors.
Using questionnaires, we collected data from employees (n = 820) and medics (n = 30) on 22
offshore installations. Multi-level path analysis found that where activities to support workforce
health were greater, offshore employees were more likely to perceive their organization to support
them, and in turn report more commitment to the organization and safety citizenship behaviors. This
indicates safety citizenship behaviors are a product of social exchange, and provides insight on how
organizations can influence employee engagement in them. It also suggests social exchange theory as
a useful framework for investigating how organizational safety is influenced by workforce relations.

3. Cromie S, Ross D, and et al (2015)Aviation is facing the challenge of integrating new

regulatory requirements on safety management systems with a range of existing processes addressing

27
factors in line with regulations. This article presents an approach to using mandated human factors
continuation training as a tool for risk management within the safety management system. A three-
phase blended learning programme was designed to address identified human and organizational
hazards within the operation, to enhance knowledge and application of risk management strategies,
and to build a stronger safety culture within the operation. The article outlines how the programme is
designed to address regulatory, organizational and pedagogical requirements. The ‘Wobbly Steps’
concept, which is elaborated in this article, is used as a central metaphor for conveying the link
between organizational resources and individual risky behaviours or unsafe acts. The training
programme is embedded in an evaluation process designed to guide the effective design, development
and delivery of the programme as well as assessing the impact of the training on the safety culture and
performance of the operation.

3. Xue, C., & Tang, L. (2019) Shipping is a safety critical industry where operational errors may
lead to maritime accidents involving property damage, loss of lives and environmental pollution. As
part of the trend towards self-regulation, the International Maritime Organization has adopted a
worldwide International Safety Management Code which made ship managers responsible for
workplace health and safety. This study, based on interviews in two Chinese shipping companies,
examines how ship managers use ship visits to monitor shipboard safety management. Interviews
with managers from company offices and crew members indicated that managerial ship visits mainly
take the form of inspections that focus on low-trust surveillance and disciplinary action rather than
genuine support, being based on the safe person rather than the more effective safe place approach.
From the perspective of crew members, because the managers visited ships only occasionally, they
were unlikely to have sound knowledge of the specific situations and work routines on their ships.
Consequently, managers’ interventions for safety compliance were seen by crew members as failing
to address real risk factors, and leading instead to increased workloads, psychological pressure and
fatigue, the very antithesis of safety management. Meanwhile a coherent, supportive system for
reducing risk remains underdeveloped in the shipping industry

4. Adeleke, A. Q., Bahaudin, A. Y., and et al (2018) Significant number of empirical research
works have reported contravening results regarding the effects of organizational internal factors on
construction risk management. This prompted the introduction of a moderator variable. This research
tested the moderating role of rules and regulations on the relationships between organizational
internal factors and construction risk management. Drawing on discouragement and organizational
control

28
theory, this research studied the effects of organizational internal factors and rules and regulations on
construction risk management among 238 employees operating in Abuja and Lagos State
construction companies in Nigeria. Self-administered questionnaires were used to gather the data.
Using the partial least squares structural equation modelling (PLS-SEM) for analysis, a significant
positive relationship between organizational internal factors and construction risk management was
acknowledged. This study also discovered a significant positive relationship between rules and
regulations and construction risk management. As expected, rules and regulations was discovered to
moderate the relationship between organizational internal factors and construction risk management,
with a significant positive result. A significant interaction effect was also discovered between rules
and regulations and organizational internal factors. The significance of this study on Nigerian
construction industry was also highlighted.
5. Suprin M, Chow A, Pillwein M, and et al (2019)Effective quality risk management is
fundamental to ensuring the protection of human subjects and reliability of clinical trial results during
the conduct of clinical trials. Quality risk management supports effective delivery of clinical
development programs and ultimately delivery of treatments to patients. Thus, risk management is a
core element of an effective quality management system (QMS) as described in the Trans Celerate
Clinical Quality Management System (CQMS) conceptual framework. In addition, the landscape of
quality risk management in clinical development evolves as regulatory authorities adopt elements of
risk management to promote proactive quality management. This paper’s goal is to provide a
conceptual framework for quality risk management as part of a CQMS. The components of a quality
risk management program are explored including foundational elements and quality risk management
methods appropriate for clinical development.

6. Chen L, Li X, Cui T, and et al (2019)Syncretic oil pumping–gas compression stations exist

because oil and gas pipelines often run parallel to one another. Risk assessment and safety
management present challenges in these stations because they house large numbers of devices that
perform complicated operations. Quantitative risk assessment is effective in predicting probabilities
and consequences of accidents; however, this method does not clearly address accident causation and
other important factors that can lead to major accidents. To supplement quantitative risk assessment,
this article proposes a safety barrier–based accident model for oil and gas stations based on the Swiss
cheese model. An example is employed to illustrate the application of the combined method in safety
management. Risk levels for different subsystems are calculated in quantitative risk assessment, and
safety barriers with performance.

29
 7. Aljabri D, Vaughn A, and et al (2020) Managing the safety climate in health care is a promising
tool for improving employee and patient safety in the health care work environment. Gaps in the
theoretical and conceptual underpinnings of safety climate, as well as the evidence base for its
practical application in health care remain. The purpose of this study was to evaluate the number of
work injuries occurring in health care work units and associated safety climate beliefs. Methods: A
retrospective analysis was conducted utilizing organizational staff survey data collected by a large
medical hospital in the Midwest in 2015. Employees (n = 32,327) were invited to identify safety
climate perceptions via survey. Injuries, days restricted, and days absent were identified through the
Hospital’s Occupational Safety and Health Administration (OSHA) log. Zero inflated negative
binomial regressions used injuries as dependent variables and safety climate perceptions as
independent variables. Findings: In all, 23,599 employees completed the survey (73% response rate)
across 1,805 employee work units which were defined as groupings of employees reporting to a
single supervisor.

8. Zulkifly, S. S., Baharudin, and et al (2021)Small and medium entrepreneurship (SMEs) is the
backbone of countries’ development. Over the years, there have been a large percentage of workplace
injuries by SMEs in Malaysia, including financial and other SMEs’ constraints, which inform of
inexpensive approach, thus requiring effective approaches to boost their safety performance. SME is
unique in terms of characteristics, such as flat organizational structure. Thus, the owner-managers and
the supervisors’ safety management, respectively, are proposed to impact the safety performance.
This signals the need to examine how owner-managers and supervisors’ safety management practices
improve occupational safety performance in SME manufacturing companies. Grounded on the
Theories of Accident Causation, the present study applied a research model examining the
relationship between owner-manager safety management practices (safety concern, safety policy and
safety motivation) and safety management of supervisors, and the overall safety performance in
Malaysia’s SME manufacturing. The questionnaires were distributed to the production workers in
SME manufacturing firms in Selangor, Malaysia. A total of 165 production workers participated in
the study. The data collected were analysed using partial least squares structural equation modelling.

9. Marzi L-M. (2018) We should use the word “Health Care Safety” instead of “Patient Safety,”
because in cases of malpractice the people who are in charge of treatment of patients can be “second
victims.” The typical damage case occurs to an above-average employee in a risk-prone discipline
after working in the job for 20 years often between Friday afternoon and Sunday more often in the
months of January, March or July due to a preceding communication error and a missing assertiveness
30
of a person

31
who is involved in the case. Very often, health professionals do not know how to react in case of
malpractice or emergency from a legal point of view. The patient or his family contact a lawyer
immediately, but who helps the health professionals to cope with the case? The Vienna General
Hospital (VGH) is one of the biggest in the world. In 1999, the project “Risk Management” was
initiated by the Legal Department. The aim at this time was: “Minus 50% concerning cases and more
than 50% less costs in the next ten years (2000–2010).” In 2010, the aim was reached and the positive
trend is still continuing, but how did it work? The VGH in cooperation with the Vienna Insurance
Group created a complete new form of quick help in case of emergency: the so-called “Legal
Emergency Kit.” It represents a handy plastic case on which a paragraph is stamped. A special
checklist tells what to do in case of legal emergency. The legal practitioner of the VGH can be called
at any time via mobile phone. The malpractice cases are analysed in a retrospective damage analysis,
which helps to avoid errors and damages in the future.

9. Gul, M. (2018). Occupational health and safety (OHS) is a multidisciplinary activity working
under the tasks of protection of workers and worksites. Risk assessment, as a compulsory process in
implementation of OHS, stands out as evaluating the risks arising from the hazards, taking into
account the required control measures, and deciding whether or not the risks can be reduced to an
acceptable level. The diversity in risk assessment approaches is such that there are many methods for
any industry. Multicriteria decision-making (MCDM)-based approaches contribute to risk assessment
knowledge with their ability on solving real-world problems with multiple, conflicting, and
incommensurate criteria. This article conducts a critical state-of-the-art review of OHS risk
assessment studies using MCDM- based approaches. Additionally, it includes fuzzy versions of
MCDM approaches applied to OHS risk assessment. A total of 80 papers are classified in eight
different application areas. The papers are reviewed by the points of publication trend, published
journal, risk parameters/factors, and tools used. This critical review provides an insight for
researchers and practitioners on MCDM-based OHS risk assessment approaches in terms of showing
current state and potential areas for attempts to be focused in the future.

32
10. Shahrul Isha A.N , Md Nordin .S (July 2021)This paper aims to investigate how the
relationship between safety management practices and occupational health and safety performance
have been examined in the literature, and which future research areas can be recommended. This
systematic literature review applied the matrix method to examine major literature in safety
management practices and occupational health and safety performance. A total of 24 papers in
English peer-reviewed from 21 journals were selected and analyzed. The synthesis of these empirical
studies revealed the following: The relationship between safety management practices and
occupational health and safety performance has mostly been investigated quantitatively in many
countries and sectors; management commitment to safety, safety rules, and procedures and safety
training are still most commonly used safety management practices to improve occupational health
and safety performance. In this study, research articles were selected only from English journals;
therefore, some research articles in other languages might not be included. The findings of this study
can be used to develop a safety management model to reduce the rate of injuries, accidents, and near
misses in high hazardous risk organizations. Overall, the findings provide Safety management
practices overview that practitioners use to manage safety performance. There are only a few
systematic literature reviews available on safety management practices, occupational health, and
safety performance. This paper is among the first systematic literature reviews to analyze how safety
management practices have been associated with occupational health and safety performance and
provide potential research avenues.

11. Guldenmund .F, Yuling Li (November 2017) This paper describes safety management systems
(SMSs) on five core aspects: definition, evolution, models, purpose and common elements of SMSs.
A safety management system implements safety management activities, so an overview of definitions
of safety and safety management sheds light on the content of an SMS. SMSs emerged from the risk
concept and safety defences. The development of SMSs was boosted by research into ‘safety’,
‘management’ and ‘system’ theories, (safety) risk analysis techniques, safety audit tools, and related
standards. Consequently, the study of SMSs became a multidisciplinary topic and through modelling
SMSs, a generic framework can be established aiding the effectiveness of SMSs. There are two main
groups of models informing SMSs: (1) accident related models, and (2) organizational models. The
relationship between these two models is outlined in this paper. Moreover, we discuss that SMSs
studies and models are developed for two main purposes: control and compliance. To control means
by implementing safety systems or subsystems, an SMS is able to control risks and to improve
continuously as well as comply with the appropriate standard management systems.

33
 As the key to implementing a functional SMS is to carry out common managerial processes, we map
the elements of various SMSs to a generic SMS to explore the extent to which they correspond. Like
a diamond needs to be cut with facets to show its brilliance, this paper intends to determine and
clarify the ‘facets’ of an SMS, and to distinguish all issues clear-cut for the modelling of an SMS.

12. Lama. C, Mishra .A.K (2019) The objective covers the documentation of preventive and control
measures implemented and assess their effectiveness. Head Race Tunnel of Middle Bhotekoshi
Hydroelectric Project-102MW (MBKHEP) was selected for the study. This study has been carried
out by utilizing the data collected from the duly filled semi structured questionnaires by the
Employers’, Consultants’ and Contractors’ personnel. Moreover, key informant interview and focus
group discussion were also used. The major causes of accident were lack of skills/ knowledge and
carelessness of workers. It was responded that Personal Protective Equipment (PPE) was not
sufficient. The provision of safety engineer/ officer was compiled as per contract document though
safety officer was not monitoring the safety measures effectively. Drilling and blasting were the most
risky activities in tunnel construction. Geological scaling, mapping and support works including wire
mesh installation, rock bolting, and safety shot circuit were also the equally risky activities in the
tunnel construction. The medical examination practice of the workers was lacking at site. Till July
2017 only one accident was occurred inside Head Race Tunnel due to fall from working platform
with minor injury. It was free from fatality and death. Average absenteeism due to health problem
and accident was only 1.81 days per month and hence, preventive and control measures used can be
regarded as effective. The management commitment to the health and safety along with worker
participation are essential for successful construction project. Preventive and control measures should
be planned and implemented as per the risk level of hazards.

15. Stephen. A.K, Jonesa. W (August 2017) Risk management in the AEC (Architecture,
Engineering and Construction) industry is a global issue. Failure to adequately manage risks may not
only lead to difficulties in meeting project objectives but also influence land-use planning and urban
spatial design in the future growth of cities. Due to the rapid development and adoption of BIM
(Building Information Modelling) and BIM-related digital technologies, the use of these technologies
for risk management has become a growing research trend leading to a demand for a thorough review
of the state-of-the-art of these developments. This paper presents a summary of traditional risk
management, and a comprehensive and extensive review of published literature concerning the latest
efforts of managing risk using technologies, such as BIM, automatic rule checking, knowledge based
systems, reactive and proactive IT (information technology)-based safety systems

34
Further analysis. Most of the current efforts have concentrated on investigating technical and the
management of construction personnel safety has been the main interest so far. Because of existing
technical limitations and the lack of “human factor” testing, BIM-based risk management has not been
commonly used in real environments. In order to overcome this gap, future research is proposed.

16. Rathnayaka. S, Ahmed. S (November 2015) The paper reviews past progress in the
development of methods and models for process safety and risk management and highlights the
present research trends; also it outlines the opinions of the authors regarding the future research
direction in the field. Based on the open literature published in the leading journals in the field of
safety, risk and reliability, the review covers the evolution of the methods and models developed for
process safety and risk management. The methods and models are categorized as qualitative, semi-
quantitative, quantitative and hybrid. The progress in the last few decades is discussed in the context
of the past. Developments in the current decade formulate the basis of the present trends; future
directions for research in these fields are also outlined. The aim of the article is to provide a historical
development in this field with respect to the driving forces behind the development. It is expected that
it will help researchers and industrial practitioners to gain a better understanding of the existing
concepts. At the same time the aim is to provide direction to bridge the existing gaps through research
and developments.

17. Falkner, E.M. and Hiebl, M.R.W. (2015) The purpose of this paper is to provide a systematic
literature review of available research evidence on risk management in small and medium-sized
enterprises (SMEs). The authors aim to reveal ambiguities, gaps and contradictions in the literature,
and to sketch avenues for further research.

18. Giannakisa. M, Papadopoulos. T (January 2016) This paper develops an operational

perspective of supply chain sustainability, by considering it as a risk management process. It explores
the nature of sustainability-related supply chain risks, distinguishes them from typical supply chain
risks and develops an analytical process for their management. An empirical study is conducted to
generate insights about how sustainability-related risks should be managed in an integrated way. A
mixed method approach is adopted for data collection and analysis.

35
 The failure mode and effect analysis (FMEA) technique is utilised to assess the relative importance of
the selected risks, to identify their potential causes and effects and test potential correlations between
the identified risks. Based on the findings of the study, risk treatment strategies are proposed for all
the identified sustainability-related supply chain risks. The findings show that endogenous
environmental risks are perceived to be the most important across different industries and the
interconnectedness between several sustainability-related risks is very high. This points to the need
for integrated sustainability risk management approaches to facilitate the development of effective
sustainable strategies.

19. K.Wachter. (July 2014)The overall research objective was to theoretically and empirically
develop the ideas around a system of safety management practices (ten practices were elaborated), to
test their relationship with engagement.objective safety statistics (such as accident rates), and to
explore how these practices work to achieve positive safety results (accident prevention) through
worker

20. .Munira .M, Jajja .M.S (September 2020)The academic community and practitioners widely
recognize the significance of risk management and integrative practices in supply chains to deal with
complexity and uncertainties faced. Firms strive to manage risk, handle unexpected disruptions and
improve performance in ever changing uncertain business environments. This paper builds upon the
information processing view of risk management and explores the association between supply chain
integration (SCI) and supply chain risk management (SCRM) to improve operational performance.
Subsequently, the mediating role played by SCRM between SCI and firms’ operational performance is
examined. In this paper, covariance-based structural equation modeling is applied to test the developed
hypotheses using data of 931 manufacturing companies obtained from the sixth version of
International Manufacturing Strategy Survey (IMSS VI). The findings of the study suggest that
internal, supplier and customer integration positively effects SCRM whereas the impact of internal
integration is also partially mediated by supplier and customer integration. Additionally, the results
present that SCRM partially mediates the relationship between internal integration and operational
performance and fully mediates the association between supplier and customer integration and
operational performance. This paper contributes to research by proposing and empirically testing a
holistic framework demonstrating the effects of SCI on SCRM, and consequently on performance
outcomes to develop theoretical and managerial implications.

36
21. Jilcha. K, Kitaw. D (February 2017) Sustainable development is not thought in a box without
development pillars. Previous researchers put these pillars as economy, social and environment. Upon
improving these three pillars, sustainable development becomes trustworthy in relation to workplace
safety and health improvement. However, the researchers’ findings have drawback in considering
existing three pillars. Previous researches neglected to incorporate the other three pillars of sustainable
development which are culture, political and technological factors. Having these pillars, sustainable
development can also be guaranteed by considering workplace safety and health innovation for all
internal and external entities engage at work. This is because of the implementation the pillars reduce
the working environment accidents and disease. Hence, this research focuses on the workplace safety
& health innovation, introducing new pillars for sustainable development, their impact on sustainable
developments and indicating the three pillars future research areas. Methods like literature review,
interviewing employees and observation of industries were used. There were few researches found on
how sustainable development affected by workplace safety and health innovation approaches.

22. Kouabenan. D.R, Ngueutsa. R (August 2015)This article examines the relationship between
safety climate, risk perception and involvement in safety management by first-line managers (FLM).
Sixty- three FLMs from two French nuclear plants answered a questionnaire measuring perceived
workplace safety climate, perceived risk, and involvement in safety management. We hypothesized
that a positive perception of safety climate would promote substantial involvement in safety
management, and that this effect would be stronger than the perceived-risk effect. We also expected
that safety climate dimensions would have a different impact on involvement in safety management.
Especially, we expected climate dimensions dealing with safety-related exchanges between managers
and their supervisees to be more related to FLMs’ involvement in safety management. As expected,
perceived risk, as well as safety climate, was related to FLMs’ involvement in safety management: the
more they perceived risks as probable and serious for their supervisees, the more involved they got in
safety management. Similarly, FLMs who perceived a good safety climate in their company reported
getting more involved in safety management than did FLMs who perceived a poor safety climate.
Moreover, the results showed that safety climate was the key variable because it completely mediated
the effect of perceived risk on involvement in safety management. Another important result showed
that immediate supervisor encouragement was more influential than senior management views on
safety. Furthermore, the fact of being called upon by supervisees on safety issues prompted the FLMs
to be more involved in safety management. Possible avenues for improving the involvement of FLMs
in safety management are suggested.

37
23. Rostamzadeh. R, Ghorabaee. M.K (20 February 2018) Supply chain risk management
research has mainly mistreated the important of sustainability issues. Moreover, there is little
knowledge about sustainable management of risk and supply chain and the way they impose losses for
firms. Risk management's duty in the supply chain is to identify, analyze, and provide solutions for
accountability, control and monitor the risks in the economic and production cycle. This study aims to
develop a framework for the sustainable supply chain risk management (SSCRM) evaluation. To this
end, an integrated fuzzy multi-criteria decision-making (MCDM) approach is proposed based on the
technique in order of preference by similarity to ideal solution (TOPSIS) and criteria importance
through inter- criteria correlation (CRITIC) methods. The literature was reviewed and the potential
criteria were identified. Through an expert panel the criteria were filtered. Seven main criteria and
forty-four sub- criteria were developed for the final evaluation SSCRM framework. The most
dominant sub-criteria in each group found to be as; machines & equipment risks, key supplier failures,
demand fluctuations, government policy risks, IT security, economic issues, and lack of proper sewage
infiltration. Besides, A2 (Nouri complex) found to be the best practitioner. The methodology is
successfully implemented in a real case company. The detailed account of implications and limitations
are presented as the concluding remark.

24. Leveson. N, (April 2015)The goal of leading indicators for safety is to identify the potential
for an accident before it occurs. Past efforts have focused on identifying general leading indicators,
such as maintenance backlog, that apply widely in an industry or even across industries. Other
recommendations produce more system-specific leading indicators, but start from system hazard
analysis and thus are limited by the causes considered by the traditional hazard analysis techniques.
Most rely on quantitative metrics, often based on probabilistic risk assessments. This paper describes a
new and different approach to identifying system-specific leading indicators and provides guidance in
designing a risk management structure to generate, monitor and use the results. The approach is based
on the STAMP (System- Theoretic Accident Model and Processes) model of accident causation and
tools that have been designed to build on that model. STAMP extends current accident causality to
include more complex causes than simply component failures and chains of failure events or
deviations from operational expectations. It incorporates basic principles of systems thinking and is
based on systems theory rather than traditional reliability theory.

38
25. Zhou. Z, Goh. Y.M (February 2015)Persistent endeavors have been made to promote
construction safety, but fatalities still plague the industry. Recently there had been an emergence of a
variety of construction safety research focusing on topics such as safety competency, accident
statistics, design for safety, and safety culture. A large number of construction safety studies with the
variety of topics make it difficult for stakeholders to have an overview of this field. Hence a
systematic review of previous studies is paramount for facilitating sharing useful research findings and
accessing future trends in construction safety research. A five-step framework was proposed in this
review. The analysis focused on publication year, journal title, country/region distribution,
organizational level, project phase, project type, innovative technology application and research topic.
Three groups of construction safety research were identified. The first group of research is conducted
from the perspective of safety management process, such as safety assessment and safety program.
The second group aims to explore the impact of individual and group characteristics in relation to
construction safety, such as worker behavior, perception, and safety climate. The third group utilizes
accident/incident data to improve safety performance. In order to better capture construction safety
research trend, these studies were discussed from chronological and thematic perspectives. Four main
research findings including construction safety research perspectives, construction safety research
trends, innovative technology applications in construction safety, and safety information flow, were
gained. Finally, this review identified and discussed research gaps and corresponding agenda which
can serve as guidance for future construction safety research.

26. Bromiley .P, McShane .M (August 2015)Many regulators, rating agencies, executives and
academics have advocated a new approach to risk management: Enterprise Risk Management (ERM).
ERM proposes the integrated management of all the risks an organization faces, which inherently
requires alignment of risk management with corporate governance and strategy. Academic research on
ERM is still in its infancy, with articles largely in accounting and finance journals but rarely in
management journals. We argue that ERM offers an important new research domain for management
scholars. A critical review of ERM research allows us to identify limitations and gaps that
management scholars are best equipped to address. This paper not only identifies how management
scholars can contribute to ERM research, but also points out why ERM research (and practice) needs
management research for its development.

39
27. Warmerdam. A, (January 2017)In Australia, more than 30% of the traffic volume can be
attributed to work-related vehicles. Although work-related driver safety has been given increasing
attention in the scientific literature, it is uncertain how well this knowledge has been translated into
practice in industry. It is also unclear how current practice in industry can inform scientific knowledge.
The aim of the research was to use a benchmarking tool developed by the National Road Safety
Partnership Program to assess industry maturity in relation to risk management practices. A total of 83
managers from a range of small, medium and large organizations were recruited through the Victorian
Work Authority. Semi- structured interviews aimed at eliciting information on current organizational
practices, as well as policy and procedures around work-related driving were conducted and the data
mapped onto the benchmarking tool. Overall, the results demonstrated varying levels of maturity of
risk management practices across organisations, highlighting the need to build accountability within
organisations, improve communication practices, improve journey management, reduce vehicle-
related risk, improve driver competency through an effective workplace road safety management
program and review organisational incident and infringement management. The findings of the study
have important implications for industry and highlight the need to review current risk management
practices.

40
 CHAPTER-IV
RESEARCH METHODOLOGY

MEANING OF RESEARCH

Research is a process of systematic inquiry that entails collection of data; documentation of

critical information and analysis and interpretation of that data or information, in accordance
with suitable methodologies set by professional fields and academic disciplines.

DEFINITION OF RESEARCH

According to Clifford Woodley research comprises defining and re-defining problems,

formulating, hypothesis, are suggested solution collecting, organization and evaluating data,
making deduction and research conclusion and at last carefully testing the conclusion to
determine whether they fit the information and hypothesis.

DEFINITION OF RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood as

a science of studying how research is done scientifically. Here the researcher studied various
steps that are generally adopted in studying the research problem along with the logic behind
them. The researcher may be defined as “ Careful critical enquiry of examination in seeking
facts or principles in order to as a certain some of them”. The research process consists of
number of selected steps that are essentially inter-dependent.

4.1 PERIOD OF THE STUDY

This study has been done for a duration of 8 weeks.

4.2 RESEARCH DESIGN

Descriptive research technique is adopted to undergo the study. Descriptive

research includes a survey and fact-finding enquires of different kinds. The
major purpose of this research is descriptive of the state of affairs it exists at
present.

41
4.3 SAMPLING DESIGN

The researcher usually reach its conclusion on the basic of sampling.

SAMPLE POPULATION

The population of employees of Meenakshi steel industries is around 205.

SAMPLING UNIT

The sampling Unit of this study refers to the employees of Meenakshi steel industries.

SAMPLE SIZE

The sample size for this study is 135.

SAMPLING PROCEDURE

The sampling Procedure used in this study is simple random sampling.

METHODS OF COLLECTION DATA

PRIMARY DATA
The primary data was collected directly from the employees through questionnaire.

SECONDARY DATA

The secondary data was collected through Internet, newspaper, Research articles, etc.

4.4 RESEARCH INSTRUMENT

Questionnaire was used to conduct the survey among 135 employees which includes open-
ended and close-ended questions.

42
4.5 STATISTICAL TOOLS USED FOR ANALYSIS
❖ Percentage method

❖ ANOVA

❖ Chi-square analysis

PERCENTAGE METHOD

• The percentage is used for making comparison between two or more series of date. It can be
generally calculated as

No. of. Respondent favourable

Percentage of respondent =--------------------------------------------* 100
Total no . of . respondents

ANOVA

• It is statistical method for making simultaneous comparison between two or more means; a
statistical method that yield value that can be tested to determine whether a significant
relation exists between variable.

CHI-SQUARE ANALYSIS

• A chi-square (χ2 )statistic is a test that measures how a model compares to actual observed
data. The data used in calculating a chi-square statistic must be random, raw, mutually
exclusive, drawn from independent variables, and drawn from a large enough sample. For
example, the results of tossing a fair coin meet these criteria.

43
• Chi-square tests are often used to test hypotheses. The chi-square statistic compares the size
of any discrepancies between the expected results and the actual results, given the size of the
sample and the number of variables in the relationship.

∑ (O−E)2
χ2 =
E

44
 CHAPTER - V

INTERPRETATION AND ANALYSIS

TABLE SHOWING THE AGE OF THE

RESPONDENTS

TABLE- 5.1.1

RANGE NO.OF PERCENTAGE %

RESPONDENTS
Below 25 - -
26 – 30 36 27
31 – 35 72 53
36 – 40 27 20
Above 40 - -
TOTAL 135 100

CHART SHOWING THE AGE OF THE RESPONDENTS

CHART-51.1

INTERPRETATION:
From the above table more than one-fifth of the respondents are comes under the age limit of 26 – 30
(27%)years and nearly three-fifth of the respondents are having the age limit of 31 – 35(53%) years
and the remaining one- fifth respondents falls between the age limit of 36 – 40 (20%)years. There are
no respondents having the age limit, Below 25 and Above 40 in the survey.

45
 TABLE SHOWING THE GENDER OF THE RESPONDENTS

TABLE-5.1.2

NO.OF RESPONDENTS
GENDER PERCENTAGE %

Male 45 33

Female 90 67

TOTAL 135 100

CHART SHOWING THE GENDER OF THE RESPONDENTS

CHART-5.1.2

INTERPRETATION:
From the above table it is inferred that 33% of employee are male and 67% of employee are female

46
 TABLE SHOWING THE MARITAL STATUS REPONDENTS

TABLE-5.1.3

MARITAL
STATUS NO.OF RESPONDENTS PERCENTAGE%

Married 80 59

Unmarried 50 37

Separated 5 4

TOTAL 135 100

CHART SHOWING THE MARITAL STATUS OF THE RESPONDENTS

CHART-5.1.3

INTERPRETATION:
From the table it can be seen that 59 % of an employee are married and while 37% employee are unmarried
and 4% of an employee are separated.

47
 TABLE SHOWING THE AREA OF THE RESPONDENTS

TABLE-5.1.4

AREA NO.OF RESPONDENTS PERCENTAGE%

Urban - -

Rural 101 75
Semi urban 34 25

TOTAL 135 100

CHART SHOWING THE AREA OF RESPONDENTS

CHART-5.1.4

INTERPRETATION:

From the above table, 75 % of employee see are coming from rural area and 25% of employee are

coming from the semi urban.

48
 TABLE SHOWING THE QUALIFICATION OF THE RESPONDENTS

TABLE-5.1.5

NO.OF
QUALIFICATION RESPONDENTS PERCENTAGE

Below SSLC - 0

SSLC - 0

Diploma - 0

UG 110 81.5

PG 25 18.5
TOTAL 135 100

CHART SHOWING THE QUALIFICATION OF THE RESPONDENTS

CHART-5.1.5

INTERPRETATION:

From the above table, it is inferred that 81.5% of an employee have done their under graduation and

18.5% employees have done their post graduation.

49
 TABLE SHOWING THE DEPARTMENT OF RESPONDENTS

TABLE-5.1.6

NO.OF
DEPARTMENT RESPONDENTS PERCENTAGE

Molding 35 26
Buffering 45 33
RD 9 7
Packinging 40 30
Quality assurance
6 4
TOTAL
135 100

CHART SHOWING THE DEPARTMENT OF RESPONDENTS

CHART-5.1.6

INTERPRETATION:
From the above table ,it is inferred that most of employee working in 26% molding 33%
buffering , 7% of RD, 30% of packaging, 4% of quality Assurance Compare to other department.

50
 . TABLE SHOWING THE EXPERIENCE OF THE REPONDENTS

TABLE-5.1.7

RANGE NO.OF PERCENTAGE

RESPONDENTS %
Below 5 - -
6 - 10 58 43
11 – 15 64 47
16 – 20 14 10
Above 20 - -

TOTAL 135 100

CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS

CHART-5.1.7

INTERPRETATION:
From the above table,more than two-fifth of the respondents are having the experience of 6 – 10
(43%) years and nearly three-fifth of the respondents are having the experience of 11 – 15(47%)
years and theremaining some respondents are having experience of 16 – 20(10%) years. There are no
respondents having the experience, Below 5 and Above 20 in the survey.

51
 TABLE SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

TABLE-5.1.8

NO.OF
RANGE RESPONDENTS PERCENTAGE
6000 - -
6001-8000 30 22
8001-12000 60 44
12001-15000 35 26
15001& above 10 8
TOTAL 135 100

CHART SHOWING THE MONTHLY INCOME OF

RESPONDENTS

CHART-5.1.8

INTERPRETATION:

From the above table, it is inferred that 22% respondents have income level of 6001 to 8000, 44%
of an employee have income level of 8001to12000, 26% respondents have income level 12000 to
15000 and 8% respondents have income level 15001 and above.

52
TABLE SHOWING THE SAFETY MEASURE COMPANY HAS PROVIDES
TO RESPONDENTS

TABLE-5.1.9

NO.OF
PARTICULARS RESPONDENTS PERCENTAGE
Shoe 30 22
Hand gloves 105 78
Safe eye glass - 0
Face shield - 0
All the above - 0
TOTAL 135 100

CHART SHOWING THE SAFETY MEASURE COMPANY HAS PROVIDES

TO RESPONDENTS

CHART-5.1.9

INTERPRETATION:

From the above table, it is inferred that 78% of an employee respond to hand gloves and 22% of an employee
respond to shoes.

53
 TABLE SHOWING THE EMERGENCY SAFETY TOOLS FOR EMPLOYEES

TABLE-5.1.10

NO.OF
RESPONDENTS PERCENTAGE
PARTICULAR

Emergency waring bell 30 22

Emergency exit door 53 39
Emergency signal - 0
Fire protection 52 39

All the above - 0

TOTAL 135 100

CHART SHOWING THE EMERGENCY SAFETY TOOLS FOR

EMPLOYEES

TABLE-5.1.10

INTERPRETATION:

From the above table, seen that 22% of respondents respond to emergency warning bell,39% of
respondents respond to emergency exit door and 39% of respondents respond to fire protection.

54
TABLE SHOWING THE SATISFACTORY LEVEL OF WORKERS TOWARDS HEALTH
AND SAFETY MEASURES

TABLE-5.1.11

PARTICULARS NO.OF PERCENTAGE

RESPONDENTS %
Highly dissatisfied - -
Dissatisfied 13 12
Neutral 118 88
satisfied - -
Highly satisfied - -
TOTAL 135 100

CHART SHOWING THE SATISFACTORY LEVEL OF WORKERS TOWARDS HEALTH

AND SAFETY MEASURES

CHART-5.1.11

INTERPRETATION:

From the above table, more than four-fifth of the respondents say that 12% simply satisfied with the
health and safety measures adopted in the company and less than 88% of the respondents say that
they have no idea about the satisfaction level from health and safety measures. No respondents are
very much satisfied and dissatisfied with the health and safety measures adopted in the company.

55
TABLE SHOWING THE SATISFACTION WITH THE MEDICAL FACILITIES
PROVIDED BY THE ORGANIZATION

TABLE- 5.1.12

NO.OF
PARTICULARS RESPONDENTS PERCENTAGE

Strongly dissatisfied - -

Dissatisfied - -
Neutral 35 27
Satisfied 100 73
Strongly satisfied - -
TOTAL 135 100

CHART SHOWING THE SATISFACTION WITH THE MEDICAL FACILITIES

PROVIDED BY THE ORGANIZATION

CHART-5.1.12

INTERPRETATION:

From the above table ,it is inferred that 73% of respondents have statisfied with the medical facilities
and 7% employees respondents have neutral with the medical facilities

56
 TABLE SHOWING THE ACCIDENTS

HAPPENED

TABLE-5.1.13

PARTICULARS NO.OF PERCENTAGE

RESPONDENTS %
Always 4 3
Sometimes 23 17
Often 81 60
Rarely 27 20
Not at all - -

Total 135 100

CHART SHOWING THE ACCIDENTS

HAPPENED

TABLE-5.1.13

INTERPRETATION:

From the above table,only very few respondents say that always 20% the accidents are happened and
less than one- fifth of the respondents respond that sometimes 17% the accidents are happened and
three-fifth respondents says often 60% the accidents are happened and one-fifth 20% of the
respondents says rarely .

57
 TABLE SHOWING THE SAFETY INSPECTIONS HELD IN THE COMPANY

TABLE-5.1.14

PARTICULARS NO. OF PERCENTAGE

RESPONDENTS %
Yearly 27 20
Monthly 90 67
Weekly 18 13
Daily - -
Rarely - -

TOTAL 135 100

CHART SHOWING THE SAFETY INSPECTIONS HELD IN THE COMPANY

CHART-5.1.14

INTERPRETATION:

From the above table, one-fifth of the respondents say that the safety inspections are held 20% yearly
once and more than three-fifth of the respondents respond that the safety inspections are held 67%
monthly once and less than one-fifth respondents says that the safety inspections are held 13%
weeklyonce. No respondents say that the safety inspections are held daily or rarely in the company.

58
 TABLE SHOWING THE HEALTH CHECKUP FOR WORKERS
TABLE-5.1.15

PARTICULARS NO. OF PERCENTAGE %

RESPONDENTS
Yearly - -
Half yearly 32 24
Quarterly 94 69
Monthly 9 7

Rarely - -

TOTAL 135 100

CHART SHOWING THE HEALTH CHECKUP FOR

WORKERS

CHART- 5.1.15

INTERPRETTION:

From the above table,more than one-fifth of the respondents say that the company provideshealth
check- up 24% half yearly and more than three-fifth of the respondents respond that the company
provides health 69% check-up quarterly and less than one-fifth respondents says that the company
provides health 7% check-up monthly. No respondents say that the health check-up was provided
yearly or rarely.

59
 TABLE SHOWING THE WORKING CONDITION IN ORGANIZATION
TABLE 5.1.16

NO.OF
PARTICULARS RESPONDENTS PERCENTAGE

Excellent 70 52
Best 21 16
Better 34 25
Good 10 7
Poor - -
TOTAL 135 100

CHART SHOWING THE WORKING CONDITION IN

ORGANIZATION

CHART -5.1.16

INTERPRETATION:

From the above table, it is inferred that 52% of respondents have excellent with the working
condition and 25 % employees respondents have better with the working condition, 25 % of
respondents have best with working condition and 7% of respondent have good with the
working condition

60
 TABLE SHOWING THE AWARENESS ABOUT FIRST AID ACTIVITIES AND

CONTENTS OF THE FIRST AID KIT

TABLE-5.1.17
PARTICULARS NO.OF PERCENTAGE
RESPONDENTS %
Strongly disagree - -
Disgree - -
Neutral - -
Agree 21 16
Strongly agree 114 84
TOTAL 135 100

CHART SHOWING THE AWARENESS ABOUT FIRST AID ACTIVITIES AND

CONTENTS OF THE FIRST AIDKIT

CHART -5.1.17

INTERPRETATION:

From the above table,more than four-fifth of the respondents 84% strongly agrees that they are aware
about the first aid activities and contents of the first aid kit but less than one-fifth respondents 16%
simply agrees that they are aware about the first aid activities and contents of the first aid kit.
Norespondents say that they are not aware about the first aid activities and contents of the first aid kit.

61
 TABLE SHOWING THE EFFECTIVE DISCIPLINARY PROCEDURES

IMPLEMENTATION IN ORGANIZATION

TABLE-5.1.18

PARTICULARS NO.OF PERCENTAGE

RESPONDENTS %
Strongly disagree - -
Disagree - -
Neutral - -
Agree 60 44
Strongly agree 75 56
TOTAL 135 100

CHART SHOWING THE EFFECTIVE DISCIPLINARY PROCEDURE

IMPLEMENTATION IN ORGANIZATION

CHART-5.1.18

INTERPRETATION:

From the above table,nearly three-fifth of the respondents 56% strongly agrees that the company
implements effective disciplinary procedures but more than two-fifth respondents 44% simply agrees
that the company implements effective disciplinary procedures to maintain health and safety in the
organization. No respondents say that the company is not implementing effective disciplinary.

62
 TABLE SHOWING THE WORKING TEMPERATURE IS REASONABLE WORK
TABLE-5.1.19

PARTICULARS NO.OF PERCENTAGE %

RESPONDENTS
Strongly disagree - -
Disagree - -
Neutral - -
Agree 32 76

Strongly agree 103 24

TOTAL 135 100

CHART SHOWING THE WORKING TEMPERATURE IS REASONABLE

TO WORK
CHART-5.1.19

INTERPRETATION:
From the above table,more than one-fifth of the respondents 24% strongly agree that the working
temperature is reasonable to work but nearly four-fifth respondents 76% simply agree that the
working temperature is reasonable to work. No respondents say that the working temperature is not
reasonable to work.

63
 TABLE SHOWING THE ENOUGH SPACE TO WORK
TABLE- 5.1.20

CHART SHOWING THE ENOUGH SPACE TO WORK

CHART-5.1.20

INTERPRETATION:
From the above table,less than one-fifth of the respondents 16% strongly agree that they have enough
space to work but three-fifth respondents 60% simply agree that they have enough space to work and
more than one-fifth of the respondents say that they have 24% no idea about the overcrowding. No
respondents say that they are not having enough space to work.

64
 TABLE SHOWING THE ENOUGH TRAINING GIVEN TO WORKERS BEFORE

HANDLING THE MACHINES

TABLE-5.1.21
PARTICULARS NO.OF PERCENTAGE %
RESPONDENTS
Strongly disagree - -
Disagree - -
Neutral 22 16
Agree 50 37

Strongly agree 63 47
TOTAL 135 100

CHART SHOWING THE ENOUGH TRAINING GIVEN TO WORKERS BEFORE

HANDLING THE MACHINES
CHART-5.1.21

INTERPRETATION:

From the above table,more than two-fifth of the respondents 47% strongly agree that enough training
is given to the workers but less than two-fifth respondents 37% simply agree that enough training is
given to the workers and less than one-fifth of the respondents say that they have 16% no idea about
enough the training given to the workers. No respondents say that enough training is not given to the
workers before handling machines.

65
 . TABLE SHOWING THE MACHINES MAINTAINED

PROPERLY

TABLE 5.1.22

CHART SHOWING THE MACHINES MAINTAINED

PROPERLY
CHART -5.1.22

INTERPRETATION:
From the above table, only very few respondents say that always they are maintaining the machines
properly and 10% two-fifth of the respondents respond that 47% sometimes they are maintaining the
machines properly and more than two-fifth respondents says often they are maintaining the machines
properly and less than 40% one-fifth of the respondents says 3% rarely they are maintaining the
machines properly.

66
 TABLE SHOWING THE VENTILATION AND
LIGHTING PROVIDED BY

THE ORGANIZATION
TABLE- 5.1.23

NO.OF
PARTICULARS RESPONDENTS PERCENTAGE %

Strongly disagree - -
-
Disagree -

Neutral 36 27
Agree 86 64
Strongly agree 13 9
TOTAL 135 100

CHART SHOWING. THE VENTILATION AND LIGHTING PROVIDED BY

THE ORGANIZATION
CHART-5.1.23

INTERPRETATION:

From the above table shows 64% of respondents have agree with the ventilation and lighting facilities
provided in organization 27% of employee respondents have neutral with the ventilation and lighting
facilities and 9% of employee respond have strongly agree with the ventilation and lighting facilities.

67
. TABLE SHOWING THE EMERGENCY INVOLVEMENT BY THE ORGANIZATION

TABLE-5.1.24

NO.OF
PARTICULARS RESPONDENTS PERCENTAGE

Strongly disagree - -
Disagree - -
Neutral 7 5
Agree 98 73

Strongly agree 30 22

TOTAL 135 100

CHART SHOWING THE EMERGENCY INVOLVEMENT BY THE ORGANIZATION

CHART-5.1.24

INTERPRETATION:

From the above table 73% of employees are have agree with the emergency involvement, 22% of
employees respondent to strongly agree with the emergency involvement and 5% of respondents
have neutral with the emergency involvement.

68
TABLE SHOWING THE ROLE OF MANAGEMENT IN IMPLEMENTING HEALTH AND
SAFETY

TABLE-5.1.25

PARTICULARS NO.OF PERCENTAGE

RESPONDENTS %
Excellent - -
Best 54 40
Better 68 50
Good 13 10
Poor - -
TOTAL 135 100

CHART SHOWING THE ROLE OF MANAGEMENT IN IMPLEMENTING HEALTH AND

SAFETY

CHART- 5.1.25

INTERPRETATION:

From the above table,, two-fifth of the respondents say that the role of management in implementing
health and safety is 40% best and more than two-fifth of the respondents say that the role of
management is 50% better and less than one-fifth of the respondents respond that the role of
management in implementing health and 10% safety is good. No respondents say that the role of
management in implementing health and safety is excellent or poor.

69
 CHI-SQUARE TEST

CHI-SQUARE TEST BETWEEN AGE AND EXPERIENCE

Null hypothesis (H0 ) : There is no significant association between the age and experience
Alternative hypothesis (H1 ) : There is a significant association between the age and experience

TABLE 5.2.1

Chi-Square Tests
Asymptotic
Value df Significance (2-sided)
Pearson Chi-Square 122.257a 4 .000

Likelihood Ratio 131.460 4 .000

Linear-by-Linear 82.505 1 .000

Association
N of Valid Cases 135

INTERPRETATION:
From the above table it is inferred that in chi-square test, the SPSS generate value 0.05 so reject the
null hypothesis and accept the alternative hypothesis .Thus there is a significant associate between
the age and experience level of employees

70
 . ANOVA

ANOVA TEST BETWEEN EMERGENCY INVOLVEMENT AND EXPERIENCE

Null hypothesis (H0): There is no significant difference of emergency involvement in

organization when compare to their experience
Alternative hypothesis (H1): There is a significant difference of emergency involvement
in organization when compare to their experience

TABLE 5.2.2

ANOVA
EMERGENCY INVOLVEMENT IN ORGANIZATION
Sum of
Squares df Mean Square F Sig.
Between 1.662 2 .831 2.488 .087
Groups
Within Groups 44.086 132 .334
Total 45.748 134

INTERPRETATION:

From the above table it is inferred that in one-way ANOVA, the SPSS generate value 0.000 is more
than the significant value 0.05 the null hypothesis is accepted therefore there is a significant different
of emergency involvement when compare to their experience

71
 CHAPTER-VI

FINDINGS

o 53% of the respondents are having the age limitof 31 – 35 years and 27% of therespondents
are comes under the age limit of 26 – 30 years and remainings are 36 – 40 years.
o 33% of the respondents are male and 67% of the respondents are female
o 59 % of the respondents are married and 37 % of the respondents are unmarried, remaining
4% of the respondents are living separated
o 75% of the respondent employees are coming from rural area and 25% of the respondent
employees are coming from semi-urban
o 81.5 % of the respondent employees completed their UG graduate and 18.5 % of the
respondent employees are completed their PG graduate
o The respondentfrom departments are 26% of molding, 33% of buffering, 7% of RD,
30% packaging and 4% of quality assurance.
o 47% of the respondents are having the experience of 11 – 15 years, 43% of therespondents are
having the experience of 6 – 10 years and remainings are having theexperienceof 16 –
20years.
o 44% of the employees salary getting 8001 to 12000 and 26% of an employees are 12001 to
15000.
o 78% of the respondents responded company providing shoes and 22% of the respondent
responded company providing hand gloves.
o The company providing warning bell, exit door and fire protection for employee safety 39% ,
39% of the employees respond for fire projection remainings are respond in warning bell.
o 87% of the respondents are simply satisfied with the health and safety measures and 13% of
the respondents are no idea about the satisfaction level from health and safety measures.
o 27% of the respondents neutral that the company is providing medical facilities but 47% of
the respondents respond satisfied that the company is providing medical facilities to the
workers.
o 60% of the respondents say often the accidents are happened, 20% rareaccidents are
happened, 17% sometimes the accidents are happened and only 3% always the accidents are
happened.
o 67% of the respondents respond that the safety inspections are held monthly once, 20% of
says that the safety inspections are held yearly once and remaining says that held weekly.

72
o 84% of the group strongly agree about the first aid activities and contents of the first aid kit
and 16% of the group simply agree about the first aid activities and contents of the first aid
kit.
o 56% of the group strongly agree that the company implements effective disciplinary
procedures and 44% of the group simply agree that the company implements effective
disciplinary procedures.
o 76% of the respondents simply agree that the working temperature is reasonable to work and
24% of the respondents strongly agree that the working temperature is reasonable to work.
o 60% of the respondents simply agree for enough space to work and 24% of the group have no
idea about the overcrowding and 16% of the group strongly agree that they have enough
space to work.
o 47% of the respondents strongly agree that enough training is given to the workers , 37% of
simply agree and 16% of the respondents are have no idea about enough the training.
o 47% of the group says often they are maintaining the machines properly, 40% of the groups
respond sometimes and only 10%says rarely and 3% of the group says that always
maintaining.
o 64% of the respondents say that agree to ventilation and lighting and 9% of the respondents
respond to strongly agree to facilities and 27% of the respondents respond to netual.
o 22% of the respondents strongly agree that their emergency involvement, 73% of the
respondents are simply agree and 5% of the respondents netural that their emergency
involvement.
o 50% of the group says that the role of management is better and 40% of the group says best a
rest 10% respond that the role of management in implementing health and safety is good.
o There is a significant association between the age and experience
o There is no significant difference of emergency involvement in organization when compare to
their experience.
o 69% of the respondents respond that the company provides health check-up quarterly and
24% of says provides health check-up half yearly and rest says provides health check-up.

73
 CHAPTER-VII

SUGGESTIONS AND RECOMMENDATIONS

o The company has to create the awareness for the workers regarding health and safety.
o .It is better to provide frequent health and safety training, atleast once in a year
o Orientation programmes can be conducted to make the workers to feel that their work
environment is safe to work.
o The maintenance department has to maintain the machines properly to reduce lead-time.
o Proper training has to be given to the workers to avoid frequent accidents.
o The company has to conduct the regular inspections to ensure higher level ofsafety in the
workplace.
o Cordial relationship has to be maintained between the management and the workers to
implement the health and safety policies and measures in a smooth manner.

74
 . CHAPTER-VIII

CONCLUSION

It is revealed from the study that, the health and safety measures adopted in appasamy associates
private limited are provided to the workers according to the provisions of the factories act. It reveals
that the awareness of the workers about health and safety in the workplace is adequate.

Suitable ideas were suggested to avoid those accidents and to improve the health and safety
measures. The role of management in implementing health and safety in the organization is very
effective. Most of the workers were satisfied with the health and safety measures adopted in the
company. If the company implements effective disciplinary procedures; it will help the company to
go with their policies and also to maintain health and safety in the organization.

75
 APPENDIX

QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF EMPLOYEE WELFARE MEASURES IN MEENAKSHI

STEEL INDUSTRIES PRIVATE LIMITED AT PONDICHERRY

1. Age: a) Below 25 b) 26-30 c) 31-35 d) 36-50 e) Above 50

2. Gender: a) Male b) Female
3. Marital status: a) Married b) Unmarried c) separated
4. place: a) Urban b) Rural c) semi-urban
5. Qualification: a) Below SSLC b) SSLC c) Diploma d) UG e) PG
6. Department: a) Molding b) Buffering c) RD d) Packaging e) Quality assurance
7. Experience: a) below 5 b) 6-10 years c) 11-15years d) 16-20 years e)Above 20 years
8. Monthly Income: a) 6000 b) 6001- 8000 c) 8001-12000 d) 12001-15000 e) 15001 & above
9. What type of safety measure company has provides you
a) Shoe b) Hand gloves c) Safety eye glass d) Face shield e) All the above
10. What are the emergency safety tools available in your company premises?
a) Emergency warning bell b) Emergency exit door c) Emergency signals (light) d) All the above
e) not at all
11. Satisfactory level of the health and safety measures taken in the company?
a) Strongly dissatisfied b) Dissatisfied c) Neutral d). Satisfied e) strongly satisfied
12. Are you satisfied with the medical facilities provided by the organization?
a) Strongly dissatisfied b) Dissatisfied c) Neutral d) dissatisfied e) strongly satisfied

13. How often the accidents happen?

a) Always b) Sometimes c) Often d) Rarely e) Not at all

14. How often the safety inspections are held in your company?
b) Yearly b) Monthly c) Weekly d) daily e) rarely
15. How often the company provide health checkup for
workers? (a)Yearly (b) Half yearly (c) Quarterly (d)
Monthly (e)Rarely
16. How do you feel about the working conditions in the
Organization a)Excellent (b) Best (c) Better (d) Good (e) poor

76
 1: Strongly disagree 2: Disagree 3: Neutral 4: Agree 5: Strongly Agree
S.No parameters 1 2 3 4 5
17 I know the first aid activities and contents of the first aid kit
18 The company implements effective disciplinary procedure to maintain
health and safety
19 The working temperature is reasonable to work

20 I have enough space to work

21 I enough training given to the workers before handling the machines

22 The machine maintained properly

23 Ventilation and lighting provided by the organization at your work

Place
24 The involvement by the organization in case of Emergencies like
Accident is good

25. The role of management in implementing health and

safety? (a)Excellent (b) Best (c) Better (d) Good (e) poor

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▪ ARUN MONAPPA (1994), “INDUSTRIAL RELATIONS”, 8th edition.

▪ AJAY GARG (1995), “LABOUR LAWS”, 8 th revised edition.

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▪ www.hr.com

▪ www.humanresources.about.com

▪ www.ilo.com

▪ www.britannica.com

▪ www.definition-info.com

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