EFFECT OF SAFETY MANAGEMENT ON PERFORMANCE OF SELECTED MANUFACTURING FIRMS IN SOUTH – SOUTH NIGERIA

ABSTRACT

The study investigated  the effect of safety management on performance  of  manufacturing organizations  in  South-  South,  Nigeria.  The  specific  objectives  of  the  study  sought  to: determine  the  effect  of  regular  safety  audit  on  employees’  commitment  to  productivity, ascertain the extent to which risk management affects employee turnover,  examine the effect of workplace design on corporate goal attainment, establish the effect of safety education and training  on  the  implementation  of  safety  programmes,  assess  the  nature  of  relationship between workers’ perception of workplace safety and job satisfaction and assess the nature of relationship between demographic characteristics and employee safety attitudes. The study adopted survey design. The population of the study was one hundred and thirty-five (135) registered  manufacturing  firms  in  the South-  South,  Nigeria.  From  this, 20 percent  was adopted to determine the firms sample size. A sample of twenty six (26) organizations was determined. Systematic random sampling technique was employed in the selection of twenty six  companies   from  one  hundred   and  thirty  five  (135)   registered   members   of  the Manufacturing Association in South-South,Nigeria. Staff sample size of 601 was determined using Freund and William’s statistical formula from the staff population of twelve thousand, two hundred and twenty six (12,226). Stratified  sampling  technique was used to select the respondents in each of the selected firms while Bowley’s proportional allocation method was adopted to determine the allocation of questionnaire to each of the participated firms. Data were  collected  through  the   use   of  the  questionnaire   and  oral  interview  guide.  The questionnaire was structured on a five – point Likert scale. A pilot study was conducted using test – retest method and tested with Spearman Ranking Order Correlation Coefficient. The result  gave a reliability coefficient of 0.92, indicating a high degree of items consistency. Both the content and face validation of the instrument was done by research experts. Simple Linear Regression, Z–test, and Pearson Product Movement Correlation Coefficient were the test statistics used for data analysis.  The acceptable probability  level of significance  was

0.05.  The  findings  revealed   that  regular  safety  audit  positively   affected   employees’ commitment to productivity (r =0.984; t = 1.62; F = 23.63 p < 0.05). Risk management to a large extent significantly affected employee turnover (Zc=8.17 > Zt = 1.96; p < 0.05). There was a significant positive effect of workplace design on corporate goal attainment (Zc=8.17 > Zt  = 1.96; p  < 0.05).  Safety  education  and  training  had  a  significant  positive  effect  on implementation of safety programmes (Zc=5.25 > Zt = 1.96; p < 0.05). There was a positive relationship between workplace safety and job satisfaction (r =0.75, p < 0.05). There was positive  relationship  between   demographic  characteristics  (age,  gender,  and  levels  of education) and safety attitudes (r =0.94, p < 0.05; r =0.79 p < 0.05 r =0 .83 p < 0.05). The study concluded  that   effective and efficient  implementation  of safety practices at the organisational  level  in  manufacturing  firms  in  South-  South,  Nigeria  did  not  only provided a safer working environment but also brought about workers’ commitment, job satisfaction, decreased in employee turnover, better productivity, profitability, efficiency, good corporate image and innovative capacity.The study recommendedthat Continuous training/re-training of safety personnel and the entire workforce on safe work procedures should  be  judiciously  carried  out  since  the  attitude  of  workers  and  management  to industrial safety could be hindrance to efforts that might be made at safeguarding or protecting the workers from harm.

CHAPTER ONE

1.1      Background of the Study

INTRODUCTION

The evolution of modern industrial safety movement had its roots in England, at the dawn of the 18th century industrial revolution era. By 1750, machines had been invented and mining and manufacturing industries became established. Men, women, and children were employed to  work  in  factories  under  very  terrible  conditions.  Injuries,  diseases,  and  deformities multiplied among the workers. They suffered in silence as medical services were not readily provided.  Employers  did not take interest  in the  welfare  of their employees.  In fact,  the employees had no right as they could be sacked or relieved of their jobs at will without notice or warning until the evolution of occupation health services in 1897( Peter,2013).

The evolution of occupational health services brought about the enactment of safety laws and regulations  in  1833.  The  general  conviction  then  that  accidents  were  predestined  and inevitable was no longer acceptable to a growing population of the English public (Dickson and Michael, 2010). They argued strongly that accidents could indeed be controlled, and that it was ignorance of safety precautions, inefficiency, and  carelessness that prevented people from living safely in the expanding mechanized world. They called for safety education and other occupational health services to put a stop to the suffering of factory workers (Dickson and Michael, 2010).

Safety programmes were first introduced in Nigeria during the time the country was a British colony.The purpose of these programmes was to help organizations to manage and control their occupationalsafety risks, and to improve their performance.Occupational health workers weredispatched  to factories  and other commercial  undertakings,  including plantations,  for monitoring   (Adeogun   and   Okafor,   2013).   This    initiative    led   to   legislation   that includedLabour Act of 1974, the Factories Act of 1987 and The Workman’s Compensation Act of 1987. Other relevant acts to occupational health and safety in Nigeria are Labour Acts

1990 and Workman’s Compensation Act, 2004 of the laws of the Federation of Nigeria latter updated  to  the  Employee’s  Compensation  Act  of 2011  (Adeogun  and  Okafor,  2013).In addition  occupational  health  and  safety  management  standard  (OHSAS)  of  2007  was developed  by  the  OHSAS  Project  Group,  a  consortium  of  43  organizations  from  28 countries.It  replaces  OHSAS,  of  1999.Since  it  was  first  published  in  1999,OHSAS  has rapidly  become   the  most  widely  used   international   Occupational   Health  and  Safety

Management Standards. OHSAS applies to all types of organization. It does not matter what size they are or what they do(Ogbo and Ukpere,2013).

Nevertheless, these acts are not being enforced in Nigeria asindicated by several occupational health  hazards,  risks,  and  diseases  in  the  country(Adeogun   and   Okafor,2013).  Many companies are still unaware of the economic aspects of occupational health and safety. They often do not recognize the costs of accidents and ill- health and even if they are conscious of the fact that a poor working environment may result in costs for the company, they rarely measure them(Adeogun and Okafor,2013).According to Ogbo and Ukpere (2013), about two million people die every year from work-related accidents and disease. An estimated number of 270 million also suffer from fatal and non-fatal work-related accidents which results in at least three days absence from work.The international labour organization in a report to mark world day for safety and Health stated that an additional 160 million new people suffer from work-related  illness. Millions of work-related  accidents,  injury, and disease annually  take their toll on human lives, business performance, economy, and the environment (Ogbo and Ukpere,2013).Furthermore,  statistics of occupational accidents reported to  the  custodian of occupational  health  and  safety(OHS)  in  Nigeria,  the  Federal  Ministry  of  Labour  and Productivity Inspectorate Division (FMLPID) indicates that  more than 42,000 workers die every year from occupational accidents (Ogechukwu, et al., 2014).

While calling for a severe sanction for organizational practitioners who turn workplace into industrial   mortuaries,Ekop   and   Umoh   (2012)contend   that   workplace   in   Nigeria   is increasingly becoming unsafe. Regrettably, they state that several hundred of workers were consumed  in the Ikorodu fire incident some years ago. According to  them there are other cases of bodily injuries some reported  to the union and several  others happening in non- unionized   workplace   with   very   little   support   and   compensation   for   the   affected workers.Though many organizations accept this to be true, they fail to realize that as part of their human resource management practices, there is the need for management to ensure that personnel in the organization work in safe and healthy environment that will promote their optimum performance  (Ekop and  Umoh, 2012).The industry impression is that health and safety management is bureaucratic, legalistic, and costly to introduce and also lack scientific content  (Henry  and  Paul,  2011).  They  simply  focus  on  issues  of  quality  assurance, productivity,  cost  benefit,  and  continual  improvement  rather  than  on  quality  life  of  the workers (Henry and Paul, 2011).

The  manufacturing   sector  is  considered   to  be  one  of  the  most  dangerous   working environments(Ezekiel  and Nandi,2012).  Workers  are exposed  to varied  kinds  of hazards. Therefore, failure to institute adequate health and safety measures in place by management to protect employees from these hazards and risks will lead to avoidable deaths and ultimately lead  to  loss  of  staff  (Ezekiel  and  Nandi,2012).Health  and  Safety  management  is  very important in the manufacturing sector since a lot of  employees have lost their lives whilst others  have  sustained  various  degrees  of  injuries  through  accidents  (Mohamed,  2008). Manufacturing  sector  can  be  safe  and  enjoyable  if  employees  follow  the  standardised procedures.It is regrettable that both employees and employers have demonstrated minimal commitment to reducing the level of accidents in the industry(Mohamed, 2008).

Many  manufacturing  organizations  have  comprehensive  health  and  safety plans,  but  the quality of the plan does not necessarily correlate to a company’s safety performance (Dickson and  Michael,  2010).  Written  safety  plans  have  the  potential  to  be  very  effective,  but companies  must go beyond  the safety plan and create a true health and  safety “culture” (Dickson and Michael, 2010). Most current health and safety practices in the manufacturing sector  are based  on the  normative  approach  i.e  compliance  with  prescribed  safety rules (Marshall, 2010). They focus on measures to control hazards, and means to control worker’s behaviours so that they comply with prescribed safety practices (Marshall, 2010). While the traditional or normative approach aim at creating safe working behaviours, it ignores how the characteristics  of the  individual,  production  system  and  team process  influence  the work behaviours and affect the possibility of error and accidents (Marshall, 2010). Hence, it has proven  to  be inadequate  and  unacceptable  for  the  increasingly  competitive  and  dynamic condition of the workplace (Marshall, 2010).

Occupational  safety  is  a  process  of  ensuring  that  people  stay  safe  and  healthy  in  the workplace to increase workers capacity to perform (Mohamed, 2010). The health and safety of every employee  in an organization  is important  if the organization  is to  continuously operate to meet its stated goals and objectives (Danso, 2011). A healthy worker is an able worker, and a safe worker is a focused worker. An unhealthy or unsafe environment affects an employee’s ability, and motivation to work (Bernard, 2007).Ototo and Oboh (2008) assert that the health status of an individual worker is a predisposing factor of his/her full or partial commitment  to job. Thus, the fitter an  individual employee’s  health is, the better his/her performance on the job. Unfortunately, despite the obvious need to manage health and safety

proactively, some organizations do not give it the priority it deserves.This may be due to a lack of knowledge, skills, and motivation, or to limited staff resources (Smith, 2002).

The goal of organisations in instituting health and safety programs is to foster a safe and risk free work environment for the employees and the stakeholders at large to ensure efficiency of personnel and the end result to maximize productivity (Michael, 2002). Productivity has been an essential  contributor  to corporate success  due to the fact that  occupational  health and safety has a direct translation  of it into cost savings and  profitability (Hensen and Long,

2006). An unsatisfactory work environment can have an adverse effect on worker motivation that tends to make minimal effort towards work thereby lowering performance (Casio,2002).

Health and safety if put in place contribute to a good working environment as people spend most of their time at the workplace and so their working environment should be made safe, favourable and conducive to enhance a high level of productivity and to increase income for both  the  employer  and  employee(Makori  and  Davis,  2008).  Good  health  at  work  helps improve  employee’s  health  in  general  and  also  the  productivity and  competitiveness  of businesses(Makori and Davis, 2008). Furthermore, workplace problems of health and safety exert a high cost for social protection systems and therefore workers need to be provided with suitable working conditions if their general wellbeing is to be enhanced (Makori and Davis,

2008). Emmanuel (2000) contends that all workers have a right to work in places where risks

to their health and safety are properly controlled but due to poverty and illiteracy,  people choose to work in any establishment or undertake any duty assigned in order to earn a living.

The economic  cost of occupational  health and safety to the organisation  is  double-edged (Danso,2011). On the one hand, health and safety measures which protect  employees from the  hazards  of  the  workplace  can  conflict  with  management’s  objective  of  containing production costs (Danso,2011). On the other hand, effective  health and safety policies can improve the performance  of employees and the  organisation,  by reducing costs associated with  accidents,  disabilities,  absenteeism,  or  illness  (Danso,2011).  There  are  also  indirect costsassociated  with work-related  accidents (Moser, et al.,2007). The indirect costs include overtime payments necessary to make up for lost production, cost of retraining a replacement employee,  and  cost  of  time  spent  by human  resource  manager  recruiting,  selecting  and training the new employee and, in less typical cases, the cost associated with loss of revenue on orders cancelled or lost if the accident causes a net long-term reduction on sales as well as

the negative effect on morale in workers which may also lead to possible reduction in the quality  of  work  (Moser,  et  al.,2007).  Thus,  the  safety  of  employees  is  crucial  in  the effectiveness of any organization as it constitutes a major drain on the organization’s resource (Mohamed, 2008). However, if managed carefully, safety management can bring substantial benefit to the organization.Safety  must not be  approached  as just another step in avoiding unwanted  accidents/cost  but  as  a  tool  for  maximizing  competitiveness  and  profitability (Mohamed, 2008).

Successful safety and health management requires the commitment of the management and true actions. If the corporate management is not committed to improve the level of safety, no one will take care of the task. Commitment  to the goal should be sincere  because if the management  does not  genuinely  believe  that  improving  safety is  profitable,  they cannot allocate all the resources needed  (Robbins,  2004). This relies  on the cooperation  of both employers and employees to ensure a ‘self-generating effort’ between ‘those who create the risks and those who work with them’. It is therefore important for organisations to treat every employee’s complaint seriously and to ensure that they feel safe and healthy(Robbins, 2004). The principles of safety thinking should be included in the everyday work of every member of the organization from the top management to the workers. Safety must not be a separate function or system but an integral part of everyday work (Hill and Smith, 2005).

1.2      Statement of the Problem

The  responsibility  of  every  organization  is  to  provide  good  working  conditions   and environment for employees devoid of risks, hazards, and diseases. Today, employee safety as a corporate  social  responsibility  (CSR)  has  received  little  attention.  With  the  increasing globalization and trade liberalization in most developing economies including Nigeria, there is a high rate of industrial accidents  and large-scale  absenteeism  occasioned  by ill-health which invariably affects performance. Some jobs are very hazardous and the common law requires every employer of labour to ensure that the work-force is safe and that employees doing  hazardous  work  are protected  adequately.  Recently,  employee  safety issues  in the country  seem  worrying,  as  employees  complain  about  lack  of effective  formulation  and implementation of safety policies, programmes, and practices that protect their well-being. Besides these national challenges, most industries also fail in this regard. Many companies are still unaware  of  the economic  implications  of occupational  safety. They often do not recognize the costs of accidents and ill- health and even if they are conscious of the fact that a

poor working environment may result in costs for the company, they rarely measure  them. Safety in the organization has to be everybody’s concern. On the contrary, this is not the case in most organizations. Most firms cannot boast of effective safety management system and structure. They fail to realize that as part of their human  resource management  practices, there is need for management to ensure that personnel in the organization work in safe and healthy environment  that will promote their  optimum performance.  They simply focus on issues  of quality assurance,  productivity,  cost  benefit,  and  continual  improvement  to  the neglect   of  the  key  “competitive   advantage   and  the  most  important   asset”  of  their organizations:   the   human   resources.   Regrettably,   health   and   safety  of   workers   are compromised  as indicated  by several occupational health hazards, risk, and diseases in the country.

Incidentally, most of the research works done on safety practices in manufacturing industries so far are based on researches  conducted  in South-East  and Western  countries.Employee safety  in  Nigerian  manufacturing  industries  particularlyin  South–South  Nigeria  remains largely unexamined due to lack of social and political will. This study becomes necessary, therefore,  as any strategy  adopted  by an  organization  that  does  not address  the issue  of employee safety will be ineffective and inefficient.This study attempts to fill this paucity of information with respect to manufacturing industries in South–South Nigeria.

1.3       Objectives of the Study

The general objective of this study is to examine the effect of safety management  on  the performance of manufacturing firms in South-South Nigeria. The Specific objectives of the study sought to:

1     determine the effect of regularsafety auditon employees’ commitment to productivity of manufacturing firms in South-South Nigeria.

2     ascertain  the  extent  to  which  risk  management   affects  employee   turnover   in manufacturing firms in South-South Nigeria.

3     examine the effect of workplace designon corporate goal attainment of manufacturing firms in South-South Nigeria.

4     evaluatethe effect of safety education and training on the implementation of safety programmes in manufacturing firms in South-South Nigeria

5     assess the nature of relationship between workers’ perception of workplace safety and job satisfaction.

6     assess  the  nature  of  relationship  between  demographic  characteristics  and  safety attitudes.

1.4      Research Questions

1.   How  does  regular  safety  auditaffect  employees’  commitment  to  productivity  of manufacturing firms in South-South Nigeria?

2.   To what extent doesrisk managementaffect employee turnover in manufacturing firms in South-South Nigeria?

3.   How does workplace design affect corporate goal attainmentof manufacturing firms in

South-South Nigeria?

4.   How   doessafetyeducation    and   training   affect   the   implementation   of   safety programmes inmanufacturing firms in South-South Nigeria?

5.   What is the nature of relationship between workers’ perception of workplace safety and job satisfaction?

6.   What is the nature of relationship between demographic characteristics and safety attitudes?

1.5      Research Hypotheses

Based on the highlighted research objectives and research questions, the following research hypotheses are formulated to effectively guide and direct this study.

1.   Regularsafety  auditpositively  affects  employees’  commitment  to  productivity  of manufacturing firms in South-South Nigeria.

2.   Risk management significantly affects employee turnover in manufacturing firms in

South-South Nigeria.

3.   Workplace design positively affects corporate goal attainment of manufacturing firms in South-South Nigeria.

4.    Safety  education   and   training   to   a  large   extent   have   a  positive   effect   on implementation of safety programmes in manufacturing firms in South-South Nigeria.

5.   There is a positive relationship between workers’ perception of workplace safety and job satisfaction

6.    Age, gender and levels of education have a positive relationship with  safety attitudes

1.6      Significance of the Study

The significance of the study is of great importance to the following;

Researchers and students of human resources management who need theoretical framework and empirical data on the effect of safety management  on performance  of  manufacturing firms will benefit from the study. However, the study will also assist manufacturing firms in Nigeria to develop work organizations and working cultures in a direction which supports health and safety at work and, in doing so, also promotes a positive social climate and smooth operation that will enhance the productivity of the enterprises. Besides, the work will serve as reference  material for policy makers  in  making decisions  concerning safety practices  and policies.

1.7      Scope of the Study

The scope of the study covers only the registered manufacturing firms in the  South-South, Nigeria.Thus,  the focus of this study is on safety management as it  affectsperformance  of manufacturing  firms. To facilitate  a sound grasp of the subject  matter within the thought framework  of  the  objectives  of  the  study  and  research  questions,  the  subject  scope coveredsafety     audit,     risk     management,workplace     design,safety     education     and training,andemployees’  perception of workplace  safety.The study covered a time range of

2009 to 2013.

1.8      Limitations of the Study

Some of the respondents  of the selected  firms were unwilling  to cooperate.  Others  were apprehensive of the researcher’ intention suspecting that he may disclose their organizations information to their competitors.

1.9       Operational DefinitionsofTerms

For  the  purpose  of  clarification  and  understanding  of  this  study,  some  conceptsrequire operational definition as used in this research work.

Safety:  Safety is the state in which the risk of harm to persons or property damage is reduced to, and maintained at, or below, an acceptable level through a continuing process of hazard identification and risk management.

Safety  risk:Safety  riskis  the  predicted  probability  and  severity  of  the  consequences  or outcomes of a hazard.

Risk  mitigation:Risk  mitigationis  the  process  of  incorporating  defences  or  preventive controls to lower the severity and/or likelihood of a hazard’s projected consequence.

Occupational  Safety:   Occupational safety is a process of ensuring that workers stay safe and healthy in the work environment in order to increase their capacity to perform.

Safety  Management:Safety  management  is  a  frameworkthat  allows  an  organization  to consistently  identify  and  control  its safety risks,  reduce  the  potential  for  accidents, help achievecompliance with safety legislation and continually improve itsperformance.

Safety standard: safety standard is an orderly arrangement of interdependent activities and related procedures that drives organisation health and safety performance.

Safety  Performance:  Safety  performance  is  relates  to  the  actual  practices,  roles  and functions  associated  with  remaining  safe  or  measured  outcome  of  safety  efforts,  which indicate frequency and severity ofincidents in time.

Safety   performance   indicator:Safety   performance   indicator   is   a   data-based   safety parameters used for monitoring and assessing safety performance.

Safety Program: Safety program is a systematic combination of activities and  procedures designed to maintain a safe and healthy workplace.

Health and safety: Health and safety is the conditions or factors that affect the well being of workers and visitors at workplaces.

Occupational Accident: Occupational accident is an unexpected and unplanned occurrence, including acts of violence, arising out of work which causes personal injury, disease, or even death to workers.

Incident:  Incident  is  n unplanned  sequence  of events  with  potentially  important  safety- related  effects,  which,  in  the  end,  are  prevented  from  developing  into  actual  adverse consequences.

Hazard: Hazard is something that is potentially very dangerous capable of causing injury, loss of life or damage to environment.

Ergonomics:  Ergonomics  is  a  multidisciplinary  activity  that  deals  with  the  interaction between man and his total working environment.

Occupational Disability: Occupational disabilityis a condition in which a worker is unable to perform his duty satisfactorily because of disease or accident.

Organizational  performance:  Organizational  performance  is the degree  of how well  or badly the organization achieved its set goal.

1.10     Profile of Selected Organizations

United Cement Company (Nig) Limited

United Cement Company (Nig) Limited was incorporated in April 1964 as Calabar Cement Company (Calcemco) and has 550 workers, both senior and junior staff. The share structure of the company was state government 53% shares and Federal government 45% but in 2002, April  it  was  finally  liquidated.  The  owners  of  the  company  that  is  Cross  River  State Government sold it through privatization to a company known as Holain and Flour Mills of Nigeria  Limited.  In September,  2002  the  new  company  under  the  name  United  Cement Company  (Nig)  Limited  was  incorporated.  Currently  the  employees  of Unicem  are  four hundred and two workers. The company deals on Portland cement. The company is located at Mfamosing in Akpamkpa Local Government Area of Cross River State.

The Nigerian Bottling Company Ltd

The Nigerian Bottling Company Ltd is one of the biggest companies in the  non-alcoholic beverage industry in the country and is the sole franchise bottler of The Coca-Cola Company in Nigeria. Nigeria Bottling Company is located in Port Harcourt, Nigeria. The Company is working in Pubs and Clubs, Breweries, Wine and Beer, Beer  and Home brewing business activities. The Nigerian Bottling Company Plc (NBC), which is part of Coca-Cola HBC, was incorporated in November 1951 to bottle and sell carbonated non-alcoholic beverages. The company has the sole franchise to bottle Coca-Cola products in Nigeria. Production of Coca- Cola began in 1953 at a bottling facility in Lagos, and new plants at Kano, Port Harcourt and Ibadan were opened  shortly  afterwards.  NBC became a public company in 1972  with its shares listed on the  Nigerian Stock Exchange.  NBC generates  its own power and is self- sufficient in  carbon dioxide and water production.  It has 16 bottling facilities  around  the country,  and  it  uses  82  distribution  warehouses  and  200,000  distribution  outlets.  The company’s head office is on the Lagos mainland at Ebute-Metta.

Guinness Nigeria Plc

Guinness  Nigeria  plc  was  incorporated  in  April,  1950  as  a  trading  company  importing Guinness Stout from Dublin. Today the company has transformed itself into a manufacturing operation  and  currently  operates  four  breweries  in  Nigeria.  Benin  City  brewery  was

incorporated  in  1974.  The  company’s  head  office  is  in  Ikeja,  the  heart  of  Lagos.  The Company is engaged in brewing, packaging, marketing and selling of spirits, beer, ready to drink,  and  non-alcoholic  drinks.  The Company’s  brands  include  Guinness  Foreign  Extra Stout,  Guinness  Extra  Smooth,  Malta  Guinness,  and  Harp  Lager  beer.  The other brands include Smirnoff Ice, Armstrong Dark Ale, Satzenbrau Pilsner, Top Malt,  Dubic Extra Lager and Malta Guinness Low Sugarand Orijin. Guinness Nigeria  Plc’s Water of Life initiative currently  provides  potable  water  to  over  500,000  Nigerians  spread  across  several  rural communities, from Northern to Southern Nigeria. It funds scholarship and provides Guinness Eye Hospitals in three cities in Nigeria.

Stag Engineering Nigeria Limited

Stag Engineering  Nigeria Limited  (Stag) is a leading wholly Nigerian owned  engineering firm in Nigeria. it was incorporated in 1975  The company has over 40 years’ experience in providing expert engineering services and mercantile power to discerning clients in Nigeria and West Africa. At present it delivers over 100MW of mercantile power to these clients. The company has recently expanded into the marine and railway. As a leading provider of power generators and mercantile  power in  Nigeria,  STAG has formed relationships  with several power generator manufacturers such as SDMO, John Deere, MTU, Stanadyne to name a few. STAG is also known as a leading provider of operation and maintenance services for diesel fired generators for  clients such as Globacom, Sheraton, Etisalat, UCH, as well as several other  leading  local  banks,  telecommunication  companies  and  hospitals.  Since  inception, STAG has launched bold initiatives in areas of power generation, transmission, distribution, and  sales to cope with the emerging challenges in the Nigerian Power sector. STAG‘s has offices  located  in 11  states  of  the  federation  and  several  in neighbouring  West  African countries, Togo, Benin with expansion plans to Ghana and Cote D’voire.

Integrated Rubber Products Nigeria Plc

Integrated  Rubber  Products  Nigeria  Plc  was  incorporated  31st  August  1984  and  became public limited liability Company Plc with registration number RC 65033 DT 23rd July 1992. The principal activities of the company are the processing of rubber and  distribution of its products. The company acquired “State of Art” High Tech Machinery to boost the quality of its product  and diversify  its operation.  The  diversification  program  seeks to  explore  the emerging opportunities in existing Industrial sectors with focus on “Customize, Rubberized

Industrial Components.” Their products are satisfactorily accepted by Industrial customers of various  sectors  like  construction   companies,   Textile   Industries,   Packaging   Industries, Galvanizing  Industries,  Tanneries,  Cement  Companies,  Oil  Companies,  Breweries,  and Footwear  Industries.  With  huge  infrastructure  they  succeeded  to  lead  the  market  by producing  specialized  products  from  NR  &  Synthetic  Rubbers  like  –  Nitrile,  EPDM, Neoprene, Silicon, Viton,Poly urethane, SBR, Butyl and Poly Butadiene.

Champion Breweries Plc

Champion Breweries Plc was incorporated  as a Private Limited Liability Company on the

31st of July, 1974 with the same South East Breweries Limited. The Company name  was changed from South East Breweries Limited to Cross River Breweries Limited and thereafter to Champion Breweries Limited. The latter name, Champion BreweriesLimited was changed to Champion Breweries Plc on the 1st of September, 1992. On the 24th of November 1974, the then South Eastern State of Nigeria signed an Agreement with Messrs. Haase Brauerie GMBH of Humbury Technical Partners for the supply and construction o f a turnkey Brewery in Uyo with a capacity of 150,000 hectoliters. The foundation stone of the Brewery was laid on the 9th of March,  1975. On the 11th of  December  1976,  the Brewery was officially commissioned and its products, Champion Lager Beer launched into the market with success with initial capacity of 150,000 hectoliters per annum.The reactivated Brewery was officially commissioned  on the 23rd  of October, 2001. Champion Breweries Plc brews and markets lager beer in Nigeria. It also provides contract brewing and packaging services. Champion Breweries  Plc  markets  its products  through  distributors  under the Champion  Lager  Beer brand. The company is involved in the production of Beer such as, Champion Lager Beer and Champ Malta.

Rivers Vegetable Oil Company

Rivers Vegetable  Oil Company Ltd. was incorporated  in 1987. It is the third largest  Fast Moving Consumer Goods (FMCG) manufacturing company in Nigeria and also  the largest producer of edible grade Palm Kernel Oil in country. Located  in city of  Port  Harcourt in Rivers state the South- South of Nigeria with hundreds of direct and   indirect employment beneficiaries currently sum up to hundred and seventy five. RIVOC has become a formidable corporate entity, with visible and significant  contributions  to  the industrial and economic growth of the country.

Niger Mills  Plc

Niger Mills Company Plc, Calabar was incorporated in 1967. The company became a private limited liability company with invitation of Cross River State Government to take up 50% of the shares in the company, which were transferred to Investment Trust  Company Limited. The other 50% is owned  by Flour  Mill Nig.  Limited.  Lagos. The  company entered  into management agreement with Flour Mills of Nigeria Limited, Lagos for effective management operation in 1978. The agreement lasted for three years and  was subject to renewal at the request of Niger Mills Limited. The agreement was renewed twice, first on January, 1981 and second 1985. The company is currently  employing  three hundred  and fifty workers.  It is operating the plant capacity of over 700 tons of wheat per in 3 days shift of 8 hours.

Dangote Flour Mills

Dangote Flour Mills Plc is listed on the Lagos Floor of the Nigerian Stock Exchange (NSE) with the symbol “DANGFLOUR”. Dangote Flour Mills Plc commenced operations in 1999, as a division of Dangote Industries Limited – one of Nigeria’s  largest and fastest growing conglomerates.  Following the strategic decision of DIL to  unbundle its various operations, Dangote  Flour  Mills  Plc  was  incorporated  in 2006.  The  restructuring  was  completed  in January, 2006, when all the assets, liabilities, and undertakings of the erstwhile flour division of  DIL was transferred to Dangote Flour Mills Plc. From an initial installed capacity of 500

MT per day at its Apapa mill, Dangote Flour has expanded rapidly by opening, in  quick successions, three other flourmills in Kano (2000).

System Metal

System Metal Industries Limited was incorporated in 1976 and is a leading manufacturer of pre-coated, steel and aluminium roofing sheets. System Metal Industries Limited is privately owned and has its factory located in Calabar, Cross River State. The company manufacture high quality pre-coated, purpose made (short and  long-span),  profiled steel and aluminium roofing sheets for roofing and cladding as well as high density aluminum cooking pots and pans. The pre-coated long span profile steel and aluminium roofing sheets are suitable for domestic, industrial, and commercial buildings and do not required maintenance for a long period of time.

Eastern Bulkcem

Eastern  Bulkcem  Co.  Ltd (EEC), makers  of Eagle  brand of cement  was incorporated  in March 1981. Eagle cement is a pioneer cement bagging company in the Niger Delta Region. The company has its facility on a waterfront at Rumuolumeni, near Port Harcourt in Rivers State. It has three main contact offices spread out across the nation, in Lagos, Abuja and Port- Harcourt.  Eagle  cement  predominantly  stands  out  as  the  most   valuable,  durable,  and irresistible and widely preferred cement east of the Niger. Its consistent high quality, strength, reliability,   and  acceptability  guarantee  of   numerous  customers  and  contractors  of  an outstanding standard OPC Ordinary Portland Cement. Port Harcourt Sacks Ltd. undertakes the  manufacture  of  top  quality,  fine,  and  superior  cement  paper  sacks,  thus  providing excellent  packaging  for  Eagle  cement  and  other  cement  companies.  It  has  an  installed capacity of 30 million sacks per annum. Milford Marine Nig. Ltd. ensures the provision of all marine services needed by Eastern Bulkcem Co. Ltd., manages feeder vessels, barges, push boats (tug boats) and oversees the discharge of incoming Ocean Bulk carriers. It provides all inland water logistics to EBC and its customers.

Eternit Limited

Eternit Limited is a member of a multi-national  organization — Etex Group with its  head office  in Brussels  and  is one of Nigeria’s  major  producers  of high quality  fibre  cement building materials. Established in 1974, the company has undergone significant developments which enable it to offer a wide range of high quality Roofing and  Ceiling sheets and tiles together with a variety of complementary accessories. The factory is located in Sapele, Delta State  Nigeria.  They manufacture  quality  roofing  and  ceiling  products  which  conform  to International Standards. Their range of products covers essentially fibre-cement roofing and ceiling materials, Concrete roofing tiles and Light-gauge galvanized roof trusses.

Camel Paints and Chemical Industries Limited

Camel Paints and Chemical Industries Limited was incorporated  in 1990 and  commenced production  and commercial  operation  in 1995. The company’s  productsenjoy  an effective distribution  through  a  network  of  depots  and  numerous  distributors  as  well  as  agents throughout Nigeria. With a good financial base, the company extended its portfolio to include plant for manufacturing  containers in 2005  and  since has been serving the needs of many

other companies in the business. Camel Paints and Chemical Industries Limited is one of the best in the industry as it is committed  to maintaining  close  relationships  with  customers through its dedicated and extremely responsive staff.

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