CHAPTER 1

INTRODUCTION

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 A STUDY ON EMPLOYEE SAFETY MEASURES IN
EATON CORPORATION

INTRODUCTION

Ensuring the safety and well-being of employees is of paramount importance for any
organization. A robust system of employee safety measures not only safeguards the
workforce but also fosters a positive work environment and enhances overall productivity.
This introduction provides an overview of the significance of employee safety measures and
their implementation within an organization.

IMPORTANCE OF EMPLOYEE SAFETY MEASURES

Employee safety measures are essential for several reasons. First and foremost, they
protect employees from workplace hazards and mitigate the risk of accidents, injuries, and
illnesses. By prioritizing employee safety, organizations demonstrate their commitment to
the well-being of their workforce, which contributes to higher employee morale and job
satisfaction.

Moreover, implementing effective safety measures helps organizations comply with

legal and regulatory requirements, avoiding potential penalties and legal liabilities. It also
establishes a positive reputation for the organization, attracting and retaining top talent.
When employees feel safe and secure in their work environment, they are more likely to
perform at their best and contribute to the organization's success.

IMPLEMENTATION OF EMPLOYEE SAFETY MEASURES

Implementing employee safety measures involves a systematic approach that

encompasses various aspects of workplace safety. The process typically includes the
following key steps:

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 1) Risk Assessment: Conduct a thorough assessment of workplace hazards and risks.
This involves identifying potential sources of danger, evaluating their severity and
likelihood, and prioritizing areas for improvement.
2) Safety Policies and Procedures: Develop and communicate comprehensive safety
policies and procedures that align with industry standards and best practices. These
guidelines should cover topics such as emergency protocols, equipment operation,
personal protective equipment (PPE), and incident reporting.
3) Employee Training and Education: Provide regular safety training and education
programs for all employees. This includes educating them on potential hazards, safe
work practices, and emergency procedures. Ensuring that employees are well-
informed and trained empowers them to actively participate in maintaining a safe work
environment.
4) Safety Equipment and Infrastructure: Provide appropriate safety equipment and
maintain a safe infrastructure within the workplace. This includes ensuring the
availability and proper use of PPE, maintaining well-lit and well-ventilated spaces,
and regularly inspecting and maintaining equipment and machinery.
5) Ongoing Monitoring and Improvement: Establish a system for ongoing monitoring,
evaluation, and improvement of safety measures. This includes conducting regular
safety audits, gathering feedback from employees, and implementing corrective
actions to address any identified deficiencies or potential risks.

BROAD AREA OF STUDY

Due to rapid industrialization, industrial workers are exposed to several types of
hazards and accidents. Every year lakhs of workers are injured due to mechanical, chemical,
electrical and radiation hazards and it leads to partial or total disablement. So in recent years,
greater attention is given to health and safety due to pressure from government, trade unions,
labour laws and awareness of employers.

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 The efficiency of workers depends to a great extends on the environment in which the
work. Work environment consists of all the factors, which act and react on the body and
mind of an employee. The primary aim is to create an environment, which ensures the
greatest ease of work and removes all causes of worries.
Occupational health and safety is a discipline with a broad scope involving many
specialized fields. In its broadest sense, it should aim at:
a) The promotion and maintenance of the highest degree of physical, mental and social
well-being of workers in all occupations.
b) The prevention among workers of adverse effects on health caused by their working
conditions.
c) The protection of workers in their employment from risks resulting from factors
adverse to health.
d) The placing and maintenance of workers in an occupational environment adapted to
physical and mental needs.
e) The adaptation of work to humans.

Successful occupational health and safety practice requires the collaboration and
participation of both employers and workers in health and safety programmes, and involves
the consideration of issues relating to occupational medicine, industrial hygiene, toxicology,
education, engineering safety, ergonomics, psychology, etc.
Occupational health issues are often given less attention than
occupational safety issues because the former are generally more difficult to confront.
However, when health is addressed, so is safety, because a healthy workplace is by definition
also a safe workplace. The converse, though, may not be true - a so-called safe workplace is
not necessarily also a healthy workplace. The important point is that issues of both health
and safety must be addressed in every workplace.

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 Work plays a central role in people's lives, since most workers spend at least eight
hours a day in the workplace, whether it is on a plantation, in an office, factory, etc.
Therefore, work environments should be safe and healthy. Unfortunately some employers
assume little responsibility for the protection of workers' health and safety. In fact, some
employers do not even know that they have the moral and often legal responsibility to
protect workers.

OVERCROWDING
There must be no overcrowding in a factory. In factories existing before the
commencement of the Act there must be at least 9.9 cubic meters of space per worker. For
factories built afterwards, there must be at least 4.2 cubic meters of space. The chief
inspector of factories can also prescribe the maximum number of workers who can work in
each work room.
LIGHTING
Factories must be well lighted. Effective measures must be adopted to prevent glare or
formation of shadows which might cause eye strain.
DRINKING WATER
Arrangements must be made to provide a sufficient supply of wholesome drinking
water. All supply points of such water must be marked “drinking water”.
No such points shall be within 20 ft. (or 7.5 meters) of any latrine, washing place etc.
Factories employing more than 250 workers must cool the water during the hot weather.
TOILET FACILITIES
Every factory must provide sufficient number of latrines and urinals. There must be
separate provisions for male and female workers.
Latrines and urinals must be kept in a clean and sanitary condition. In factories
employing more than 250 workers, they shall be of prescribed sanitary types.

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 DOMAIN OF THE STUDY

Within a company, human resources (HR) is responsible for screening, recruiting, and
training employees, as well as implementing employee processes. In effect, HR departments
are specifically responsible for managing a company's entire employee experience, from the
moment an individual applies to a position to when they begin working their, and, finally,
when they leave it.

In some companies, HR also administers compensation benefits. HR departments exist to

add value to an organization by providing objective guidance to managers and employees on
people-related matters. This work is done through a combination of day-to-day support for
employees, project work, and long-term strategic planning. A well-managed HR department
finds the right people for the job and does what it takes to keep them content and productive.

HR RESPONSIBILITIES

HR's primary activities include recruitment, administration, compensation and benefits,

training and development, and employee relations and performance management. However,
they often do much more. The following includes some of the different responsibilities of an
HR department.

RECRUITMENT

Recruitment includes all aspects of hiring, from sourcing candidates to onboarding. You
may work with hiring managers to determine the needs of a particular role and then find
candidates that meet those requirements. You will typically use job boards, career websites,
social media, employee referrals, and more to find potential candidates. You may interview
HR candidates or alongside department managers to assess whether the applicants are a good
fit for the position.

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 After choosing a candidate, you’ll work with them through the onboarding process. This
includes collecting payroll and benefits administration paperwork, such as W-4s, I-9s, direct
deposit forms, and any other documents your company needs. In addition, you may prepare
new hire materials, such as orientation packets or company handbooks outlining company
policies.

ADMINISTRATION

Perhaps the most known role of HR is keeping track of documents, including employee
records related to attendance, vacations, medical leave, and other employee data. This helps
demonstrate that the company complies with labor regulations about working hours and
conditions. It also helps ensure that employees receive the correct salary and benefits based on
their employment status, hours worked, and pay rates.

COMPENSATION AND BENEFITS

Compensation and benefits work involves making sure your company takes care of your
employees by offering competitive salaries and a satisfactory benefits package. Your job as an
HR professional may include ensuring employees receive the correct salary and access the
benefits they want. You may process payroll or work with an accounting department or third-
party company that distributes paychecks.

If you have a management position with human resources, you may analyze the benefits
offered by competing companies in your geographical area and industry. Your work can help
managers make compensation decisions for current and future employees. When you make
changes, you may administer new company policies on benefits, such as health insurance or
retirement plans.

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TRAINING AND DEVELOPMENT

Training and development ensure that employees are updated on their skills and
improve their job performance. Whether you develop the training in-house or contract with
another group, it’s essential to establish an inventory of what training and development
opportunities are available within your company. This also can include outside sources that
can provide the information and skills employees need.

When developing a training program, you’ll consider mandatory and voluntary

opportunities. The law may require some training, such as sexual harassment education. Other
training may be geared toward individual career goals or the company’s needs. Your ultimate
goal is to ensure that all employees have access to the tools they need to succeed and become
more valuable to the company.

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 CHAPTER 2

COMPANY PROFILE

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ABOUT THE COMPANY

INDUSTRY PROFILE

In 1911, Joseph O. Eaton, brother-in-law Henning O. Taube and Viggo V. Torbensen,

incorporated the Torbensen Gear and Axle Co. in Bloomfield, New Jersey. With financial
backing from Torbensen's mother, the company was set to manufacture Torbensen's patented
internal-gear truck axle. In 1914, the company moved to Cleveland, Ohio, to be closer to its
core business, the automotive industry.

The Torbensen Axle Company incorporated in Ohio in 1916, succeeding the New Jersey
corporation. A year later, Republic Motor Truck Company, Torbensen's largest customer
bought out the company. But Eaton and Torbensen were not content and bowed out of
Republic to form the Eaton Axle Company in 1919. A year later, in 1920, Eaton Axle
Company merged with Standard Parts. Standard Parts went in receivership later the same
year and was later liquidated. In 1923, Eaton bought the Torbensen Axle Co. back from
Republic and changed the name to the Eaton Axle and Spring Company.

Eaton officers believed the quickest way to grow the business was through acquisitions and
began buying companies in the automotive industry. By 1932, the diversified company
changed its name to Eaton Manufacturing Company. In 1937, Eaton became international by
opening a manufacturing plant in Canada. In 1958 Eaton Corporation acquired Fuller
Manufacturing. The company name changed once again in 1965 to Eaton Yale & Towne Inc.
after the acquisition of Yale & Towne Manufacturing Co. in 1963. Stockholders approved
the change to the company's current name in 1971. In 1978, Eaton Corporation acquired
Samuel Moore & Company, Kenway Systems, and Cutler-Hammer.

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From 1920s-1964 Eaton was based on East 140th Street in Cleveland, Ohio. In 1964, the
company moved its headquarters into the new Erieview Tower where it remained until 1983.
In that year, Eaton Corporation moved into a 28-story Cleveland office tower which was
renamed for it. Eaton relocated to its new 580,000 square foot facility, named Eaton Centre,
in Beachwood, Ohio in early 2013. They reincorporated in Ireland as part of the Cooper
merger involved establishing a registered head office in Dublin.

COMPANY PROFILE

EATON POWER QUALITY PVT. LTD

Eaton Power Quality Private Limited is a Private incorporated on 01 March 1996. It is

classified as Non-govt company and is registered at Registrar of Companies, Pondicherry. Its
authorized share capital is Rs. 820,000,000 and its paid up capital is Rs. 817,268,930. It is
inolved in Other computer related activities.

Eaton Power Quality Private Limited's Annual General Meeting (AGM) was last held on 30
September 2021 and as per records from Ministry of Corporate Affairs (MCA), its balance
sheet was last filed on 31 March 2021.

Directors of Eaton Power Quality Private Limited are SachitAtmaram Nayak, Syed Sajjadh
Ali, Krishnakumar Navaneethan.

Eaton firstly established a presence in the Asia Pacific region during the 1970s. Since then,
the company’s presence has grown significantly with a fast-growing network of sales and
marketing offices, manufacturing plants, service centers and research facilities in the region.
Eaton moved its Asia Pacific headquarters from Hong Kong to Shanghai in 2014. Today, we
have nearly 17,000 employees, 6 R&D centers and manufacture in 34 manufacturing
facilities in countries and regions including China, India, Japan, South Korea, Singapore,
Indonesia, Thailand, Philippines and Australia for all of Eaton’s distinct business.

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Eaton Power Quality Private Limited, India is a 100% subsidiary and a part of electrical
sector of Eaton Corporation. We are catering to every industrial segment with versatile
solutions which includes Switchgear: LV & MV Solutions, Fusegear: LV & MV solutions,
UPSs and software solutions.

Eaton provides sustainable solutions that help its customers effectively manage electrical and
mechanical power – more safely, more efficiently, and more reliably. Eaton’s 2020 revenues
were $17.9 billion, and the company sells products to customers in more than 175 countries.
Eaton has approximately 85,000 employees

VISION

To improve the quality of life and the environment through the use of power management
technologies and services.

GOALS

 Be the preferred supplier to our customers and channel partners

 Make work exciting, engaging and meaningful for our employees

 Make communities stronger

 Ensure health, wellness and safety for our employees

 Be a model for inclusion and diversity in our industry

 Be active stewards of the environment

THE EATON BUSINESS SYSTEM

What makes Eaton stand out amongst our peers is our power management focus, our values-
based culture and our philosophy to run the enterprise as an integrated operating company.
The Eaton Business System (EBS) is the embodiment of our integrated operating company
philosophy — it is how we work at Eaton and how we run our company in a common way.

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IT ALL BEGAN IN 1911
It was 1911 when a young entrepreneur named Joseph Eaton decided to invest in a new idea
in transportation — the first gear-driven truck axle. And though we have grown
considerably, both organically and by uniting some of the world's most respected names in
our industry, we remain dedicated to the spirit of innovation and ideas that inspired him more
than 100 years ago.

Company Public limited company

type

 NYSE: ETN
Traded as
 S&P 500 component
ISIN IE00B8KQN827
Industry Conglomerate
Founded 1911; 113 years ago
Founders  Joseph Oriel Eaton II
 Viggo Torbensen
Headquarters Eaton plc: Dublin,
Ireland Eaton
Corp: Beachwood, Ohio
Area served Worldwide
Key people Craig Arnold (Chairman,
President & CEO), Olivier
Leonetti (CFO), Heath
Monesmith (President
& COO Electrical Sector),
Paulo Ruiz (President
& COO Industrial Sector)

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CURRENT WORK
Eaton's businesses are divided into the following sectors:

ELECTRICAL
The electrical sector's products include circuit breakers, switchgear, busway, UPS systems,
power distribution units, panel boards, load centers, motor controls, meters, sensors, relays,
PLCs, HMIs, and inverters. The main markets for the Electrical Americas and Electrical Rest
of World segments are industrial, institutional, government, utility, commercial, residential,
information technology and original equipment manufacturer customers.

AEROSPACE
For the aerospace industry, Eaton manufactures and markets a line of systems and
components for hydraulic, fuel, motion control, pneumatic systems and engines.

MOBILITY
The Mobility Group comprises the company's Vehicle and eMobility segments, including the
Roadranger division providing:

 Eaton clutches
 Eaton automated and mechanical transmissions
 Eaton hybrid power systems: mounted between the UltraShift automated manual
transmission and clutch is an electric motor/generator, connected to a power inverter
using lithium-ion batteries, controlled with an electronic control module. The system has
a fail-safe that reverts to conventional engine-powered operation should some fault occur.
 Roadranger synthetic lubricants
 Eaton MD mobile diagnostics

The truck segment is involved in the design, manufacture and marketing of powertrain
systems and other components for commercial vehicle markets. Key products include
manual and automated transmissions, clutches,[11] drive-line components, and hybrid power.

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Eaton's automotive segment produces products such as superchargers, engine valves, valve
train components, cylinder heads, locking and limited-slip differentials, heavy-duty drive-
line components, fuel, emissions, and safety controls, transmission and engine controls,
spoilers, exterior moldings, plastic components, and fluid connectors.

The eMobility sector combines elements of Eaton's electrical and vehicle businesses to
deliver electric vehicles to passenger car, commercial vehicle and off-highway OEMs.

ACQUISITIONS AND DIVESTMENTS

 In one of Eaton's largest acquisitions, the company purchased
the Westinghouse Distribution and Controls Business Unit in 1994.The acquisition
included all of the Westinghouse electrical distribution and control product business
and also included stipulations that the Westinghouse name cannot be used by anyone
else on these types of products for years. Today, Eaton Electrical manufactures
electrical distribution and control products branded "Eaton" or "Cutler-Hammer",
which can replace Westinghouse products in commercial and industrial applications.

 Eaton spun off its semiconductor manufacturing equipment business as Axcelis

Technologies in 2000.

 In 2003, Eaton's Electrical Distribution and Control business (formerly known as

Cutler-Hammer) acquired the electrical division of Delta plc. This acquisition brought
Delta's brands Holec, MEM, Tabula, Bill and Elek under the Eaton nameplate with
the previous Westinghouse divisions and gave the company manufacturing facilities to
meet IEC standards, one of the steps to become a global company and developing a
worldwide standard.

 Soon after this acquisition, Eaton entered a joint venture with Caterpillar Inc. and
purchased 51% of I & S operations, now known as Intelligent Switchgear

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 Organization, LLC. This was followed in 2004 by the acquisition of Powerware. The
Powerware brand is known for the design and production of medium to large
Uninterruptible Power System (UPS) devices. After several years of co-branding UPS
products "Eaton|Powerware" the company is switching to the single brand Eaton for
all UPS products.

 In 2006, Eaton entered the data center power distribution market. Initial products were
internally developed PDU's and RPP's under the Powerware brand and included the
PowerXpert metering system. A Powerware brand Static Transfer Switch was added
to the portfolio through a brand-label relationship with Cyberex. To complete the
power distribution portfolio Eaton released a line of rack power distribution products
under its Powerware brand called PDU. It acquired Aphel Technologies Ltd., a
manufacturer of power distribution product for data centers based in Coventry,
UK. Shortly after, it added Pulizzi Engineering Inc., a manufacturer of mission critical
power distribution based in Santa Ana, California.[17] In late 2007, it acquired the
MGE Office Protection Systems division of Schneider Electric, as a result of
Schneider's acquisition of APC. A Taiwanese manufacturer, Phoenixtec, was also
acquired giving the company the highest share in the Chinese single-phase UPS
market.

 On 21 May 2012, Eaton announced that they had agreed to purchase Ireland-
based Cooper Industries in a cash-and-stock deal valued at about $11.46 billion. The
new company is called Eaton Corporation plc and is incorporated in Ireland. Then-
Chairman and CEO of Eaton Alexander Cutler headed the new corporation. Cooper
shareholders received $39.15 in cash and 0.77479 of a share in the newly created
company for each Cooper share held. This is worth $72 per share based on Eaton's
closing share price of $42.40 on 18 May 2012, and is 29% above Cooper's closing
stock price. Eaton Corporation plc completed its acquisition of Cooper Industries on

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 30 Nov 2012. The $13 billion acquisition of Cooper (US$5.4B Sales revenue (2011)),
became the largest in Eaton's (US$16B Sales Revenue (2011)) 101-year history

 On 17 Mar 2021, Eaton completed the acquisition of Tripp Lite for $1.65 billion.
President and COO of Electrical Sector, Eaton Uday Yadav said "The acquisition of
Tripp Lite will enhance the breadth of our edge computing and distributed IT product
portfolio and expand our single-phase UPS business." The acquisition will further
Eaton's access to the consumer market in which Tripp Lite has a strong position.]
 Eaton's hydraulics business, manufacturing systems and components for the
agriculture, construction, mining, forestry, utility, material handling, machine tools,
molding, power generation, primary metals, and oil and gas markets, was acquired
by Danfoss in August 2021 for $3.3 billion.

HEADQUARTERS
From 1920s-1964 Eaton was based on East 140th Street in Cleveland, Ohio. In 1964, the
company moved its headquarters into the new Erieview Tower where it remained until 1983.
In that year, Eaton Corporation moved into a 28-story Cleveland office tower which was
renamed for it.Eaton relocated to its new 580,000 square foot facility, named Eaton Center,
in Beachwood, Ohio in early 2013. They reincorporated, as a means of reducing their U.S.
corporate tax burden, in Ireland as part of the Cooper merger involved establishing a
registered head office in Dublin, Ireland but operational headquarters remain in Beachwood.

LONG-TERM BENEFITS
Back when Eaton Corp was struggling with bankruptcy, various employees on long-term
benefits suddenly found themselves terminated. Eaton had failed to insure the plan that the
employees had nonetheless paid for. This led to numerous suits against Eaton.

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TAX AVOIDANCE
In 2012, the acquisition of Cooper Industries made it possible for Eaton Corp to become an
Irish company, which would sharply lower its corporate tax rate. The move was later
denounced by both President Obama and President Donald Trump.

TRIUMPH GROUP
In 2004, Eaton Corp sued Triumph Group for trade secrets theft, but when it was discovered
that the company’s lawyers were paying former Hinds County District Attorney Ed Peters to
improperly influence then-Hinds County Circuit Judge Bobby DeLaughter, the defendants
countersued. In 2014, Eaton Corp paid $135M to Triumph Group and $13M to six former
employees to settle the long-running legal dispute. Judge Bobby DeLaughter was sentenced
to 18 months in prison.

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 CHAPTER 3

REVIEW OF LITERATURE

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 REVIEW OF LITERATURE
Definitions of Safety measure Reference Definition of Safety measure Cox and
Cox (2010) Safety culture reflects the attitudes, beliefs, perceptions, and values
that employees share in relation to safety (safety culture) International Safety
Advisory Group (2010) Safety culture is that assembly of characteristics and
attitudes in organizations and individuals which establishes that, as an overriding
priority, nuclear plant safety issues receive the attention warranted by their
significance (safety culture)

Pidgeon (2010)
The set of beliefs, norms, attitudes, roles, and social and technical practices
that are concerned with minimizing the exposure of employees, managers,
customers and members of the public to conditions considered dangerous or
injurious (safety culture)

Ostrom etal. (2011)

The concept that the organization’s beliefs and attitudes, manifested in
actions, policies, and procedures, affect its safety performance (safety culture)

Geller (2011)
In a total safety culture (TSC), everyone feels responsible for safety and
pursues it on a daily basis (safety culture)

Berends (2012)
The collective mental programming towards safety of a group of
organization members (safety culture)
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Lee (2013)
The safety culture of an organization is the product of individual and group
values, attitudes, perceptions, competencies, and 16 Reference Definition of Safety
Culture patterns of behavior that determine the commitment to, and the style and
proficiency of, and organization’s health and safety management (safety culture)
Kennedy and Kirwan (2013) An abstract concept, which is underpinned by the
amalgamation of individual and group perceptions, thought processes, feelings,
and behaviors, which in turn gives rise to the particular way of doing things in the
organization. It is a sub-element of the overall organizational culture. (safety
culture)

Hale (2014)
Refers to the attitudes, beliefs, and perceptions shared by natural groups as
defining norms and values, which determine how they act and react in relation to
risks and risk control systems. (safety culture)

Glendon and Stanton (2015)

Compromises attitudes, behaviors, norms and values, personal
responsibilities as well as human resource features such as training and
development. (safety culture) Guldenmund (2015) Those aspects of the
organizational culture which will impact on attitudes and behavior related to
increasing or decreasing risk. (safety culture) Cooper (2015) Culture is the product
of multiple goal-directed interactions between people (psychological), jobs
(behavioral), and the organizational (situational); while safety culture is that
observable degree of effort by which all organizational members directs their
attention and actions toward improving safety on a daily basis. (safety culture)

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Mohamed (2016)
A sub-facet of organizational culture, which affects workers’ attitudes and
behavior in relation to an organization’s on-going safety performance. (safety
culture) Richter and Koch (2016) Shared and learned meanings, experiences, and
interpretations of work and safety – expressed partially symbolically- which guide
people’s actions toward risk, accidents and prevention.

Zohar (2017)
A summary of molar perceptions that employees share about their work
environment. Glennon (2017a, b) Employees’ perceptions of the many
characteristics of their organization that have a direct impact upon their behavior to
reduce or eliminate danger and, safety climate is a special kind of organizational
climate.

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 CHAPTER 4
RESEARCH METHODOLOGY

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RESEARCH

A research project is an academic, scientific, or professional undertaking to

answer a research question. Research projects can take many forms, such
as qualitative or quantitative, descriptive, longitudinal, experimental,
or correlational. What kind of research approach you choose will depend on your
topic.

RESEARCH DESIGN

Research design is one of the important areas of the survey as it facilitate to

collect the information from. Which is related to the employees safety measures in
the organization.

NEED FOR THE STUDY

This topic is to enumerate the difficulties faced by the workers
on the work spot and develop programe that will improve safety in the working
environment to evaluate all equipment machinery work area and work process to
identify and analyse all potential that is harm to workers.

SCOPE OF THE STUDY

 This study would give an overview of the health and safety

measures existing at EATON CORPORATION. Since health and
safety are two important elements essential for improving the
productivity of an organization, a study on the existing health and
safety measures would help the organization to perform better.
 This study would throw light on the perception of the workers
regarding health and safety. EATON CORPORATION can

24
 identify the areas where it can be improved, so as to improve the
performance of the workers.
 This study would also help to analyze the satisfaction level of the
workers towards health and safety measures and suggest provisions
to improve health and safety.

STATEMENT OF THE PROBLEM

This Project report tries to evaluate how the management of safety
measures is carried out in EATON CORPORATION, Puducherry.

OBJECTIVES OF THE STUDY

 To study the awareness of the workers about health and safety in the work
place.
 To find the occurrence of accidents happened at the work place.
 To identify the role of management in implementing health and safety.

LIMITATIONS OF THE STUDY

 The study is applicable only to EATON CORPORATION. Therefore the

results cannot be generalized for the whole industry.
 Due to time constraints the sample size had to be confined to 30
 The respondents have replied to the queries recalling from their memory.
Therefore recall bias and personal bias are possible.

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SCOURCES OF DATA

PRIMARY DATA:

The primary data collected with the help of questionnaire and respondent .

SECONDARY DATA:
This data is collected from reports of other books and magazines.

POPULATION
In a recent survey conducted among a diverse sample size of 30 individuals, the
focus was on gathering insights about the automotive industry and its impact on
society. Participants were asked to share their opinions and experiences related to
various aspects of the industry, including technological advancements,
environmental sustainability, and consumer preferences. The survey aimed to
provide acomprehensive understanding of the general perceptions and attitudes
towards automation in the automotive sector. The collected data will serve as a
valuable resource for industry professionals, policymakers, and researchers seeking
to shape the future of this rapidly evolving field.

SAMPLING SIZE
The sample units are 30

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DATA COLLECTION TOOL

QUESTIONNAIRE
A questionnaire is a research tool consisting of a set of questions or other
‘prompts’ to collect data from set of respondents.

When used in most research, a questionnaire will consist of a number of

types of question (primary open- ended and closed) in order to gain both
quantitative data that can be analysed to draw conclusions, and qualitative data to
provide longer, more specific explanations.

A research questionnaire is often mistaken for a survey- and many peoples

use the term questionnaire and survey interchangeably.

STATISTICAL TOOL
The data analysis was done using SPSS; the data were analyzed using the
following statistical methods

 Percentage Analysis

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 CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

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 How would you rate the overall safety culture at EATON
Frequency Percent Valid Cumulative
Percent Percent
Neutral 14 46.7 46.7 46.7
Good 9 30.0 30.0 76.7

Excellent 7 23.3 23.3 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 14 members of respondents in employees belongs to the
category of Neutral at 46.7%. 9 members belongs to Good at 30.0%. And 7
members belongs to Excellent at 23.3%.

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 How well do you understand the safety procedures and protocols
in your work area
Frequency Percent Valid Percent Cumulative
Percent
Slightly 7 23.3 23.3 23.3
Very well 15 50.0 50.0 73.3

Completely 8 26.7 26.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 15 members of respondents in employees belongs to the
category of Very well at 50.0%. 8 members belongs to Completely at 26.7%. And
7 members belongs to Slightly at 23.3%.

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 How often do you attend safety training sessions
Frequency Percent Valid Cumulative
Percent Percent
Sometimes 5 16.7 16.7 16.7
Often 13 43.3 43.3 60.0
Always 12 40.0 40.0 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 13 members of respondents in employees belongs to the
category of Often at 43.3%. 12 members belongs to 40.0%. And 5 members
belongs to Sometimes at 16.7%.

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 How confident are you in your ability to handle an emergency situation
at work
Frequency Percent Valid Cumulative
Percent Percent
Moderately
11 36.7 36.7 36.7
confident
Very confident 12 40.0 40.0 76.7

Extremely confident 7 23.3 23.3 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 11 members of respondents in employees belongs to the
category of Moderately confident at 36.7%. 12 members belongs to Very
confident at 40.0%. And 7 members belongs to Extremely confident at 23.3%.

32
 How effectively does EATON communicate safety updates and
changes
Frequency Percent Valid Cumulative
Percent Percent
Neutral 5 16.7 16.7 16.7
Effectively 11 36.7 36.7 53.3
Very
14 46.7 46.7 100.0
effectively
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 14 members of respondents in employees belongs to the
category of Very effectively at 46.7%. 11 members belongs to Effectively at
36.7%. And 5 members belongs to Neutral at 16.7%.

33
 How accessible is the safety equipment required for your role
Frequency Percent Valid Cumulative
Percent Percent
Moderately
5 16.7 16.7 16.7
accessible
Accessible 9 30.0 30.0 46.7
Very accessible 16 53.3 53.3 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 16 members of respondents in employees belongs to the
category of Very accessible at 53.3%. 9 members belongs to Accessible at 30.0%.
And 5 members belongs to Moderately accessible at 16.7%.

34
 How frequently do you observe safety audits or inspections in
your work area
Frequency Percent Valid Cumulative
Percent Percent
Sometimes 8 26.7 26.7 26.7
Often 13 43.3 43.3 70.0
Always 9 30.0 30.0 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 13 members of respondents in employees belongs to the
category of Often at 43.3%. 9 members belongs to Always at 30.0%. And 8
members belongs to Sometimes at 26.7%.

35
 How would you rate the maintenance of safety equipment in
your department
Frequency Percent Valid Cumulative
Percent Percent
Neutral 3 10.0 10.0 10.0
Good 10 33.3 33.3 43.3

Excellent 17 56.7 56.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 17 members of respondents in employees belongs to the
category of Excellent at 56.7%. 10 members belongs to Good at 33.3%. And 3
members belongs to Neutral at 10.0%.

36
 How comfortable do you feel reporting a safety concern to your
supervisor
Frequency Percent Valid Cumulative
Percent Percent
Neutral 8 26.7 26.7 26.7
Comfortable 9 30.0 30.0 56.7
Very
13 43.3 43.3 100.0
comfortable
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 13 members of respondents in employees belongs to the
category of Very comfortable at 43.3%. 9 members belongs to Comfortable at
30.0%. And 8 members belongs to Neutral at 26.7%.

37
 How often are safety drills conducted in your workplace
Frequency Percent Valid Percent Cumulative
Percent
Often 21 70.0 70.0 70.0

Very often 9 30.0 30.0 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 21 members of respondents in employees belongs to the
category of Often at 70.0%. And 9 members belongs to Very often at 30.0%.

38
 How clear are the emergency exit routes and signage in your work
area
Frequency Percent Valid Cumulative
Percent Percent
Moderately
8 26.7 26.7 26.7
clear
Clear 10 33.3 33.3 60.0
Very clear 12 40.0 40.0 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 12 members of respondents in employees belongs to the
category of Very clear at 40.0%. 10 members belongs to Clear at 33.3%. And 8
members belongs to Moderately clear at 26.7%.
39
 How would you rate the availability of first aid supplies in your
department
Frequency Percent Valid Percent Cumulative
Percent
Good 10 33.3 33.3 33.3

Excellent 20 66.7 66.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 20 members of respondents in employees belongs to the
category of Excellent at 66.7%. And 10 members belongs to Good at 33.3%.

40
 How often do you experience or witness near-miss incidents at
work
Frequency Percent Valid Percent Cumulative
Percent
Very often 6 20.0 20.0 20.0
Sometimes 8 26.7 26.7 46.7
Rarely 12 40.0 40.0 86.7
Never 4 13.3 13.3 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 12 members of respondents in employees belongs to the
category of Rarely at 40.0%. 8 members belongs to Sometimes at 26.7%. 6
members belongs to Very often at 20.0%. And 4 members belongs to Never at
13.3%.

41
 How involved are employees in developing safety policies and
procedures
Frequency Percent Valid Cumulative
Percent Percent
Slightly involved 7 23.3 23.3 23.3
Moderately
5 16.7 16.7 40.0
involved
Involved 10 33.3 33.3 73.3
Very involved 8 26.7 26.7 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 10 members of respondents in employees belongs to the
category of Involved at 33.3%. 8 members belongs to Very involved at 26.7%. 7
members belongs to Slightly involved at 23.3%. And 5 members belongs to
Moderately involved at 16.7%.
42
 How would you assess the ergonomics of your work
environment
Frequency Percent Valid Percent Cumulative
Percent
Neutral 3 10.0 10.0 10.0
Good 10 33.3 33.3 43.3

Excellent 17 56.7 56.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 17 members of respondents in employees belongs to the
category of Excellent at 56.7%. 10 members belongs to Good at 33.3%. And 3
members belongs to Neutral at 10.0%.

43
 How effectively does EATON address workplace hazards and
risks
Frequency Percent Valid Cumulative
Percent Percent
Effectively 10 33.3 33.3 33.3
Very
20 66.7 66.7 100.0
effectively
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 20 members of respondents in employees belongs to the
category of Very effectively at 66.7%. And 10 members belongs to Effectively at
33.3%.

44
 How would you rate the support from management regarding
safety initiatives
Frequency Percent Valid Percent Cumulative
Percent
Good 7 23.3 23.3 23.3

Excellent 23 76.7 76.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 23 members of respondents in employees belongs to the
category of Excellent at 76.7%. And 7 members belongs to Good at 23.3%.

45
 How adequate is the lighting in your work area for ensuring safety

Frequency Percent Valid Percent Cumulative

Percent

Adequate 13 43.3 43.3 43.3

Very adequate 17 56.7 56.7 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong to the
categories provided. 17 members of respondents in employees belongs to the
category of Very adequate at 56.7%. And 13 members belongs to Adequate at
43.3%.

46
 How frequently do you receive feedback on your adherence to
safety practices
Frequency Percent Valid Percent Cumulative
Percent
Sometimes 10 33.3 33.3 33.3
Often 10 33.3 33.3 66.7
Very often 10 33.3 33.3 100.0
Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong
to the categories provided. 10 members of respondents in employees belongs to the
category of Sometimes at 33.3%. 10 members belongs to Often at 33.3%. And 10
members belongs to Very often at 33.3%.

47
 How well do safety measures at EATON meet your expectations

Frequency Percent Valid Percent Cumulative

Percent
Well 9 30.0 30.0 30.0

Exceed expectations 21 70.0 70.0 100.0

Total 30 100.0 100.0

INTERPRETATION

The above bar chat explains that the measure of respondents belong
to the categories provided. 21 members of respondents in employees belongs to the
category of Exceed expectations at 70.0%. And 9 members belongs to Well at
30.0%.

48
 Years of Experience * How confident are you in your ability to handle an
emergency situation at work Crosstabulation
How confident are you in your ability to Total
handle an emergency situation at work
Moderately Very Extremely
confident confident confident
Count 5 5 0 10
less than 1
Expected
year 3.7 4.0 2.3 10.0
Count
Count 6 7 3 16
Years of
2-4 years Expected
Experience 5.9 6.4 3.7 16.0
Count
Count 0 0 4 4
5-7 years Expected
1.5 1.6 .9 4.0
Count
Count 11 12 7 30
Total Expected
11.0 12.0 7.0 30.0
Count

Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 16.414a 4 .003
Likelihood Ratio 17.187 4 .002
Linear-by-Linear
8.722 1 .003
Association
N of Valid Cases 30
a. 7 cells (77.8%) have expected count less than 5. The
minimum expected count is .93.

Reason: Experience is categorized ( less than 1 year, 2-4 years, 5-7 years), and
confidence levels are also categorical. The chi-square test can assess if confidence
in handling emergencies differs by years of experience.

49
 CHAPTER:6
FINDINGS, SUGGESTIONS AND
CONCULUSION

50
FINDINGS

 Majority (46.7%) of respondents are Neutral with Overall safety culture at

EATON.

 Majority (50%) of respondents are Very Well with the Safety procedures

and protocols in your work area.

 Majority (43.3%) of the respondents are often attend the safety training

sessions.

 Majority (40%) of respondents are very confident in ability to handle an

emergency situation at work.

 Majority (46.7%) of respondents are Very effectively communicate safety

updates and changes in EATON.

 Majority (53.3%) of respondents are Accessible with the safety equipment

required for your role.

 Majority (56.7%) of respondents are Excellent in the maintenance of safety

equipment in the department.

 Majority (70%) of respondents are says Often safety drills conducted in the

workplace.

51
 Majority (66.7%) of respondents are Excellent in the rate of availability of

first aid supplies in the department.

 Majority (70%) of respondents are Exceed expectations for safety measures

at EATON meet your expectations.

 Majority (56.7%) of respondents are Very adequate with the lighting in the
work area for ensuring safety.

52
SUGGESTIONS

 The company has to create the awareness for the workers regarding health
and safety.
 They have to provide effective arrangements to the workers for
communicating their health and safety matters.
 It is better to provide frequent health and safety training, atleast once in a
year.
 The company has to provide enough drinking water facility available at all
the time.
 The management has to take necessary steps to reduce the stress level of the
workers.
 Orientation programmes can be conducted to make the workers to feel that
their work environment is safe to work.
 The maintenance department has to maintain the machines properly to
reduce lead-time.
 Proper training has to be given to the workers to avoid frequent accidents.
 Meditation practices can be given to avoid electric shocks, finger injuries
etc. due to lack of concentration.
 Safety committee has to be formed to monitor the health and safety issues.
 The company has to conduct the regular inspections to ensure higher level of
safety in the workplace.
 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.

53
CONCULUSION
It is revealed from the study that, the health and safety measures adopted in
EATON in Pondicherry 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 inadequate. 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.

54
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