Sample Chapter 4 and 5

CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents the data and provides a discussion of the analyses
and interpretation of responses to the specific questions in the study. From the
questionnaire, and documents gathered, data were classified and presented in
different tables. Descriptive statistics were applied to test the null hypotheses
afterward.
1. Profile of Manufacturing Companies
Profile includes forms of ownership, accreditation, number of employees,
length of operation, organizational structure, and products offered. The study
surveyed 35 manufacturing companies in the province of Batangas.
1.1 Forms of Ownership
Types of ownership are classified into three 3 such as sole proprietorship
which is organized and managed by only one person, partnership where two or
more persons carry out a business and corporation which is a business
organization that has a separate legal personality from its owner and a
corporation, therefore, has separate tax filings, can change ownership, and has a
continuous existence apart from the owners. One hundred percent 100% of the
manufacturing companies studied were classified as corporations. The
geographical location of Batangas Province makes it easy for legal entities to
establish corporations with low crime rate and stable labor condition.
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Additionally, under the law, corporations possess many of the same rights
and responsibilities as individuals. They can enter contracts, loan and borrow
money, sue and be sued, hire employees, own assets, and pay taxes. According
to the law, a company is regarded as a distinct entity that exists independently of
its owners. A corporation is subject to taxation, has legal recourse, and can sign
contracts. When ownership changes, the corporation continues to exist and has
its own existence.
According to Novak a corporation is an excellent business structure for
someone wishing to take on a little bit more risk, have access to a variety of
funding choices, and possibly go public in the future, which would entail selling
stock to the general public. More complicated processes may lead to more
standard operating procedures, which may potentially increase uncertainty at
work.
1.2 Accreditation
Industry accreditation is essential for manufacturing companies, especially
those that work in high-performance companies like power generating and oil
and gas processing. The company's accreditation displays its dedication to
quality, safety, and dependability. Companies surveyed are accredited by three
ISO Certifications namely ISO 45001:2018, ISO 9001:2015 and OSHAS. Results
of the study showed that among 35 companies, 25 or 75% of the total companies
passed the ISO 45001:2018.
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These companies are usually engaged in continuous and high operations
that require a safe and sound environment. The focus of this accreditation was to
mitigate any factors that can cause the businesses and employee’s irreparable
harm. Companies under this accreditation maintained its goal of helping the
companies to provide a healthy and safe working environment for the employees
and all the stakeholders who visit the company. Also, to control the factors that
could potentially lead to any forms of injury, illness, and extreme situations
resulting in death.
Ultimately, the role of being accredited was to instill trust and confidence
in all goods and services to the end users. Also, it enhances the image of the
companies that resulted to more consumer loyalty and retention. Accreditation
also served as guide on giving quality goods and services that might improve the
operations of the company and enhances the safe and health working
environment.
While Six companies 17% were accredited by OSHAS, this accreditation
requires companies that could cater the safe and health processes in the
workplace. Manufacturing companies accredited by OSHA to protect workers
from any related injury and worse as death. It is just like other safe and health
accreditation that oversee the workplace operations to lessen or avoid the
uncertainty.
ISO 9001:2015 accredits companies for quality assurance purposes. An
integration of this accreditation would also be beneficial for the whole safety and
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health operations. As it needs to demonstrate industry ability to consistently
provide goods and services which meet customer satisfaction. It is also a
requirement for a holistic approach such as for organization policies and risk
management. ISO 9001 is a process based, the certification means that
manufacturers have worked through quality issues at each stage of production.
Four or 11% of the total number of companies under surveyed were accredited
by this accrediting body. The focused of manufacturing companies are not just
confined dealing with the quality of output but also on the quality of the workers
by giving safe and sound workplaces.
According to ISO Occupational Safety Health Management stated that the
ISO 45001:2018 standard outlines the specifications for an occupational health
and safety (OH&S) management system and provides instructions for its
application, enabling organizations to provide safe and healthy workplaces by
proactively enhancing their OH&S performance and preventing work-related
injury and illness. It applicable to any organization that wishes to establish,
implement and maintain an OH&S management system to improve occupational
health and safety, eliminate hazards and minimize OH&S risks including system
deficiencies, take advantage of OH&S opportunities, and address OH&S
management system nonconformities associated with its activities.
1.3 Number of Employees
Although there are a variety of responsibilities and tasks, most
manufacturing jobs offer full-time work contracts. Given the necessity of
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continuous production and assembly across the majority of industry sub-sectors.
This indicates that, in order to reduce supply disruptions, industrial employees,
engineers, and production supervisors, managers will all be expected to work
full-time. Those employed in the manufacturing sectors may also be required to
accept shift work.
As a result one hundred percent 100% of the 35 manufacturing companies
studied were having more than 300 employees, because manufacturing
companies have a complex operation that requires more employees working on
different shifts and in different assemblies or stations. It was also noticed that
most of the manufacturing companies in the province of Batangas are
categorized as big and multinational companies that requires more employees in
their complex work designs. Also, manufacturing companies was considered as
the largest and most influential sector of the economy.
According to Grundy, the largest employers who support the health of the
economy are still manufacturing businesses. 11.7 million more individuals were
working in manufacturing enterprises in 2018 than in 2017, an increase of 1.7%.
The manufacturing industry's operations are greatly impacted because they are
focused on producing high-quality, standardized product. Additionally,
manufacturers must be able to recognize, interpret, and react quickly to changing
employee and customer expectations. It is challenging to create this agility in the
context of the most recent industrial revolution, known as Industry 4.0, which
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places a significant focus on interconnection, automation, machine learning, and
real-time data.
1.4 Length of Operation
According to the corporation code of the Philippines, manufacturing
companies engaged in a corporation as their form of ownership must exist for not
more than 50 years. And the contract will be subject to termination upon
exceeding the years of existence. Seventy-seven 77% or 27 of the manufacturing
companies being studied had more than 30 years of operations. Meaning most of
the processes, standard operating procedures, safety guidelines were already
established. Employees and systems were consistent and well managed to
produce excellent goods and services.
While eleven percent 11% or 4 manufacturing companies were operating
for 5 to 10 years they were considered as newbies in the industry, but they also
impacted the process of producing consumer demands. They also started the
campaign to become one of the distinguished manufacturers that boost the
economy. Lastly, manufacturing companies that have a length of operation of 16-
20 and 21-25 have a percentage of .05% or 2 manufacturing companies
respectively are in their middle age. They are building their credibility and
producing high quality goods and services to their consumers. Mostly their
processes, system, safety, and health guidelines are smoothly implemented.
1.5 Organizational Structure
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A system that specifies how specific tasks are directed to fulfill an
organization's goals is known as an organizational structure. Rules, roles, and
obligations are examples of these activities. The flow of information between
levels inside the corporation is also determined by the organizational structure. In
a centralized structure, decisions are made from the top down, but in a
decentralized structure, decision-making power is distributed throughout the
organization. The role of organizational structure is vital in the success of the
manufacturing operations. As it determines the flow or the protocol of orders from
the top management going to the bottom level or vice versa.
One hundred percent or 100% or 35 manufacturing companies studied
were having divisional as their organizational structure. This is helpful to the
manufacturing companies to fully disseminate the process or information
synchronously and strategically follows the right protocol.
1.6 Products Offered
The manufacturing sector is highly diverse, composed of a wide range of
subsectors. Different products will be produced by different companies. The
production of products depends on the companies classification and also the
geographical location has also had an impact. Based on the analysis most of the
manufacturing companies or about 23 of them which accounted for 66% were
producing electronics and accessories which is the most needed by the
consumer especially in the stage of globalization and industrialization. It will be
followed by food processing with .11% or 4 manufacturing companies. Food
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processing is one of the sustainable companies because it is the basic need of
the consumer. The food processing industry in Batangas supplies most of the
food chains and food businesses in the country.
Meanwhile, two manufacturing companies for the optical products,
car/motorcycle parts, and plastic products or about .05% this mean that the
production of these products were quite slow due to the limited needs of
consumers. This possibly resulted in the slow distribution of such products due to
low market demand. Finally, apparel and aerospace products with one
manufacturing industry or 0.02% demand on this kind of product is also quite low.
But it has been notable that the production of aerospace products is deemed
important as most of the airline companies in the country are tied up with this
aerospace manufacturer. The geographical location of this company helps the
easy way of distribution as it is near Metro Manila.
2. Level of severity of risk with regard to identifying the risk
The respondents assessed the level of severity in terms of identifying,
analyzing, evaluating, treating, and monitoring the risk.
2.1 Identifying
This term is the process of determining risk that could potentially prevent
the program, enterprise, or investment from achieving its objectives.
Table 4 shows the level of severity of risk in manufacturing companies as
assessed by managers, safety officers and employees.
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Table 4
Level of Severity of Risk with Regard to Identifying the Risk
Items Manager Safety Officer Staff Overall
WM SD VI WM SD VI WM SD VI WM SD VI
Report immediately the
incidents/accidents to health and
safety officers 3.38 0.55 H 3.27 0.51 H 3.41 0.67 H 3.36 0.60 H
Determine the potential causes that
could lead to the occurrence of the
event 3.29 0.49 H 3.33 0.51 H 3.34 0.59 H 3.32 0.54 H
Inspect the work areas and sites to
know the unsafe acts and unsafe
conditions 3.35 0.54 H 3.17 0.60 H 3.38 0.74 H 3.32 0.66 H
Examine previous incidents/accidents
to see what happened and if the same
thing could happen again 3.29 0.55 H 3.29 0.55 H 3.32 0.66 H 3.30 0.60 H
Examine equipment and material
details to establish any necessary
safety precautions 3.27 0.51 H 3.17 0.57 H 3.37 0.69 H 3.29 0.62 H
Examine the work environment, tools
and equipment 3.25 0.57 H 3.24 0.50 H 3.31 0.69 H 3.28 0.61 H
Align activities, tasks, and procedures
with the risks to make them easier to
be identified 3.22 0.77 H 3.21 0.48 H 3.31 0.71 H 3.26 0.67 H
Document the identified risks to allow
further action 3.25 0.59 H 3.18 0.58 H 3.30 0.77 H 3.26 0.68 H
Determine which records are required
to eliminate and control risks 3.19 0.50 H 3.17 0.57 H 3.26 0.65 H 3.22 0.59 H
Use a survey questionnaire to gather
information about potential hazards in
the workplace 3.10 0.67 H 3.14 0.52 H 3.13 0.84 H 3.12 0.72 H
Composite Mean 3.26 0.44 H 3.22 0.41 H 3.31 0.54 H 3.27 0.48 H
Legend: 2.5 – 3.49 - High
When each statement is considered, results of the study showed that
report immediately the incidents/accidents to health and safety officers displays
the highest assessment by the managers WM = 3.38, SD = 0.55, safety officers
WM = 3.27, SD 0.51, and staff WM = 3.41, SD = 0.67 with the overall weighted
mean of 3.36 verbally interpreted as high. It has the highest weighted mean
because employees injured on the job are to report the injury to their supervisor
or safety officers as soon as possible after the incident/accident, and when it is
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safe to do so. Near miss accidents or incidents when an employee nearly has an
accident but can avoid it should be reported as well. All accidents and incidents
should be reported for prevention purposes. The supervisor immediately notifies
the safety officer when an incident/accident occurs.
Then followed by determine the potential causes that could lead to the
occurrence of the event for managers WM=3.29, SD=0.49, safety officers
WM=3.33, SD=0.51, staff WM=3.34, SD=0.59 with the overall weighted mean of
3.32 interpreted as high. The role of safety officers is to maintain the safety of the
workplace before, during and after operations. It is evident that safety officers
determine the possible occurrence of the unsafe act and unsafe condition to
secure the overall condition of the workplace.
Next is, inspect the work areas and sites to know the unsafe acts and
unsafe conditions for managers WM=3.35, SD=0.54, for safety officers
WM=3.17, SD=0.60, for staff WM=3.28, SD=0.74 with the overall weighted mean
of 3.22 interpreted as high. The Safety officers together with the managers
always inspect the workplace to ensure the safety of the operations as well as
the staff to ensure the safety and health in the operation.
Meanwhile, document the identified risks to allow further action for
managers WM=2.25, SD=0.59, safety officers WM=3.18, SD=0.58, and staff
WM=3.30, SD=0.77 with an overall weighted mean of 3.26 verbally interpreted as
high. Proper documentation in all accidents or incidents for future reference the
documented events could help in planning, most of the manufacturing companies
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may not regularly practice documenting the incidents or accidents occurred in the
workplace.
Followed by determine which records are required to eliminate and control
risks for managers WM=3.19, SD=0.50, safety officers WM=3.17, SD=0.57, and
staff WM=3.13, SD=0.84 with an overall weighted mean of 3.12 interpreted as
high. The importance of having a record is to study the possible causes or may
serve as a basis for accurate solutions.
Finally, use a survey questionnaire to gather information about potential
hazards in the workplace and for managers WM=3.10, SD=0.67, safety officers
WM=3.14, SD=0.53, and staff WM=3.13, SD=0.84 with an overall weighted mean
of 3.12 or high as the verbal interpretation. with an overall weighted mean of 3.27
and standard deviation of 0.48. The use of surveys is important to address or to
know the actual event in the operation. The manufacturing company may
strengthen the use of survey questionnaires to easily determine possible
occurrence of risks and hazards.
It can be gleaned from the above table that there is a high level of severity
in terms of identifying the risks as assessed by managers WM=3.26, SD=0.44;
safety officers WM=3.22; SD=0.41 and staff WM=3.31; SD=0.54. It can be noted
here that all the three groups of respondents agreed on rating this severity as
high level WM=3.27; SD=0.48. These results can be attributed to the companies’
plan of action in identifying the risks. This conforms with the study of Jeelani
stating that to improve safety performance in construction visual data analytic
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and virtual reality were utilized to identify the risks. To address this issue, it can
be suggested that companies should enhance hazard awareness and hazard
management to improve workplace safety. This will also help to build more
effective interventions to address the problem of poor hazard recognition.
Also, it conforms by the study of Al-Dhafeeri stating that the potential
causes of risks using closed systems impact on the identifying of risks. The
monitoring of the system could lead for the risks not to reoccur. Similar to
Hosseinian et al stating that risk can be avoided if the workplace is well inspected
and properly identified or investigates the prior events that may trigger the
fundamental cause of accidents. Proper examination in the work areas is
important to know if there still is the presence of the uncertainties. Nekhwevha
added that sharing lessons learned from previous incidents is crucial in
preventing future problems; it can identify the significant contributors to events of
unsafe conditions.
Jeelani states that the creation of computer-based applications to monitor
and identify risks in the workplace and assign further action is important.
Unplanned events involving the movement of people or objects, or even
materials are needed to put in record to easily identify and track the data that
may be analyzed to easily eliminate and control the identified risks. Lengyel also
added that to become effective in gathering information about the potential risks
and hazards in the workplace managers may employ the use of checklists and
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survey questionnaires. It can also help to improve the organizations residual risks
acceptance decision competency.
Similar contentions were given by Duarte stating that in giving risks and
hazard identification there is a need to use data from the firm's internal
occurrence reporting system, an analysis of the reports was performed to
determine which dangers the organization had faced in the previous five years.
The gathered date will be used compared to the encountered risks and hazards.
On the contrary, Toomari, despite the effectiveness of the safety method learnt
from aviation and nuclear energy, healthcare continues to have a higher number
of preventable catastrophic adverse events than aviation and nuclear energy.
This is because the implementation of a safety management system standard
that includes process control, change management, proactive hazard
identification and risk management, fatigue management, and reliability analysis
of safety-critical jobs are very effective.
2.2 Analyzing the risk
The term is a process that helps you identify and manage potential
problems that could undermine key business initiatives or projects.
Table 5 shows the level of severity of risks in manufacturing companies as
assessed by managers, safety officers and staff. When each statement is
considered, results of the study showed that record and track risks as assessed
displays the highest assessment by the managers (WM = 3.38, SD = 0.52), safety
officers (WM = 3.20, SD 0.53), and staff (WM = 3.30, SD = 0.68) with the overall
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weighted mean of 3.30 verbally interpreted as high. It has the highest weighted mean as
the manufacturing company maintains the recording and tracking of risks. The recorded
risks may be evaluated or treated for possible solutions, and it is monitored by correct
tracking.
Followed by choose and implement a viable mitigation approach that will
minimize possible loss of resources for managers (WM=3.19, SD=0.56), safety
officers (WM=3.26, SD=0.47), staff (WM=3.35, SD=0.64) with the overall
weighted mean of 3.38 interpreted as high.
Table 5
Level of Severity of Risks with Regard to Analyzing the Risk
Record and track risks 3.38 0.52 H 3.20 0.53 H 3.30 0.68 H 3.30 0.60 H
Choose and implement a
viable mitigation approach
that will minimize possible
loss of resources 3.19 0.56 H 3.26 0.47 H 3.35 0.64 H 3.28 0.58 H
Identify the threats,
vulnerabilities, and
uncertainties in the areas of
concerned 3.25 0.47 H 3.23 0.55 H 3.30 0.65 H 3.27 0.58 H
Create a contingency plan for
each of the identified risk 3.27 0.57 H 3.12 0.57 H 3.28 0.73 H 3.23 0.65 H
Estimate the possible impact
of uncertainty 3.24 0.59 H 3.12 0.48 H 3.26 0.66 H 3.22 0.60 H
Analyze the potential
consequences of hazards to
find an immediate remedy 3.27 0.54 H 3.17 0.54 H 3.21 0.67 H 3.21 0.60 H
Develop and cultivate
responses to the risk 3.17 0.66 H 3.15 0.53 H 3.26 0.71 H 3.21 0.66 H
Link the possibility of each
risk to its impact 3.19 0.62 H 3.15 0.50 H 3.23 0.68 H 3.20 0.62 H
Create or use a model to
ease the process of
analyzing risks 3.22 0.68 H 3.09 0.55 H 3.22 0.73 H 3.18 0.67 H
Estimate the possible impact
of uncertainty 3.17 0.55 H 3.02 0.57 H 3.18 0.68 H 3.14 0.62 H
Legend: 2.5 – 3.49 - High 14

Contingency plan is vital in this event, the managers or safety officers provide
readily available solutions to the identified risks or hazards. Every manufacturing
company recognizes the importance of risk mitigation so that they potentially enhance
the process on how to immediately minimize the potential occurrence of risks in the
workplace.
Then, identify the threats, vulnerabilities, and uncertainties in the areas of
concerned for managers WM=3.25, SD=0.47, for safety officers WM=3.23,
SD=0.55, for staff WM=3.30, SD=0.65 with the overall weighted mean of 3.27
interpreted as high. After determining the risks, the next step is to know the
threats itself and its contribution to the possible incidents or accidents. The
vulnerabilities of the risks are also taken into consideration to further limit the
occurrence of the uncertainties.
Next is link the possibility of each risk to its impact for managers
WM=3.19, SD=0.62, safety officers WM=3.15, SD=0.50, and staff WM=3.23,
SD=0.68 with an overall weighted mean of 3.20 verbally interpreted as high.
Connect all the identified risks and stream down all the causes and the possible
impact to the workplace. Determine the level of severity it may give to the
operations of the manufacturing companies and from which the solution is being
analyzed.
Followed by create or use a model to ease the process of analyzing
risks for managers WM=3.22, SD=0.68, safety officers WM=3.09, SD=0.55, and
staff WM=3.22, SD=0.73 with an overall weighted mean of 3.22 interpreted as
high. Model to be used in the process of analyzing the risk has a vital role in
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analyzing the risk and immediately providing the best solution. Model to be used
in analyzing the risks can enhance the possible impact of uncertainties.
Lastly, estimate the possible impact of uncertainty and for managers
SD=0.68 with an overall weighted mean of 3.14 or high as the verbal
interpretation. Manufacturing companies understand and know the impact of
uncertainties to the operations in the workplace. Assigned a plan on each
uncertainty that could resolve risks immediately.
It can be seen from the above table that there is a high level of severity in
terms of analyzing the risks as assessed by managers WM=3.24, SD=0.50;
safety officers WM=3.15; SD=0.38 and staff WM=3.26; SD=0.55. It can be noted
here that all the three groups of respondents agreed on rating this severity as
high level. This conforms with the study of Ahmed stating that a developed model
can easily record data and track risks and overcome the uncertainty and lack of
available data on the severity and likelihood of hazards. It also helps
manufacturing companies under uncertainty and data unavailability as the
recorded data may be used for decision making and boast the effectiveness and
flexibility of risk assessment.
Similarly, it conforms by the study of Bondoc and Noroña, stating that
after identifying the risks it is important to incorporate the risks management,
focused on the collaboration in establishing a proactive mitigation approach that
will lead to minimizing the high priority risks and hazard which is critical to the
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manufacturing companies and also in the operations of safety and health
program. Furthermore, Ayuningtyas and Nasri proved that through risks and
hazard identification methods exposure of employees in unsafe acts and unsafe
conditions will be eliminated. The manufacturing industry identifies the
vulnerabilities and uncertainties through risk assessment, exposure assessment
and provides control recommendations in all areas of concerns.
On the other hand, Shukri, stressed that conflicting information sources
from different specialists has offered difficulties and it has brought impact on the
process of analyzing the risks. It is difficult to link the possibilities of each risk
especially if the sources come from different perspectives. Amhed, supported
that contentions and stated that the created universal model for assessing risks
and which intended to ease the process of analyzing risk may only be used for
selected and random uncertainties and it does not fully measure the risks as a
whole. Meanwhile, Horbah mentioned that to properly estimate the impact of
uncertainty in the oil and gas industry, developing a robust safety management
regime can deal with it. This is based on an engineering risks assessment
approach which is intrinsically ineffective considering the gaps on the impact of
uncertainty.
2.3 Evaluating the Risk
The term is the process to determine the significance of each risk. In this
study, it compares the results of risk analysis and risk criteria to determine if risk
is acceptable or tolerable.
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Table 6
Level of Severity of Risks with Regard to Evaluating the Risk
Determine the overall residual risk ranking
by applying a risk rating to determine the
overall ranking on the risk matrix 3.22 0.61 H 3.20 0.47 H 3.34 0.62 H 3.27 0.58 H
Describe the existing control on the process,
policy, device, practice or other action that is
used to modify the likelihood or the
consequence of the risk event occurring 3.13 0.52 H 3.20 0.47 H 3.34 0.66 H 3.25 0.59 H
Assess the effectiveness of the control 3.17 0.52 H 3.26 0.54 H 3.27 0.73 H 3.24 0.63 H
Assess the residual consequence by
knowing the most probable impact of the risk
event if it were to occur within the current
control environment 3.17 0.55 H 3.21 0.45 H 3.24 0.63 H 3.22 0.56 H
Assess the residual likelihood by
understanding the probability of the risk
event occurring within the current control
environment 3.19 0.53 H 3.14 0.46 H 3.27 0.69 H 3.21 0.60 H
Identify the control owner, the person or role
with accountability for ensuring that the
control activity is in place and is operating
effectively 3.24 0.53 H 3.18 0.43 H 3.19 0.66 H 3.20 0.57 H
Assess inherent likelihood by calculating the
possibility of a risk event occurring in the
absence of any controls 3.10 0.53 H 3.18 0.46 H 3.26 0.58 H 3.20 0.54 H
Apply a risk rating to determine the overall
ranking on the risk matrix and determine the
overall inherent risk ranking 3.06 0.62 H 3.12 0.51 H 3.27 0.64 H 3.18 0.61 H
Test the control to determine the
effectiveness in evaluating the risks 3.14 0.53 H 3.11 0.56 H 3.23 0.65 H 3.17 0.60 H
Assess the risk event's inherent
consequence in terms of its most likely
impact if no controls were in place 3.10 0.53 H 3.14 0.55 H 3.20 0.62 H 3.16 0.58 H
assessed by managers, safety officers and employees. When each statement is
considered, results of the study showed that determine the overall residual risk
ranking by applying a risk rating to determine the overall ranking on the risk
matrix displays the highest assessment by the managers WM = 3.22, SD = 0.61,
safety officers WM = 3.20, SD 0.47, and staff WM = 3.34, SD = 0.62 with the
overall weighted mean of 3.27 verbally interpreted as high. For each risk, there
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should be only one overall inherent risk rating, regardless of whether multiple
causes or consequences have been identified. Manufacturing companies are
efficient in determining the residual risk and continuously applying the risk rating
for the determination of the overall ranking and to match up on the matrix to
conclude the possible evaluation of the risks.
Then it was followed by describe the existing control on the process,
policy, device, practice, or other action that is used to modify the likelihood or the
consequence of the risk event occurring for managers WM=3.13, SD=0.52,
safety officers WM=3.20, SD=0.47, staff WM=3.34, SD=0.66 with the overall
weighted mean of 3.25 interpreted as high. The controls that could be
implemented in the manufacturing company are properly introduced to the
employees. Though the information is limited only to the employees who are
already tenured. New hired employees require to be trained for them to
understand the full concepts of the controls, processes, policies, etc.
Next was, assess the effectiveness of the control for managers WM=3.17,
SD=0.52, for safety officers WM=3.26, SD=0.54, for staff WM=3.27, SD=0.73
with the overall weighted mean of 3.24 interpreted as high. The effectiveness of
control in a specific manufacturing industry is important. It measures the reliability
of the control if the workplace does not experience uncertainty. Since
manufacturing companies are accredited by the ISO series pertaining to safety
and health, most of the employees are aware of the effectiveness of the policies
and other safety and health control measures.
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On the other hand, apply a risk rating to determine the overall ranking on
the risk matrix and determine the overall inherent risk ranking for managers
SD=0.64 with an overall weighted mean of 3.20 verbally interpreted as high.
Some of the employees in manufacturing companies are not aware of the control
measures that the workplace implements. Assessing risks assists in identifying,
analyzing, and prioritizing key business risks. It helps validate and prioritize key
risks to monitor and it highlights any opportunities for improvements to current
activities used as controls in the business. A risk assessment provides insight to
significant inherent risks from a practice perspective and links these to a firm's
objectives, strategies, and business processes. But the awareness is just limited
to those tenured employees.
Then it was followed by test the control to determine the effectiveness in
evaluating the risks for managers WM=3.14, SD=0.53, safety officers WM=3.11,
SD=0.56, and staff WM=3.23, SD=0.65 with an overall weighted mean of 3.17
interpreted as high. Employees are among the followers of the rules and policies
being implemented in the manufacturing companies. But most of the employees
are unaware of the controls that determine the effectiveness specifically in
evaluating risks. There is no proper dissemination of information so that the test
on the control does not give it effectiveness particularly in evaluating the risks.
Finally, assess the risk event's inherent consequence in terms of its most
likely impact if no controls were in place and for managers (WM=3.10, SD=0.53),
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safety officers WM=3.14, SD=0.55, and staff WM=3.20, SD=0.62 with an overall
weighted mean of 3.16 or high as the verbal interpretation. Considering that there
are many control measures available in the manufacturing companies,
employees are unfamiliar with the process specially in evaluating and in giving
meaning on the result of the evaluation. Risk is uncertain and it cannot be
controlled by whoever, detailed information needs to be provided to the
employees to understand the likelihood of the impact of risks.
To address this issue, it can be seen from the above table that there is a
high level of severity in terms of evaluating the risks as assessed by managers
WM=3.15, SD=0.47; safety officers WM=3.17; SD=0.37 and staff WM=3.26;
SD=0.51. It can be noted here that all the three groups of respondents agreed on
rating this severity as high level. This conforms with the study of Kotiloglu, stating
that in order to determine the risks ranking through applying a risk rating, the
manufacturing companies look for the intensity of the risks and evaluate the risks
based on the rating. Based on the evaluation manufacturing companies
determine the control base on the policy, practices, standard operating
procedures. The effectiveness of the control measure will help to suffice the
cause of the risks. It can also be suggested that the manufacturing industry's age
has an impact in the evaluation of risks as the younger takes fewer chances
compared to the older one.
On the other hand, Shirinda, explains that risk management has a direc
relationship with the success and performance of the companies. The linkages of
21
the risks and the workplace has an impact on the companies performances.
Risks are always present that need to determine its impact. It also provides that
management plan for safety and health was an effective control to determine and
evaluate the risks.
2.4 Treating the Risks
The term is the process of selecting and implementing of measures to
modify risk.
considered, results of the study showed that communicate with stakeholders by
commencing briefing sessions to inform stakeholders as to what changes are
required and why displays the highest assessment by the managers WM = 3.21,
SD = 0.48, safety officers WM = 3.26, SD 0.51, and staff WM = 3.29, SD = 0.75
with the overall weighted mean of 3.26 verbally interpreted as high.
Manufacturing managers, safety officers and employees are anyone with
an interest in the business, either influencing the business or being affected by it.
They are the primary stakeholder, and the success and failure of the operations
depend on them. The stakeholder consultation process is an opportunity for key
groups to be kept informed, and for their views and feedback to be heard. It also
gives awareness and information.
22
Table 7
Level of Severity of Risks with Regard to Treating the Risks

Communicate with stakeholders by
commencing briefing sessions to inform
stakeholders as to what changes are
required and why 3.21 0.48 H 3.26 0.51 H 3.29 0.75 H 3.26 0.62 H
Assign appropriate owner who is
accountable for monitoring and reporting
on progress of the treatment plan
implementation 3.17 0.58 H 3.29 0.52 H 3.28 0.71 H 3.25 0.63 H
Monitor mechanisms and review points,
that the treatment plan owner should
specify the mechanisms by which
implementation will be monitored 3.17 0.49 H 3.24 0.50 H 3.29 0.63 H 3.25 0.56 H
Specify the treatment option to avoid,
reduce, share/transfer or accept 3.08 0.63 H 3.20 0.53 H 3.36 0.64 H 3.24 0.62 H
Specify a target resolution date where risk
treatments have long lead times, consider
the development of interim measures 3.19 0.53 H 3.21 0.51 H 3.29 0.60 H 3.24 0.56 H
Document the treatment plan by outlining
the approach to be used in treating the risk 3.19 0.59 H 3.15 0.59 H 3.30 0.66 H 3.23 0.63 H
Assess forecast likelihood by determining
the probability of the risk event occurring
within the control environment 3.19 0.53 H 3.17 0.48 H 3.30 0.66 H 3.23 0.59 H
Identify the status of the treatment plan it
is either ‘open' for in progress or ‘closed'
when implementation has been completed 3.17 0.49 H 3.20 0.47 H 3.29 0.70 H 3.23 0.59 H
Assess forecast consequence through the
extent of the most probable impact of the
risk event if it were to occur within the
control environment 3.16 0.51 H 3.08 0.59 H 3.29 0.65 H 3.20 0.60 H
Determine the overall inherent risk
ranking by applying the risk rating to
determine the overall ranking 3.11 0.57 H 3.15 0.50 H 3.27 0.70 H 3.20 0.62 H
Followed by assign appropriate owner who is accountable for monitoring and
reporting on progress of the treatment plan implementation for managers
WM=3.17, SD=0.58, safety officers WM=3.29, SD=0.52, staff WM=3.28,
SD=0.71 with the overall weighted mean of 3.25 interpreted as high. Managers
are responsible for overseeing the whole operations, safety officers are on their
23
side to ensure that the workplace are always safe. The staff rely on both the
managers and the safety officers. And each one of them is considered as the
owner of their own processes. As an owner they are responsible and
accountable in monitoring and reporting the progress on the event that they are
in most especially in the uncertainties. Management may wish to define
expectations of the detail of treatment plans required for each risk level.
However, for risks rated as low and very low that have improvement
opportunities, development of a treatment plan may be at the discretion of the
risk owner.
Then next is monitor mechanisms and review points, that the treatment
plan owner should specify the mechanisms by which implementation will be
monitored for managers WM=3.17, SD=0.49, for safety officers WM=3.24,
SD=0.50, for staff WM=3.29, SD=0.63 with the overall weighted mean of 3.25
interpreted as high. Monitoring and evaluation are an essential component of any
adaptation planning and should not be neglected; it is the responsibility of both
managers, safety officers and staff. Trigger indicators and performance indicators
can be monitored, and the results used to determine when actions should be
implemented and to track the success of the adaptation plan. Effective
monitoring and evaluation underpin the planning cycle.
Next is identify the status of the treatment plan it is either ‘open' for in
progress or ‘closed' when implementation has been completed for managers
24
SD=0.70 with an overall weighted mean of 3.23 verbally interpreted as high. As
the operations taking place the plan should also continuously monitor. Managers
and safety officers conduct a series of treatment for the occurrence of risks. The
staff on the other hand follows the mandate that is being disseminated.
Managers and safety officers declared the status of the treatment plan if it is
successful or failure.
Followed by assess forecast consequence through the extent of the most
probable impact of the risk event if it were to occur within the control environment
for managers WM=3.16, SD=0.51, safety officers WM=3.08, SD=0.59, and staff
(WM=3.29, SD=0.65) with an overall weighted mean of 3.20 interpreted as high.
Forecasting is one of the hardest controls implemented in a manufacturing
industry. It collects the prior data or uncertainties and serves as the basis for the
new forecast. Managers see the importance of forecasts in the extent of probable
impact because they have the firsthand information compared to the safety
officers and staff so that they are high in standard deviation.
Finally, determine the overall inherent risk ranking by applying the risk
rating to determine the overall ranking and for managers WM=3.11, SD=0.57,
weighted mean of 3.20 or high as the verbal interpretation. A risk assessment is
a thorough look at the workplace. It identifies those things, situations, processes,
that may cause harm, particularly to people. After identification is made, you
analyze and evaluate how likely and severe the risk is. When this determination
25
is made, you can next, decide what measures should be in place to effectively
eliminate or control the harm from happening.
terms of treating the risks as assessed by managers WM=3.17, SD=0.44; safety
officers WM=3.19; SD=0.41 and staff WM=3.29; SD=0.53. It can be noted here
that all the three groups of respondents agreed on rating this severity as high
level. This conforms with the study of Kgosietsile, stating that depending on how
uncertainties and risk are managed, and controlled projects success or failure
can be determined. Communicating with the stakeholders on the result of the
projects is important. Projects have encountered risks, delays of schedules, poor
quality of output and projects with clustered uncertainties. The assignment of an
appropriate specialist who is accountable for the monitoring of the progress is
also important. Treating those unexpected events needs to be monitored all the
time. This will also help to identify risks causes, improve operations, ensure
compliance and proper implementation of risks management process, plan,
strategies, and measures. Communicate and educate the result to the
stakeholders.
On the other hand, Chukwuebuka, stating that if risk is not correctly
assessed to the start of the operation it is hard for the project to identify or
provide treatment. The effectiveness of assessing the risks and the extent to
which the forecast of the risks to the extent of the most probable impact and on
the companies end to provide effective risk management solutions. Furthermore,
26
Arrenvalagan and Mahamed, express that the threat of risks to a project is well-
known, as a result, risks that arise in a project have the potential to derail the
project's objectives, which could lead to project failure. Industry employees face a
variety of failures, including inability to meet quality and operational criteria, cost
overruns, and unknown project completion delays. Developing efficient risk
management systems for the manufacturing engineering business remains a
difficult undertaking for industry practitioners. Good risk management is a critical
ability that practitioners in project management must possess in order to manage
project hazards.
2.5 Monitoring and Reviewing
The term is the process which tracks and evaluates the levels of risk in an
organization. As well as monitoring the risk itself, the discipline tracks and
evaluates the effectiveness of risk management strategies.
considered, results of the study showed that conduct of review to monitor the
possible occurrence of risks on monthly basis displays the highest assessment
by the staff WM = 3.55, SD = 1.95 interpreted as very high, managers WM =
3.24, SD = 0.53, and safety officers WM = 3.26, SD 0.44 with the overall weighted mean
of 3.39 verbally interpreted as high.
Staff have the highest weighted mean because they have firsthand
information on the uncertainties that occur in the workplace. Managers, safety
officers and staff are responsible for monitoring the environment for changes that
27
affect the nature and/or the impact of the risk. Monitoring risks should be a
standard part of program reviews. At the same time, risks should be managed
continuously rather than just before a program review. Routinely review plans in
management meetings.
Table 8
Level of Severity of Risks with Regard to Monitoring and Reviewing

Conduct of Review to monitor the
possible occurrence of risks on monthly
basis 3.24 0.53 H 3.26 0.44 H 3.55 1.95 VH 3.39 1.39 H
Learn lessons from risk events,
including near-misses, changes, trends,
successes, and failures 3.19 0.62 H 3.23 0.49 H 3.36 0.66 H 3.28 0.61 H
Provide assurance that appropriate
controls and procedures for managing
risks are clearly understood and strictly
followed 3.25 0.54 H 3.30 0.46 H 3.28 0.71 H 3.28 0.61 H
Ensure that controls are effective and
efficient in both design and operation 3.21 0.54 H 3.32 0.50 H 3.29 0.70 H 3.27 0.61 H
Detect changes in the external and
internal context, including changes to
risk criteria and to the risks, which may
require revision of risk treatments and
priorities 3.14 0.50 H 3.15 0.53 H 3.41 0.61 H 3.27 0.57 H
Obtain further information to improve
risk assessment 3.27 0.54 H 3.21 0.48 H 3.30 0.76 H 3.27 0.64 H
Monitor on reporting fortnightly on risks
receivables 3.17 0.49 H 3.24 0.47 H 3.29 0.62 H 3.25 0.55 H
Evaluate the current environment for
new risks and routinely reassess the
program’s risks exposure 3.19 0.56 H 3.26 0.51 H 3.23 0.68 H 3.23 0.61 H
List the prioritized risks that have been
identified for risk responding and
treatment actions 3.21 0.48 H 3.21 0.41 H 3.24 0.68 H 3.23 0.57 H
Document the result for future
references 3.27 0.51 H 3.15 0.50 H 3.23 0.71 H 3.22 0.61 H
Legend:
3.50 – 4.0 – Very High
2.5 – 3.49 - High
28
Then it was followed by learn lessons from risk events, including near-
misses, changes, trends, successes, and failures for managers WM=3.19,
SD=0.62, safety officers WM=3.23, SD=0.49, staff WM=3.36, SD=0.66 with the
overall weighted mean of 3.28 interpreted as high. Staff has a high weighted
mean because most of the risks happen in the bottom level of the management.
This is where they usually do their work. Staff of manufacturing companies have
direct contact with the uncertainties in the workplace.
Then, provide assurance that appropriate controls and procedures for
managing risks are clearly understood and strictly followed for managers
WM=3.25, SD=0.54, for safety officers WM=3.30, SD=0.46, for staff WM=3.28,
SD=0.71 with the overall weighted mean of 3.28 interpreted as high. Managers
and Safety officers provide an assurance regarding the safety of the workplace.
An appropriate control and procedures are well established and also
communicated to the staff for the safe and sound operations.
On the other hand, is evaluate the current environment for new risks and
routinely reassess the program’s risks exposure managers WM=3.19, SD=0.65,
weighted mean of 3.23 verbally interpreted as high. Safety officers have always
been responsible for the safety of the workplaces. Risk impact assessment is the
process of assessing the probabilities and consequences of risk events if they
are realized. The results of this assessment are then used to prioritize risks to
establish a most to least-critical importance ranking. Ranking risks in terms of
29
their criticality or importance provides insights to the project's management on
where resources may be needed to manage or mitigate the realization of high
probability/high consequence risk events.
Followed by list the prioritized risks that have been identified for risk
responding and treatment actions for managers WM=3.21, SD=0.48, safety
officers WM=3.21, SD=0.41, and staff WM=3.24, SD=0.68 with an overall
weighted mean of 3.23 interpreted as high. The risk response planning involves
determining ways to reduce or eliminate any threats to the project, and also the
opportunities to increase their impact. Managers and safety officers should work
to eliminate the threats before they occur. Managers and Safety officers are also
responsible to decrease the probability and impact of threats and increase the
probability and impact of opportunities.
Finally, document the result for future references and for managers
SD=0.71 with an overall weighted mean of 3.22 or high as the verbal
interpretation. Managers are more aware of the documentation of the result
because it will serve as a basis on the risks forecast and for the proper
monitoring and reviewing. The basis was all analyzed and kept for records. The
documented risks after proper analyzation are ready to discuss to the safety
officer for proper treatment and to the employee for the awareness.
terms of monitoring and reviewing as assessed by managers WM=3.21,
30
SD=0.44; safety officers WM=3.23; SD=0.39 and staff WM=3.32; SD=0.56. It can
be noted here that all the three groups of respondents agreed on rating this
severity as high level. This conforms with the study of Ishola, stating that it is
necessary to revisit risk management to monitor the possible occurrence of the
risks and also for developing a more reliable, adaptive and holistic risks model to
further detailed investigate risks. A proactive approach for advanced risks
management offered to analyze and reduce the interruption of risk. There will be
an assurance that is appropriate to the controls and procedures. The decision-
making procedures must be based on reliable data and strictly followed.
On the contrary, Alkahtani, highlighted the need to improve the working
environment by adopting the effective approaches for analyzing and assessing
safety hazards and to control the most dangerous incidents. It looks for the
current risks and routinely reassesses. Documentation of the result gives
importance and may serve as a future basis. Similarly, Rout and Sikdar, identify
all potential risks at various iron ore pelletizing sector workplaces, conduct an
occupational health risk assessment, generate a risk rating based on a risk
matrix, and evaluate the risk rating before and after management measures.
Inspection of the workplace, employee responses to potential hazards in their
workplace, review of department procedure manual, work instructions, standard
operating procedure, previous incident reports, material safety data sheet, first
aid/injury register, and employee health records were all used to collect data.
3. Extent of hierarchy of control practices
31
The respondents assessed the extent of hierarchy of controls in terms
of, elimination, substitution, engineering control, administrative control, and
personal protective equipment.
3.1 Elimination
Hazard elimination is a hazard control strategy based on completely
removing a material or process causing a hazard. Elimination is the most
effective of the five members of the hierarchy of hazard controls in protecting
workers, and where possible should be implemented before all other control
methods.
Table 9 shows the level of extent of control practiced in manufacturing
companies as assessed by managers, safety officers and staff. When each
statement is considered, results of the study showed that provide safety
equipment to employees that reduces their exposure to the physical hazard
displays the highest assessment by the staff WM = 3.52, SD = 0.60 interpreted
as great extent, managers WM = 3.27, SD = 0.57, and safety officers WM = 3.32,
SD 0.50 with the overall weighted mean of 3.40 verbally interpreted as moderate
extent.
Staff has the highest weighted mean because they are in the ground for
operations meaning they have direct contact on the process of elimination.
Providing safety equipment to employees that reduces their exposure to the
physical safety hazard. Reduce noises and vibrations present in the workplace.
32
Place barriers between employees and physical hazards such as radiation or
microwaves. Provide proper ventilation and air conditioning for staff.
Table 9
Extent of Hierarchy of Control with Regard to Elimination
Provide safety equipment to
employees that reduces their
exposure to the physical hazard 3.27 0.57 ME 3.32 0.50 ME 3.52 0.60 GE 3.40 0.58 ME
Provide employees with rest breaks 3.19 0.59 ME 3.27 0.48 ME 3.30 0.73 ME 3.27 0.63 ME
Train employees to recognize and
avoid physical hazards 3.17 0.52 ME 3.26 0.51 ME 3.31 0.77 ME 3.26 0.65 ME
Provide proper ventilation and air
conditioning for employees 3.19 0.56 ME 3.18 0.46 ME 3.30 0.68 ME 3.24 0.60 ME
Insulate any surfaces that could be
prone to extremes in temperature 3.16 0.51 ME 3.17 0.45 ME 3.26 0.70 ME 3.21 0.60 ME
Place barriers between employees
and physical hazards such as
radiation or microwaves 3.19 0.56 ME 3.23 0.49 ME 3.17 0.72 ME 3.19 0.63 ME
Spend less time in areas of exposure 3.17 0.49 ME 3.12 0.57 ME 3.20 0.69 ME 3.17 0.61 ME
Use smaller quantities of dangerous
and reactive chemicals 3.14 0.56 ME 3.11 0.50 ME 3.22 0.71 ME 3.17 0.62 ME
Working away from noise when
possible 3.14 0.59 ME 3.20 0.50 ME 3.16 0.83 ME 3.16 0.70 ME
Reduce noises and vibrations present
in the workplace 3.14 0.64 ME 3.20 0.47 ME 3.15 0.74 ME 3.16 0.65 ME
Composite Mean 3.18 0.47 ME 3.20 0.40 ME 3.26 0.55 ME 3.22 0.49 ME
Legend:
3.50 – 4.0 – Great Extent
2.5 – 3.49 – Moderately Extent
Followed by providing employees with rest breaks for managers
SD=0.73 with the overall weighted mean of 3.27 interpreted as moderate extent.
Staff are to be completely relieved from duty during their meal break. If a
nonexempt staff is required to perform any work duties while on his or her meal
break period, the staff is compensated for the time spent performing work duties.
The time spent working during the meal break will be counted toward the total
33
hours worked. It will also help the employee to lessen possible contact to risks
and hazards.
Then, train staff to recognize and avoid physical hazards for managers
WM=3.17, SD=0.52, for safety officers WM=3.26, SD=0.51, for staff WM=3.31,
Staff should be trained to respond appropriately to each scenario that is
applicable to their workplace, which could mean training everyone not only to
evacuate, but also to shelter in place and how to lock down areas.
Followed by working away from noise when possible and for managers
SD=0.83 with an overall weighted mean of 3.16 interpreted as moderate extent.
Manufacturing companies through managers, and safety officers assess the
working area to provide adequate protection for their workers. The managers and
safety officers orient their staff to avoid working at a very noisy area, if so they
will be equipped with protection.
Finally, reduce noises and vibrations present in the workplace and for
managers WM=3.14, SD=0.64, safety officers WM=3.20, SD=0.47, and staff
WM=3.15, SD=0.74 with an overall weighted mean of 3.16 or moderate extent as
the verbal interpretation. Noise is an intense, disturbing and unpleasant sound.
Excessive noise can cause hearing impairment. Noise that contains sudden,
powerful impact sounds, so-called impulse noise, is particularly harmful. Noise is
the most common cause for occupational diseases. Manufacturing companies
34
look for a possible solution to eliminate or lessen the presence of noise and
vibration in the working area.
It can be seen from the above table that there is a moderate extent of
control practiced in terms of elimination as assessed by managers WM=3.18,
SD=0.47, safety officers WM=3.20; SD=0.40 and employees WM=3.26;
rating this severity as high level. This conforms with the study of Syeda, stating
that the industry has been encouraged to eliminate risky and hazardous
materials with alternatives that are either less toxic or nonhazardous. The
manufacturing provides safety equipment that may lessen the direct contact to
the presence of the physical hazard. Similarly, Balitaan also reveals the
cutaneous and systemic effects of occupational exposures on modern workers
and their surroundings. Employees are provided ample time for health breaks to
limit the presence of hazardous materials.
On the other hand, Magube, conforms that workplace health and safety
has a major impact on employees such, eliminating hazardous materials help to
work accordingly to reduce workplace injuries, accidents, or incidents.
Manufacturing companies limit employees to work near noise and it can be done
through reducing noises and vibrations that are present in the workplace. Also,
management ensures workers a supply of personal protective equipment and
provides frequent education and training on workplace health and safety issues
to prevent workplace injuries and increase productivity. Furthermore, Lu stated
35
that the workers in the industrial sector were observed to be exposed to risks like
heat, noise, and dust, notably in nine cement plants in the Philippines. A
significant concentration of cotton dust, a lot of noise in the weaving regions, and
harmful chemicals used in the bleaching, dyeing, printing, and finishing
processes were found in four textile factories in the Philippines. Extreme heat,
dust from textile fibers, and ergonomic risks have all been identified to be
concerns for women working in the clothing business.
3.2 Substitution
The term defines as a hazard control strategy in which a material or
process is replaced with another that is less hazardous. Hazard substitution is a
hazard control strategy in which a material or process is replaced with another
that is less hazardous. Substitution is the second most effective of the five
members of the hierarchy of hazard controls in protecting workers, after
elimination.
statement is considered, results of the study showed that switch out processes,
equipment, material, or other components, where applicable displays the highest
assessment by the managers WM = 3.17, SD = 0.52, safety officers WM = 3.27,
SD = 0.51, and staff WM = 3.39, SD 0.57 with the overall weighted mean of 3.30
verbally interpreted as moderate extent.
36
Most of the equipment, materials and chemicals used by the
manufacturing companies are subject for substitution specially they are all
hazardous and can harm the workers in the ground. It is visible on the side of the
staff as they had firsthand contact. Chemical substation is important to limit or
even eliminate the occurrence of uncertainties.
Followed by identify a hazardous substance or piece of equipment and
substituting it for a substance or piece of equipment that is not hazardous for
managers WM=3.24, SD=0.59, safety officers WM=3.18, SD=0.46, staff
WM=3.29, SD=0.70 with the overall weighted mean of 3.25 interpreted as
moderate extent. Substitution of currently used products with less hazardous
products is one of the most effective ways of eliminating or reducing exposure to
products that are toxic or pose other hazards. A hazard includes any product,
chemical or material that has the ability or a property that can cause an adverse
health effect or harm to a person under certain conditions.
Followed by change high-level vibrating equipment with newer equipment
with less vibration exposure and for managers WM=3.06, SD=0.59, safety
weighted mean of 3.13 interpreted as moderate extent. The staff usually concern
themselves with the materials that can cause injuries and accidents. The higher
level of management assesses all the material that is available in the workplace.
The materials that are subject to cause damage to the staff are needed to
immediately substitute with other worker friendly materials.
37
Table 10
Extent of Hierarchy of Control with Regard to Substitution

Switch out processes, equipment,
material, or other components, where
applicable 3.17 0.52 ME 3.27 0.51 ME 3.39 0.57 ME 3.30 0.55 ME
Identify a hazardous substance or piece of
equipment and substituting it for a
substance or piece of equipment that is
not hazardous 3.24 0.59 ME 3.18 0.46 ME 3.29 0.70 ME 3.25 0.61 ME
Use freon instead of methyl bromide
chloride as a refrigerant 3.16 0.57 ME 3.12 0.51 ME 3.27 0.65 ME 3.20 0.60 ME
Use detergent plus water-cleaning ME
solutions instead of organic solvents 3.14 0.56 ME 3.12 0.54 ME 3.24 0.73 3.18 0.64 ME
Introduce chemicals that don’t have ME
multiple hazards (eg, switching to water-
based products) 3.17 0.49 ME 3.15 0.44 ME 3.18 0.66 3.17 0.56 ME
Mixed chemicals with water so they are ME
less concentrated (eg, using diluted
cleaning products) 3.14 0.53 ME 3.12 0.48 ME 3.18 0.63 3.16 0.57 ME
Use dip or brush instead of spray painting 3.14 0.64 ME 3.09 0.52 ME 3.18 0.64 ME 3.15 0.61 ME
Use electric motors instead of diesel or
petrol engines to eliminate hazardous
exhaust fumes 3.11 0.54 ME 3.12 0.57 ME 3.16 0.64 ME 3.14 0.60 ME
Change high-level vibrating equipment
with newer equipment with less vibration
exposure 3.06 0.59 ME 3.12 0.51 ME 3.17 0.68 ME 3.13 0.61 ME
Use “dust-free” cutting or grinding
equipment 3.06 0.64 ME 3.12 0.51 ME 3.13 0.67 ME 3.11 0.62 ME
Legend:
2.5 – 3.49 – Moderate Extent
Finally, use dust-free cutting or grinding equipment and for managers
SD=0.67 with an overall weighted mean of 3.11 or moderate extent as the verbal
interpretation. Staff also have concerns about the dust produced by the grinding
and other cutting equipment, but it is not the focus of the management as it is just
38
a small percent of the workplace problem, and substitution for this problem may
require a lot of resources.
control practiced in terms of substitution WM=3.14, SD=0.46; safety officers
WM=3.14; SD=0.37 and employees WM=3.22; SD=0.49. It can be noted here
that all the three groups of respondents agreed on rating this severity as
moderate extent. This conforms with the study of Lubbecke, stating that
manufacturing companies are required to review the hazardous chemicals and
materials on a regular basis to discover safer substitution for dangerous
ingredients. The manufacturing will identify a hazardous substance and
substitute it with a non-hazardous substance. There is also an important thing
that if processes, materials, and equipment are not in use, switch it out.
Understand the importance of dilution as it lessens the hazardous content of a
particular substance.
Similarly, Hernandez explained the use of HAZID methodology to identify
the hazards in the workplace as well as conducting health and safety diagnosis
and programs to establish preventive and corrective measures to control,
eliminate, substitute or replace the hazards discovered such as using electric
materials instead of motors that emit hazardous substances. Eliminate or
substitute the use of machines and materials that have strong vibration.
Substitute equipment that can harm the physical health of the employees in the
specific workplace.
39
3.3 Engineering Control
The term defines as to protect workers by removing hazardous conditions
or by placing a barrier between the worker and the hazard. Engineering
controls protect workers by removing hazardous conditions or by placing a
barrier between the worker and the hazard.
Table 11. shows the level of extent of control practiced in manufacturing
statement is considered, results of the study showed that place the material or
process in a closed system displays the highest assessment by the managers
WM = 3.14, SD = 0.56, safety officers WM = 3.24, SD = 0.47, and staff WM =
3.34, SD 0.59 with the overall weighted mean of 3.26 verbally interpreted as
moderate extent. The hazardous material or chemicals are properly placed in an
enclosed area to prevent accidents. The safety officers are responsible for the
monitoring of the materials that are dangerous to health.
Followed by implement a see-through barrier between the workstation
and the hazard to minimize your risk of a chemical splash for managers
A hazard control program consists of all steps necessary to protect workers from
exposure to a substance or system, the training and the procedures required to
monitor worker exposure and their health to hazards such as chemicals,
materials or substance, or other types of hazards such as noise and vibration. A
40
written workplace hazard control program should outline which methods are
being used to control the exposure and how these controls will be monitored for
Table 11a dust control system that uses water

effectiveness. Then followed by implement
Extent of Hierarchy of Control with Regard to Engineering Control
Items to settle particulates on the Manager
ground for outdoor hazards andStaff
Safety Officer for managersOverall
WM=3.05,
Place the material SD=0.63,
or process safety officers WM=3.23, SD=0.49, and staff WM=3.23,
in a closed
system 3.14 0.56 ME 3.24 0.47 ME 3.34 0.59 ME 3.26 0.56 ME
Implement a see-through barrier between
the workstation and the hazard to
minimize your risk of a chemical splash 3.19 0.59 ME 3.26 0.44 ME 3.29 0.65 ME 3.25 0.58 ME
In a materials
Move hazardous ventilation wheresystem,
fewer an air cleaning device removes or captures the
workers are present 3.17 0.55 ME 3.24 0.50 ME 3.27 0.67 ME 3.24 0.60 ME
contaminants
Install guardrails to provide thatprotection
are present in the air.
from moving parts or electrical
connections 3.19 0.50 ME 3.24 0.50 ME 3.26 0.65 ME 3.24 0.57 ME
Increase ventilation with fans or ducting
for indoor hazards 3.16 0.57 ME 3.26 0.51 ME 3.26 0.65 ME 3.23 0.59 ME
Eliminate or substitute workplace
hazardous substance, then full enclosing
the workplace 3.14 0.62 ME 3.21 0.48 ME 3.28 0.70 ME 3.23 0.62 ME
Install shielding to provides protection
from potential explosions 3.17 0.58 ME 3.29 0.55 ME 3.17 0.72 ME 3.20 0.64 ME
Install a control on/off light to indicate the
status of the exhaust fan 3.13 0.66 ME 3.18 0.49 ME 3.25 0.67 ME 3.20 0.63 ME
Implement a dust control system that
uses water to settle particulates on the
ground for outdoor hazards 3.05 0.63 ME 3.23 0.49 ME 3.23 0.67 ME 3.18 0.62 ME
Use fume hoods, fans, air ducts and air
filters 3.14 0.59 ME 3.11 0.53 ME 3.16 0.70 ME 3.14 0.63 ME
Legend:
The type of air cleaner used will depend on type of air contaminant to be
removed, concentration of the contaminant in the air, how much contaminant
must be removed to meet regulations or standards, type and size of dust
particles, temperature, humidity, fire safety and explosion control, and air
pollution control regulations.
41
Finally, use fume hoods, fans, air ducts and air filters and for managers
interpretation. It is visible that most of the manufacturing companies are aware of
the use of fumes, hoods, fans, air ducts, and air filters but some are still non
consistent with these measures. Engineering control holds huge responsibilities
in assessing the safety of all employees in relation to the equipment and
materials being used in the workplace.
control practiced in terms of engineering control as assessed by managers
WM=3.15, SD=0.52; safety officers WM=3.23; SD=0.41 and employees
WM=3.25; SD=0.53. It can be noted here that all the three groups of respondents
agreed on rating this severity as high level. This conforms with the study of Al-
Dhafeeri, stating that the strategies to operate the processes be part of a closed
system with controls that can be monitored, and data collected so that the
judgment regarding the process safety can be made. Materials are placed in a
closed system that can be managed properly. Similarly, Parsamehr stated that it
is critical to re-engineered construction management to keep up with other
companies like manufacturing, and predictive safety planning in the construction
is presented. Implementation of the engineering controls is important to the
safety of the workers and workstations. Removing all the hazardous materials
where there are few workers.
42
Furthermore, Schubauer stating that to reduce exposure to engineered
particles had been advocated by the companies. Engineering controls provide
limitations on the time a worker works in a certain hazardous workplace. As
workers are exposed to hazardous substances, it may risk the workers’ health.
Moreover, Kopczewski and Smal, explains that technological safety engineering
addresses the design, construction, operation, and decommissioning of technical
measures to reduce the likelihood and magnitude of the negative impact on the
workplace. It is important that control systems should be implemented and
provide a conducive working environment. Meanwhile, Nwankwo stated that
engineering controls either eliminate or assist personnel. Control, isolation of the
emission source, and ventilation are all engineering controls that should always
be considered first. Basic engineering controls involve processes like opening a
window or door or trapping that can be done on the spot without assistance.
3.4 Administrative Controls
Define as controls that alter the way the work is done, including timing of
work, policies and other rules, and work practices such as standards and
operating procedures.
43
Table 12
Extent of Hierarchy of Control with Regard to Administrative Control
Provide standard operating procedures
(SOP) and checklist to provide
opportunity to identify hazards 3.30 0.64 ME 3.27 0.51 ME 3.34 0.63 ME 3.31 0.60 ME
Train the employees on occupational
safety and health 3.27 0.60 ME 3.17 0.54 ME 3.37 0.63 ME 3.29 0.60 ME
Include safety in Corporate Social
Responsibility (CSR) and demonstration
with community of nearby 3.27 0.63 ME 3.23 0.49 ME 3.32 0.70 ME 3.28 0.63 ME
Use a lock out/tag out system to ensure
no energy source is present 3.27 0.72 ME 3.23 0.46 ME 3.27 0.70 ME 3.26 0.65 ME
Provides a clear and readable signage
are administrative tool for
communication and control of hazards
at workplaces 3.30 0.56 ME 3.15 0.47 ME 3.27 0.67 ME 3.25 0.59 ME
Reduce time exposure to the hazard by
increasing breaks between work, adding
additional personnel to a task and job
sharing 3.22 0.63 ME 3.21 0.48 ME 3.26 0.70 ME 3.24 0.63 ME
Conduct job hazard analysis prior to the
start of operation 3.27 0.65 ME 3.17 0.57 ME 3.21 0.71 ME 3.21 0.66 ME
Limit the time a person works with a
certain material 3.17 0.71 ME 3.12 0.54 ME 3.16 0.73 ME 3.15 0.68 ME
Mandate that no one should work in the
workplace alone 3.14 0.67 ME 3.09 0.57 ME 3.19 0.66 ME 3.15 0.64 ME
Give workers longer rest periods or
shorter work shifts to reduce exposure ME
time 3.11 0.76 ME 3.14 0.39 ME 3.17 0.72 ME 3.15 0.66
Legend:
statement is considered, results of the study showed that provide standard
operating procedures (SOP) and checklist to provide opportunity to identify
hazards displays the highest assessment by the managers WM = 3.30, SD =
0.64, safety officers WM = 3.27, SD = 0.51, and staff WM = 3.34, SD 0.63 with
the overall weighted mean of 3.31 verbally interpreted as moderate extent.
Standard Operating Procedures (SOP) work well for designing experimental

44
protocols in general. It provides an opportunity to identify risks and hazards at
each step of an experimental process. An effective SOP analyzes potential
hazards associated with several factors ranging from the types of materials the
experiment requires, to the people working in the lab. Based on the identification
of these hazards and risks, SOPs help predict what could go wrong and assess
the impact of a safety failure.
Then train the employees on occupational safety and health for managers
A workplace with an efficient safety training program can reduce turnover,
improve productivity and morale. Workplace safety training is a process that aims
to provide your workforce with knowledge and skills to perform their work in a
way that is safe for them and their co-workers. In addition, an effective workplace
safety plan includes instructions and guidelines to identify hazards, report them,
and deal with incidents.
Followed by mandate that no one should work in the workplace alone and
for managers WM=3.14, SD=0.67, safety officers WM=3.09, SD=0.57, and staff
WM=3.19, SD=0.66 with an overall weighted mean of 3.15 interpreted as
moderate extent. It is important that the three groups of respondents are aware
of the safety guidelines that no one is allowed to work alone, especially in the
processing, assembling and other manufacturing industry that require flow of
work.
45
Finally, give workers longer rest periods or shorter work shifts to reduce
exposure time and for managers WM=3.11, SD=0.76, safety officers WM=3.14,
SD=0.39, and staff WM=3.17, SD=0.72 with an overall weighted mean of 3.15 or
moderate extent as the verbal interpretation. Having short work shift or long rest
period may also help to eliminate or lessen the presence of accidents or
incidents. But most of the manufacturing companies opted for such things
because most of the companies are after the output in production.
control practiced in terms of elimination assessed by managers WM=3.23,
SD=0.57; safety officers WM=3.18; SD=0.41 and employees WM=3.26;
rating this severity as moderate extent. This conforms with the study of Kitaw,
stating that sustainable development gains credibility in terms of workplace
safety and health improvement. Manufacturing companies should provide
procedures to continuously operate without risks and hazards. Also,
Ramaganesh explains that practical application of safety is a difficult endeavor
that requires collaboration of all employees. To provide a path or goal to attain or
in having a safe work environment is a good training ground based on
occupational safety and health. Manufacturing companies provide training for
employees to sustain knowledge on safety and health. Parsamehr, also confirms
that lack of knowledge and training is to be blamed for the accidents. With the
use of artificial intelligence, the new line of thinking is management has been
46
moving toward a predictive decision-making process. Training of employees
gives assurance to have a safe work environment.
However, Ferede, stating that risk management is vital to the
administration method and can assist ensure that projects are successful. The
precise outcomes demonstrated that there is a dearth of sensible risk
management strategies. Most construction firms are familiar with the notion of
risk management nevertheless, they lack appropriate understanding on risk
management standards. Furthermore, Oraith explains that recognizing,
analyzing, and managing human factor-related hazards that affect pilotage
operations' safety performance is critical. The impact of human factors on
pilotage operations and to assess the impact of these factors on operators'
performance that could have an impact on current pilotage operations by
proposing an effective risk management framework based on a decision-making
analysis methodology.
3.5 Personal Protective Equipment
The term is defined as an equipment worn to minimize exposure to hazards that
cause serious workplace injuries and illnesses.
statement is considered, results of the study showed that provides training to
workers on the proper use of PPEs displays the highest assessment by the
47
managers WM = 3.25, SD = 0.62, safety officers WM = 3.29, SD = 0.49, and staff
WM = 3.34, SD 0.62 with the overall weighted mean of 3.30 verbally interpreted
as moderate extent. OSHA requires employers to provide training to each
employee who must use PPE.
Table 13
Extent of Hierarchy of Control in Terms of Personal Protective Equipment
Provides training to workers on the
proper use of PPEs 3.25 0.62 ME 3.29 0.49 ME 3.34 0.62 ME 3.30 0.59 ME
Inspect PPEs prior to each use 3.21 0.63 ME 3.30 0.50 ME 3.34 0.72 ME 3.30 0.64 ME
Select standard PPEs to provide
protection for anticipated hazards 3.19 0.62 ME 3.26 0.47 ME 3.37 0.65 ME 3.29 0.60 ME
Provides PPEs at no costs to workers 3.19 0.64 ME 3.26 0.47 ME 3.36 0.64 ME 3.29 0.60 ME
Provides efficient and effective tracking
of PPEs to maintains inventory 3.19 0.62 ME 3.29 0.49 ME 3.33 0.67 ME 3.28 0.61 ME
Dispose PPEs that is no longer wanted
or suitable for re-use according to
waste 3.16 0.65 ME 3.23 0.46 ME 3.37 0.69 ME 3.28 0.63 ME
Remove PPEs whenever workers are
leaving the work area 3.19 0.62 ME 3.30 0.46 ME 3.30 0.63 ME 3.27 0.59 ME
Clean, maintain, and store PPEs
according to manufacturer guidelines 3.19 0.62 ME 3.24 0.53 ME 3.32 0.70 ME 3.27 0.63 ME
Classify PPEs that can restrict and
oppress working conditions and it
should only be worn for a limited
period 3.22 0.63 ME 3.18 0.43 ME 3.32 0.66 ME 3.26 0.60 ME
Limits the wearing of PPEs through job
rotation 3.05 0.66 ME 3.14 0.55 ME 3.18 0.73 ME 3.14 0.67 ME
Legend:
The training covers situations in which PPE is necessary; required PPE
products; properly putting on, taking off, adjusting, and wearing PPE; limitations
of PPE; and the proper care, maintenance, useful life, and disposal of PPE.
Training usually requires a hands-on demonstration so each employee can
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demonstrate the ability to use PPE properly before he or she can perform work
requiring the equipment. When changes in the workplace render previous
training obsolete, retraining is necessary. Technicians also must go through
retraining when the type of PPE changes or if employees demonstrate they have
not retained an understanding or skill for proper PPE use. Managers must
maintain records with the name of each employee trained, dates of training, and
the type of PPE covered.
Followed by inspect PPEs prior to each use for managers WM=3.21,
SD=0.63, safety officers WM=3.30, SD=0.50, staff WM=3.34, SD=0.72 with the
overall weighted mean of 3.30 interpreted as moderate extent. Visually inspect
the PPE ensemble to be worn to ensure that it is in serviceable condition, that all
required PPE and supplies are available, and that the sizes selected are correct
for the healthcare provider. The trained observer reviews the donning sequence
with the healthcare provider before the healthcare provider begins the donning
process and reads it to the healthcare provider in a step-by-step fashion using a
checklist.
Followed by classify PPEs that can restrict and oppress working
conditions and it should only be worn for a limited period and for managers
Selecting the right PPE to sufficiently reduce exposure to hazards is essential to
laboratory safety. The purpose of this section is to provide resources allowing
49
researchers to identify and classify various types of PPE, so the appropriate
safety precautions are taken when conducting research. PPE will be classified
into categories: eye and face protection, hand protection, body protection,
respiratory protection, and hearing protection.
Finally, limits the wearing of PPEs through job rotation and for managers
interpretation. Job rotation increases the variety of tasks required as the worker
takes on more duties, enlarging the physical demands and adding variety to the
job. The objective is to provide a consistent and systematic method of developing
formal job rotations that are based on the requirements of the job being rotated.
It’s important to remember that job rotation doesn’t eliminate ergonomic risk
factors. While job rotation is an effective control measure for jobs that have been
identified as problem or high-risk jobs, it is desirable that ergonomic risk factors
are “hidden” by administrative controls.
control practiced in terms of personal protective equipment as assessed by
managers WM=3.18, SD=0.56; safety officers WM=3.25; SD=0.39 and staff
WM=3.32; SD=0.55. It can be noted here that all the three groups of respondents
agreed on rating this severity as high level. This conforms with the study of
Wollfe, stating that the use of systematic review in chemical risk assessment is
gaining traction on establishing decision making. This has prompted proposals
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for a more evidenced based approach in which all relevant, available materials
are thoroughly examined. It can be done through giving proper training for the
workers to determine the best and effective materials to be used, proper
inspections also need to be done.
On the other hand, Balkhyour, stating that employees are exposed to
multiple physical, chemical, and incidental charges due to low utilization of
Personal Protective Equipment, it can extremely be effective at reducing
workplace injuries and accidents and other hazards that could otherwise result in
insignificant manpower. The use of PPE is still in need but make sure that it is
well clean and maintained. Use PPE on its accurate usage mandated by the
manufacturer’s guidelines.
4. Variations in the Assessment of Severity of Risks and Hierarchy of Control
The respondents assessed the variation on the severity of risks and the
hierarchy of control.
Table 14 shows the comparison of the assessment of the three groups of
respondents on the level of severity of risks.
Table 14
Comparison on level of severity of risks
Variables F-value Prob.Value Significance
identifying the risks 0.89 0.412 Not Significant
analyzing the risks 1.043 0.354 Not Significant
evaluating the risks 1.386 0.252 Not Significant
treating the risks 1.778 0.171 Not Significant
monitoring and reviewing 1.099 0.335 Not Significant
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In terms of identifying the risks, the table shows that there is no significant
difference in the assessment made by the three groups of respondents F(2,
241)=0.89; p=0.412.
Meanwhile, in terms of analyzing the risks, the table shows that there is no
significant difference in the assessment made by the three groups of
respondents F(2,241)=1.043; p=0.354. Same results were obtained when
evaluating the risks is considered; F (2, 241) = 1.386 ; P = 0.252. For treating
the risks, the table shows that there is no significant difference in the assessment
made by the three groups of respondents F (2, 241) = 1.778 ; P = 0.171.
Finally, monitoring and reviewing the table shows that there is no
significant difference on the assessment made by the three (3) groups of
respondents F (2,241)=1.099; p=0.335.
This indicates that the three groups of respondents have similar
assessments on the level of severity of risks. All members of the companies can
easily identify the risk that may affect its performance. This can also be attributed
to the assessment made by the three groups of respondents as presented in
tables 4 to 8. Bosak et al, emphasized the role of managers and employees in
mitigating the severity of risks in the workplace. The study also highlighted the
managerial commitment to safety and contexts where employees experience
tensions between production deadlines and safety procedures.
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The next table showed the comparison of assessment of the three groups
of respondents on the hierarchy of control practice.
Table 15 shows the comparison of the assessment of the three groups of
respondents on the hierarchy of control practiced.

Table 15
Comparison on the Hierarchy of Control
F-
Variables value Prob.Value Significance
elimination 0.614 0.542 Not Significant
substitution 0.897 0.409 Not Significant
engineering controls 0.865 0.422 Not Significant
administrative controls 0.496 0.61 Not Significant
personal protective equipment 1.519 0.221 Not Significant
In terms of elimination, the table shows that there is no significant
difference in the assessment made by the three groups of respondents F(2, 241)
= 0.614 ; P 0.542. Then, for substitution, the table shows that there is no
significant difference on the assessment made by the three groups of
respondents F(2, 241) = 0.897 ; P 0.409.
Meanwhile, for engineering control, the table shows that there is no
respondents F(2, 241) = 0.865 ; P 0.422. Furthermore, for administrative control,
the table shows that there is no significant difference in the assessment made by
the three groups of respondents F(2, 241) = 0.496 ; P 0.61. Finally, for personal
protective equipment, the table shows that there is no significant difference in the
assessment made by the three groups of respondents F(2, 241) = 0.519 ; P
0.221.
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This indicates that the three groups of respondents have similar
assessment on the hierarchy of control such as the elimination, substitution,
engineering control, administrative control and personal protective equipment
being practiced by the manufacturing companies. Manufacturing companies
followed the rules and guidelines pertaining to the safety and health operations.
The managers, safety officers and the staff were all aware of the implementation
of the guideless to have a workable environment that is free from uncertainties.
Jeelani examined the five hierarchy of hazards control practices. Although
the study was conducted in construction companies results showed similarity to
the present study. Jeelani studied managers and construction workers behavior
in the workplace to be able to develop training interventions that ensure
recognition of all safety hazards. The output of the study was to develop an
intervention that can be leveraged to improve hazard recognition and hazard
management in the construction industry. Such efforts will be beneficial in
reducing workplace injuries and improving safety performance in the construction
industry. Another objective of the study is to determine the relationship between
the level of severity of risks and hierarchy of control practice. Results of the study
are presented on the next table.
5. Relationship between Severity of Risks and Hierarchy of Control
Table 16 shows the relationship between the level of severity of risks and the
hierarchy of control practices in terms of elimination.
Table 16
Relationship of severity of risk with regard to elimination
Variables Pearson r r54
Square Prob. Value Significance
identifying the risks 0.71 0.50 < 0.01 Highly Significant
analyzing the risks 0.717 0.51 < 0.01 Highly Significant
evaluating the risks 0.704 0.50 < 0.01 Highly Significant
treating the risks 0.744 0.55 < 0.01 Highly Significant
monitoring and reviewing 0.74 0.55 < 0.01 Highly Significant
Relative to identifying the risks, the result of the study showed that there is
a highly significant relationship between the two variables; r(244) = 0.71; p<0,01.
This also indicates a strong positive relationship between two variables tested.
The r2 value of 0.50 indicates that only 50% of the outcome variable or the
elimination can be explained by the predictive variable or the identifying the
risks.
In terms of analyzing risks, the result of the study showed that there is a
highly significant relationship between the two variables. r(244) = 0.717 ; p<0,01,
this also indicates a strong positive relationship between two variables. The r2
value of 0.51 indicates that 51% of the outcome variable or the elimination can
be explained by the predictive variable or the analyzing the risks.
Meanwhile, in terms of evaluating the risks, the result of the study showed
that there is a highly significant relationship between the two variables. r(244) =
0.704 ; p<0,01, this also indicates a strong positive relationship between two
variables. The r2 value of 0.50 indicates that 50% of the outcome variable or the
elimination can be explained by the predictive variable or the evaluating the
risks.
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In terms of treating the risks, the result of the study showed that there is a
value of 0.55 indicates that 55% of the outcome variable or the elimination can
be explained by the predictive variable or the treating the risks.
Finally in terms of monitoring and reviewing results of the study showed
elimination can be explained by the predictive variable or the monitoring and
reviewing.
One of the components of identifying, analyzing, evaluating, treating,
monitoring and reviewing risks is to deliver safety communications inside the
workplace. Result of the study supports the claim of Horbah stating the
significant relationship between workers perceptions for hazard incident risks and
safety communications. This indicates that in order to treat the risks proper
communication of safety procedures and practices should be evident in the
workplace.
Table 17 shows the relationship between the level of severity of risks
and the hierarchy of control practices in terms of substitution.

Table 17
Relationship between level of severity of risk and hierarchy of practiced control
with regard to substitution
Variables Pearson r r Square Prob. Value Significance
56
Table 17 shows the relationship between the level of severity of risks
and the hierarchy of control practices in terms of substitution. Relative to
identifying the risks, the result of the study showed that there is a highly
significant relationship between the two variables; r(244) = 0.602; p<0,01.
This also indicates a strong positive relationship between two variables
tested. The r2 value of 0.36 indicates that only 36% of the outcome
variable or the substitution can be explained by the predictive variable or
the identifying the risks.
highly significant relationship between the two variables. r(244) = 0.644 ;
p<0,01, this also indicates a strong positive relationship between two
variables. The r2 value of 0.41 indicates that 41% of the outcome variable
or the substitution can be explained by the predictive variable or the
analyzing the risks.
Meanwhile, in terms of evaluating the risks, the result of the study
showed that there is a highly significant relationship between the two
variables. r(244) = 0.634 ; p<0,01, this also indicates a strong positive
relationship between two variables. The r2 value of 0.40 indicates that
40% of the outcome variable or the substitution can be explained by the
predictive variable or the evaluating the risks.

57
value of 0.46 indicates that 46% of the outcome variable or the substitution can
be explained by the predictive variable or the treating the risks.
Finally in terms of monitoring and reviewing results of the study showed that
there is a highly significant relationship between the two variables. r(244) = 0.679
; p<0,01, this also indicates a strong positive relationship between two variables.
The r2 value of 0.46 indicates that 46% of the outcome variable or the
substitution can be explained by the predictive variable or the monitoring and
reviewing.
hierarchy of control practices in terms ofTable 18

engineering control.
Relationship between level of severity of risk and hierarchy of practiced control
with regard to engineering controls
Relative to identifying the risks, the result of the study showed that there is a
highly significant relationship between the two variables; r(244) = 0.63; p<0,01.
This also indicates a strong positive relationship between two variables
tested. The r2 value of 0.40 indicates that only 40% of the outcome variable or
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the engineering control can be explained by the predictive variable or the
identifying the risks.
value of 0.38 indicates that 38% of the outcome variable or the engineering
control can be explained by the predictive variable or the analyzing the risks.
engineering control can be explained by the predictive variable or the evaluating
the risks.
value of 0.51 indicates that 51% of the outcome variable or the engineering
control can be explained by the predictive variable or the treating the risks.
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engineering control can be explained by the predictive variable or the monitoring
and reviewing.
Table 19 shows the relationship between the level of severity of risks and
the hierarchy of control practices in terms of administrative control
Table 19
Relationship of severity of risk and hierarchy of practiced control with regard to
administrative controls
a highly significant relationship between the two variables; r(244) = 0.584;
p<0,01. This also indicates a strong positive relationship between two variables
tested. The r2 value of 0.34 indicates that only 34% of the outcome variable
(administrative control) can be explained by the predictive variable (identifying
the risks).
highly significant relationship between the two variables. r(244) = 0.615; p<0,01,
value of 0.40 indicates that 40% of the outcome variable or the administrative
control can be explained by the predictive variable or the analyzing the risks.
60
administrative control can be explained by the predictive variable or the
evaluating the risks.
highly significant relationship between the two variables. r(244) = 674 ; p<0,01,
value of 0.45 indicates that 45% of the outcome variable or the administrative
control can be explained by the predictive variable or the treating the risks.
administrative control can be explained by the predictive variable or the
monitoring and reviewing.
In this study, administrative control includes implementing policies, rules,
and schedules that support safety, as well as setting safe operating procedures
and standards to reduce exposure to hazardous substances and dangerous
tasks. These were emphasized in the study of Horbah showing a significant
relationship between workers’ hazards, incident risks and management
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commitment, safety training, and equipment maintenance. The present study and
the study of Horbah suggest that proper workplace safety training would greatly
improve in minimizing the severity of risks.
hierarchy of control practices in terms of personal protective equipment.

Table 20
Severity of risk and hierarchy of practiced control with regard to personal protective
equipment
a highly significant relationship between the two variables; r(244) = 0.606;
p<0,01. This also indicates a strong positive relationship between two variables
tested. The r2 value of 0.37 indicates that only 37% of the outcome variable or
the personal protective equipment can be explained by the predictive variable or
the identifying the risks.
value of 0.40 indicates that 40% of the outcome variable or the personal
protective equipment can be explained by the predictive variable or the analyzing
the risks.
62
that there is highly significant relationship between the two variables. r(244) =
personal protective equipment can be explained by the predictive variable or the
evaluating the risks.
highly significant relationship between the two variables. r(244) = 0675 ; p<0,01,
value of 0.46 indicates that 46% of the outcome variable or the personal
protective equipment can be explained by the predictive variable or the treating
the risks.
personal protective equipment can be explained by the predictive variable or the
monitoring and reviewing.
Workers’ attitude and behavior can be seen in using PPE in the
workplace. Every member of the industry is expected to show proper behavior in
wearing, cleaning, maintaining, keeping, and storing, and disposing. The study
Horbah also emphasized these factors as it revealed a significant relationship
63
between the workers’ hazards, incident risks and safety motivation and safety
behavior. Although the study showed a negative relationship between these
variables, it suggested that these factors can help to minimize, if not avoid the
severity of risks.
6. Proposed Risks and Hazard Management Strategies. The result of the
analysis of the managers, safety officers and staff of manufacturing companies of
Batangas Province are used as basis in the formulations of the risks and hazard
strategies that should be implemented in every manufacturing workplace to
eliminate the possible occurrence of the uncertain events such as the incidents
or accidents.
The researcher believes that the awareness of the employees of
manufacturing companies regarding the risks and hazard strategies would give
safe and sound operations to the workplace. The proposed risks and hazard
strategies is a 17 pages compilation of various occupational safety hazards and
risks. The risks and hazards strategies introduce new concepts of action being
taken by the manufacturing companies to secure the overall safety operations.
The role of managers, safety officers and staff were also significant to the
compilation of strategies.
Details of these risks and hazards management strategies are presented on
the next section.
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CHAPTER V
SUMMARY, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
This chapter mainly presents the summary, findings, conclusions,
recommendations based on the results achieved by the researcher.
Summary
This study Proposed Risks and Hazards Management Strategies for
Manufacturing Companies. First, it sought to determine the profile of
manufacturing companies in terms of forms of ownership, accreditation, number
of employees, length of operation, organizational structure and products offered.
Second, was the assessment of three groups in the level of severity of risks in
manufacturing companies identifying, analyzing, evaluating, treating and
monitoring and reviewing the risks. Third, was to determine the extent of
hierarchy of control practiced relative to elimination, substitution, engineering
controls, administrative control and personal protective equipment. Fourth, was
to determine the significant variations in the assessment of three groups. Fifth,
was to determine the significant relationship between the severity of risks and
hierarchy of controls. Lastly, was to determine the findings and possible strategy
to be proposed.
Furthermore, the study used a descriptive method of research with a
survey questionnaire as the main data gathering instrument and also
documentary analysis for the profile of the manufacturing companies. There were
three groups of respondents, the manager, safety officer and staff who answered
the questionnaire. The statistical treatments used in the analysis of data were
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frequency, weighted mean, ranking, multiple regression, and canonical
correlation analysis.
The study aimed to propose risks and hazard management strategies for
manufacturing companies in Batangas Province.
Specifically, it sought answers to the following questions:
1. What is the profile of the manufacturing companies in terms of
1.1 forms of ownership;
1.2 accreditation;
1.3 number of employees;
1.4 length of operation;
1.5 organizational structure; and
1.6 products offered?
2. As assessed by the managers, safety officers and staff, what is the level of
severity of risks in manufacturing companies in terms of
2.1 identifying;
2.2 analyzing;
2.3 evaluating;
2.4 treating; and
2.5 monitoring and reviewing the risks?
3. To what extent are the hierarchy of controls practiced relative to:
3.1 elimination;
3.2 substitution;
85
3.3 engineering controls;
3.4 administrative controls; and
3.5 personal protective equipment?
4. How do the assessments by the three groups vary? Are there significant
variations?
5. How do severity of risks and hierarchy of controls relate? Are there significant
relationships?
6. Based on the analysis, what risks and hazards management strategies for
manufacturing companies may be proposed?
Hypotheses
These hypotheses were tested in the study.
1. There are no significant differences in the assessment made by the three
groups of respondents on the level of severity of risks and the extent of hierarchy
of controls practiced.
2. There are no significant relationship between the level of severity of risks and
the extent of hierarchy of controls practiced.
Findings
From the data gathered, the following are the findings.
1. Profile of Manufacturing companies
1.1 forms of ownership, one hundred percent (100%) or 35 of the
manufacturing companies were under corporation.
86
1.2 accreditation, majority of the manufacturing companies are with ISO
45000:2015 certification, with a total of twenty-five (25) companies or seventy-
seven percent 77%. Followed by six manufacturing companies or seventeen
percent 17% were accredited under Occupational Safety and Health Association.
Lastly, four manufacturing companies or about eleven percent 11% had ISO
9001:2015 accreditation.
1.3 number of employees, thirty-five manufacturing companies or one
hundred percent 100% were having employees of more than 300.
1.4 length of operation, twenty-seven out of 35 manufacturing companies
or about seventy seven percent 77% were operated for more than 30 years. It
was followed by four manufacturing companies or about eleven percent 11%
having 5 – 10 years of operations. Then, two or about .05% of manufacturing
companies were operated for 16 – 20 years and 21 – 25 years respectively.
1.5 organizational structure, all or 100 percent or thirty-five manufacturing
companies were having divisional as their organizational structure.
1.6 products offered, twenty-three of thirty five manufacturing companies
which about 66% offered electronic and accessories as their products. Then,
about 11% or 4 manufacturing companies are engaged in food processing. While
2 manufacturing companies or about 0.05% produced car/motorcycle and plastic
products. Lastly a small percentage of the manufacturing companies or about
0.02% or 1 manufacturing industry was engaged in producing apparel and
aerospace products
87
2. The level of severity of risks in manufacturing companies in terms of identifying
the risks as assessed by managers, safety officer and employees it was found
out that report immediately the incidents/accidents to health and safety officers
displays the highest assessment by the managers WM = 3.38, SD = 0.55, safety
officers WM = 3.27, SD 0.51, and staff WM = 3.41, SD = 0.67 with the overall
weighted mean of 3.36 verbally interpreted as high. While, use a survey
questionnaire to gather information about potential hazards in the workplace has
the lowest with WM=3.10, SD=0.67 as assessed by managers, safety officers
WM=3.14, SD=0.53, and staff WM=3.13, SD=0.8 with an overall weighted mean
of 3.12 or high as the verbal interpretation with an overall weighted mean of 3.27
and standard deviation of 0.48.
In terms of identifying the risks, record and track risks as assessed
weighted mean of 3.30 verbally interpreted as high. While, for the lowest was
estimate the possible impact of uncertainty as for managers WM=3.17, SD=0.55,
weighted mean of 3.14 or high as the verbal interpretation.
Next was evaluating the risks, determine the overall residual risk ranking
by applying a risk rating to determine the overall ranking on the risk matrix
88
weighted mean of 3.27 verbally interpreted as high. While, assess the risk
event's inherent consequence in terms of its most likely impact if no controls
were in place has the lowest with WM=3.10, SD=0.53 for managers, safety
Furthermore. for treating the risks, communicate with stakeholders by
commencing briefing sessions to inform stakeholders as to what changes are
required and why displays the highest assessment by the managers WM = 3.21,
SD = 0.48, safety officers WM = 3.26, SD 0.51, and staff WM = 3.29, SD = 0.75
with the overall weighted mean of 3.26 verbally interpreted as high. As for the
lowest is determine the overall inherent risk ranking by applying the risk rating to
determine the overall ranking and for managers WM=3.11, SD=0.57, safety
Finally, for monitoring and reviewing conduct of review to monitor the
possible occurrence of risks on monthly basis displays the highest assessment
by the staff WM = 3.55, SD = 1.95 interpreted as very high, managers WM =
3.24, SD = 0.53, and safety officers WM = 3.26, SD 0.44 with the overall
weighted mean of 3.39 verbally interpreted as high. Then, with the lowest is
document the result for future references and for managers (WM=3.27,
SD=0.51), safety officers WM=3.15, SD=0.50, and staff WM=3.27, SD=0.71 with
an overall weighted mean of 3.22 or high as the verbal interpretation.
89
3. The extent are the hierarchy of control practiced relative to elimination found
out that provide safety equipment to employees that reduces their exposure to
the physical hazard displays the highest assessment by the staff (WM = 3.52, SD
= 0.60) interpreted as very high, managers WM = 3.27, SD = 0.5, and safety
officers WM = 3.32, SD 0.50 with the overall weighted mean of 3.40 verbally
interpreted as high. While, with the lowest is reduce noises and vibrations
present in the workplace assessed by managers with a (WM=3.14, SD=0.64),
For substitution, switch out processes, equipment, material, or other
components, where applicable displays the highest assessment by the managers
WM = 3.17, SD = 0.52, safety officers WM = 3.27, SD = 0.51, and staff WM =
3.39, SD 0.57 with the overall weighted mean of 3.30 verbally interpreted as
high. As for the lowest is the use “dust-free” cutting or grinding equipment as for
managers with a WM=3.06, SD=0.64, safety officers WM=3.12, SD=0.51, and
staff WM=3.13, SD=0.67 with an overall weighted mean of 3.11 or high as the
verbal interpretation.
Then, for engineering controls place the material or process in a closed
system displays the highest assessment by the managers WM = 3.14, SD =
0.56, safety officers WM = 3.24, SD = 0.47, and staff WM = 3.34, SD 0.59 with
the overall weighted mean of 3.26 verbally interpreted as high. And the lowest is
use fume hoods, fans, air ducts and air filters as for managers with WM=3.14,
90
SD=0.59, safety officers WM=3.11, SD=0.53, and staff WM=3.16, SD=0.70 with
an overall weighted mean of 3.14 or high as the verbal interpretation.
Next is administrative controls, provide standard operating procedures
(SOP) and checklist to provide opportunity to identify hazards displays the
highest assessment by the managers WM = 3.30, SD = 0.64, safety officers WM
= 3.27, SD = 0.51, and staff (WM = 3.34, SD 0.63) with the overall weighted
mean of 3.31 verbally interpreted as high. While for the lowest is give workers
longer rest periods or shorter work shifts to reduce exposure time and for
managers (WM=3.11, SD=0.76), safety officers (WM=3.14, SD=0.39), and staff
(WM=3.17, SD=0.72) with an overall weighted mean of 3.15 or high as the verbal
interpretation.
Finally, personal protective equipment provides training to workers on the
proper use of PPEs displays the highest assessment by the managers WM =
3.25, SD = 0.62, safety officers WM = 3.29, SD = 0.49, and staff WM = 3.34, SD
0.62 with the overall weighted mean of 3.30 verbally interpreted as high. Then for
lowest is limits the wearing of PPEs through job rotation and for managers
(WM=3.05, SD=0.66), safety officers (WM=3.14, SD=0.55), and staff (WM=3.18,
SD=0.73) with an overall weighted mean of 3.14 or high as the verbal
interpretation.
4. As to the significant variations on the assessment by the groups of
respondents. In terms of identifying the risks, the table shows that there is no
91
respondents F(2, 241)=0.89; p=0.412. While analyzing the risks, the table shows
that there is no significant difference in the assessment made by the three
groups of respondents F(2,241)=1.043; p=0.354. Then, for evaluating the risks
the table shows that there is no significant difference in the assessment made by
the three (3) groups of respondents F (2, 241) = 1.386 ; P = 0.252. And for
treating the risks, the table shows that there is no significant difference in the
assessment made by the three (3) groups of respondents F (2, 241) = 1.778 ; P
= 0.171. Finally, monitoring and reviewing the table shows that there is no
significant difference on the assessment made by the three (3) groups of
respondents F (2,241)=1.099; p=0.335.
5. The relationships of severity of risks and hierarchy of control shows that
in terms of elimination relative to identifying, analyzing, evaluating, treating,
monitoring, and reviewing the risks showed that there is a highly significant
relationship. This also indicates a strong positive relationship between the
variables tested.
The relationships of severity of risks and hierarchy of control shows that
relative to substitution relative to identifying, analyzing, evaluating, treating,
monitoring, and reviewing the risks showed that there is a highly significant
relationship. This also indicates a strong positive relationship between the
variables tested.
92
As to the relationships of severity of risks and hierarchy of control shows that
in terms of engineering control relative to identifying, analyzing, evaluating,
treating, monitoring, and reviewing the risks showed that there is a highly
significant relationship. This also indicates a strong positive relationship between
the variables tested.
While the relationships of severity of risks and hierarchy of control shows that
in terms of administrative control relative to identifying, analyzing, evaluating,
treating, monitoring, and reviewing the risks showed that there is a highly
significant relationship. This also indicates a strong positive relationship between
the variables tested.
Finally for the relationships of severity of risks and hierarchy of control shows
that in terms of personal protective equipment relative to identifying, analyzing,
evaluating, treating, monitoring, and reviewing the risks showed that there is a
highly significant relationship. This also indicates a strong positive relationship
between the variables tested.
6. The manufacturing companies should sustain the proper use of guidelines
and rules mandated by the ISO 45000:2015 and OSHAS. The development of a
localized framework for the elimination of the occurrence of risks and hazards
must be continued to create a standard risks and hazard strategies for the
workplace.
Conclusion
Based on the findings of the study, the following conclusions were drawn:
93
1. Manufacturing companies are under corporation as form of ownership.
2. Treating poses the most severe risks in manufacturing companies.
3. Engineering control practiced to a moderate extent.
4. There are significant variations on the severity of risks and on the practice of
hierarchy of controls.
5. Severity of risks significantly relate to hierarchy of controls.
6. Management strategies highlights risk and hazard assessment tools.
Recommendation
From the findings and conclusions, the following recommendations are
forwarded:
1. The result of the study may be checked and validated by safety officers.
2. The risk and hazard management strategies may be used in manufacturing
companies.
3. For future researchers to conduct similar study including mitigation and
isolation of risk.
94
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CHAPTER IV

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

questionnaire, and documents gathered, data were classified and presented in

1. Profile of Manufacturing Companies

Profile includes forms of ownership, accreditation, number of employees,

length of operation, organizational structure, and products offered. The study

surveyed 35 manufacturing companies in the province of Batangas.

1.1 Forms of Ownership

Types of ownership are classified into three 3 such as sole proprietorship

more persons carry out a business and corporation which is a business

manufacturing companies studied were classified as corporations. The

geographical location of Batangas Province makes it easy for legal entities to

to the law, a company is regarded as a distinct entity that exists independently of

its own existence.

According to Novak a corporation is an excellent business structure for

standard operating procedures, which may potentially increase uncertainty at

Industry accreditation is essential for manufacturing companies, especially

and gas processing. The company's accreditation displays its dedication to

quality, safety, and dependability. Companies surveyed are accredited by three

passed the ISO 45001:2018.

companies that resulted to more consumer loyalty and retention. Accreditation

While Six companies 17% were accredited by OSHAS, this accreditation

workplace. Manufacturing companies accredited by OSHA to protect workers

accreditation that oversee the workplace operations to lessen or avoid the

ISO 9001:2015 accredits companies for quality assurance purposes. An

provide goods and services which meet customer satisfaction. It is also a

management. ISO 9001 is a process based, the certification means that

manufacturers have worked through quality issues at each stage of production.

by giving safe and sound workplaces.

According to ISO Occupational Safety Health Management stated that the

ISO 45001:2018 standard outlines the specifications for an occupational health

application, enabling organizations to provide safe and healthy workplaces by

proactively enhancing their OH&S performance and preventing work-related

injury and illness. It applicable to any organization that wishes to establish,

implement and maintain an OH&S management system to improve occupational

deficiencies, take advantage of OH&S opportunities, and address OH&S

management system nonconformities associated with its activities.

1.3 Number of Employees

Although there are a variety of responsibilities and tasks, most

manufacturing jobs offer full-time work contracts. Given the necessity of

This indicates that, in order to reduce supply disruptions, industrial employees,

engineers, and production supervisors, managers will all be expected to work

full-time. Those employed in the manufacturing sectors may also be required to

accept shift work.

As a result one hundred percent 100% of the 35 manufacturing companies

studied were having more than 300 employees, because manufacturing

companies have a complex operation that requires more employees working on

most of the manufacturing companies in the province of Batangas are

categorized as big and multinational companies that requires more employees in

their complex work designs. Also, manufacturing companies was considered as

the largest and most influential sector of the economy.

working in manufacturing enterprises in 2018 than in 2017, an increase of 1.7%.

focused on producing high-quality, standardized product. Additionally,

manufacturers must be able to recognize, interpret, and react quickly to changing

employee and customer expectations. It is challenging to create this agility in the

1.4 Length of Operation

According to the corporation code of the Philippines, manufacturing

exceeding the years of existence. Seventy-seven 77% or 27 of the manufacturing

the processes, standard operating procedures, safety guidelines were already

established. Employees and systems were consistent and well managed to