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Development of resilience concept in the global era and industry 4.0 requires companies in various sectors to follow technology, digitization of work, setting the work environment, and business development. Resilience concept showed performance improvement in four potential aspect, the ability to respond, anticipate, monitor, and learning process both of what is going right and wrong. This study aim to analyze implementation of safety resilience concept in the maritime industry, especially at shipping companies both public company (PT J) and private company (PT K). The benefit of this research was to provide a perspective on the implementation of safety resilience to anticipate major events, especially vessel collision. This research is a descriptive study using semi-quantitative methods. Interview guideline based on the Resilience Assessment Grid. The sampling technique was purposive sampling. This study analysis showed the level of implementation of safety resilience at PT J was 75.1% while PT K had a percentage of 70.2%. Supporting factors at PT J and PT K related to the implementation of Safety Resilience were ability to respond (80%), ability to learn (74.62%), and ability to monitor (70.77%). While the inhibiting factor at PT J and PT K was the ability to anticipate (66.92%). Both company was categorized at proactive level. Overall, safety resilience was expected to improve the performance and safety management system established to beyond international and national requirements.
In the industrial era 4.0 and technological developments, all industrial sectors are required to ensure that their companies have a concept of system resilience from all kinds of potential for variability in business processes, which is then referred to as the concept of resilience. This study aims to analyze the application of the concept of safety resilience in mining industry companies to determine the level of the company's ability to deal with unexpected conditions. The design of this research study is descriptive with a semi-quantitative method and uses the Resilience Assessment Grid (RAG) tools as an interview guide. Data were collected by reviewing company documents and conducting interviews using the purposive sampling technique. Based on the results of the analysis, PT X has an element of resilience by comparing the company's reliability with the amount of risk. In addition, the level of implementation of the safety resilience concept at PT X has an average percentage of 87.9% which is included in the stage towards resilience with details on response-ability (88.9%), monitoring ability (89.2%), learning ability (86.1%), and anticipation (87.6%). The technological approach, good response-ability, and commitment from company officials are aspects that support the high level of implementation of the safety resilience concept at PT X. Meanwhile, the imbalance in the level of risk perception among workers and the company's learning base that still prioritizes the safety-I paradigm is an obstacle for companies to implement maximum safety resilience concept.
Industrial disasters claim thousands of lives every year around the world. Most are caused by poor construction or design of facilities or large fires or explosions that engulf buildings. In addition to poor design facility, emergencies can occur as a result of a Process safety event (PSE) which involves the release/loss of containment of hazardous materials which can result in large-scale health and environmental consequences. At this time PT. J is at the design stage of the petrochemical industry. The company will process chemicals in large quantities so that the company has a high hazard and the risk of causing an emergency event, therefore PT. J requires an emergency management system that can handle any potential emergency events that might arise and impact the company at the operational stage. The purpose of this study was to analyze emergency management planning at the design stage of the petrochemical industry at PT. J, which consists of planning before an emergency occurs, when an emergency occurs and after an emergency occurs. This research is an analytic descriptive research, using a qualitative study design. Primary data collection was carried out through field survey and conduct Focus Group Discussion (FGD) using the Emergency Management Assessment Checklist for Design Stage, which has been modified from the NFPA 1600 edition 2019. Secondary data was collected through document review. Based on the research results shows that PT. J has not implemented a comprehensive emergency management life cycle. At the stage before an emergency occurred, the company did not yet have planning for competency and training, drills and trials. At the stage when an emergency occurs, it is known that the company doesn’t have procedures for testing protocols for warning, notification, and communication during an emergency. In addition, at the stage after an emergency occurs, the company does not yet have a continuity and recovery plan that includes rehabilitation and reconstruction. The company has carried out and has several plans for mitigation, preparedness and emergency response. Companies are advised to develop existing plans and create new plans to maximize emergency management planning at the design stage to deal with emergency events in the petrochemical industry at the operational stage of PT. J.
This research is qualitative research with descriptive design that aims to analyze the effectiveness of the implementation of safety promotion of the workers in PT Lautan Otsuka Chemical in 2012. The effectiveness seen from the comparison of the accident rate between 2011 to 2012. Then, examined the factors that influenced is media, the message characteristic, the reach of target, the target involvement and the management involvement. Data was collected by observations, interviews, and documents review on the informan units. The result showed that the effective implementation of safety promotion has been influenced by the media, the message characteristic, the reach of target, the target involvement and the management involvement. In addition, it is also influenced by the commitment of the contractor, the availability of support programs, information sources and target or worker condition.
ABSTRAK Nama : Ade Kurdiman Program Studi : Magister Keselamatan dan Kesehatan Kerja Judul Tesis : Kajian Indikator Faktor Pembentuk Safety Culture Model Berbasis Prinsip Resilience di PT Harmoni Panca Utama Kegiatan industri tidak terlepas dari adanya bahaya dan pajanan risiko yang berpotensi kecelakaan, termasuk pertambangan. Perkembangan resilience secara teoritis dan praktis dalam pengelolaan risiko. Adanya bahaya berisiko tinggi di berbagai industri dan tuntutan efisiensi biaya diperlukan sebuah pendekatan baru dalam pengelolaan keselamatan, termasuk program safety culture. Sebuah pendekatan pengelolaan keselamatan baru tersebut adalah pendekatan Safety-I (safety culture) menjadi Safety-II (culture of resilience) (Hollnagel, 2013; 2015). Pendekatan yang memasukkan prinsip resilience pada safety culture. Perkembangan safety culture model secara teori dan praktis. PT Harmoni Panca Utama (HPU) telah mengembangkan program budaya keselamatan dan berpandangan bahwa safety culture model terdiri dari 3 (tiga) faktor pembentuk utama, yaitu: attitude, management infrastructure & technology; dan HSE Management System beserta belum mempertimbangkan aspek pendekatan baru berbasis prinsip resilience. Kajian faktor permbentuk utama terhadap safety culture model yang berindikator berbasis prinsip resilience merupakan tujuan penelitian ini. Penelitian ini menggunakan mix methode, analisa kualitatif dan principal component analysis (PCA). Hasilnya bahwa safety culture model di HPU masih sesuai dengan perkembangan ilmiah saat ini dengan beberapa penyederhanaan. Dari PCA diperoleh 3 komponen yang indikator faktor pembentuknya sebanyak 29 variable telah ditambahkan 4 prinsip resilience, yaitu: respon, monitor, learn, dan anticipate. Hanya komponen 1 yang reliable, sementara Komponen 2 & 3 tidak. Hal ini dimungkinkan karena indikator faktor pada komponen satu dan lainnya saling berkaitan atau karena Komponen 2 & 3 berindikator faktor sedikit (3 – 4 variabel). Dari 397 responden, hasil uji reliabilitas untuk total indikator faktor pembentuk, nilai alpha cronbach 0,798 (reliable) dan uji validitas (r) dibawah nilai kritis pada masing2 pertanyaan/variable. Kata kunci: resilience, safety culture, safety culture model, Safety-I dan Safety-II
ABSTRACT Name : Ade Kurdiman Majoring : Magister of Occupational Health and Safety Thesis’ Title : Study on contributing factor’s indicators of resilience principle-based safety culture model at PT Harmoni Panca Utama Industrial activities are inseparable from potential hazards and risk exposures, including mining. Today, the study of the development of resilience is theoretically and practically in risk management. The presence of high-risk hazards in various industries and cost-efficiency demands required a new approach to safety management, including safety culture programs. A new approach to safety management is the Safety-I approach (safety culture) to SafetyII (culture of resilience) (Hollnagel, 2013, 2015) which is an approach that incorporates the principle of resistance to safety culture. Today also the development of security culture model in theoretically and practically. PT Harmoni Panca Utama (HPU) has developed a safety culture program and believes that the safety culture model consists of 3 (three) dominant form factors, including: attitude, management infrastructure & technology; and HSE management system. That model has not considered a new aspect of resilience principle based approach. The study of the major factor in the form of safety culture model founded on the resilience principle is the purpose of this study. This research uses mix methods, qualitative analysis and principal component analysis (PCA). The result that the safety culture model in HPU is still following current scientific development with some simplification. Adding four principles of resilience, namely: respond, monitor, learn and anticipate from the PCA that obtained three components that the fundamental factors of 29 variables. Only Component 1 is reliable, while Components 2 & 3 do not. Otherwise, the researcher will still use 3 components or main factors based on literature review. This result is possible because the factor indicators on one component and the other are interrelated or because Components 2 & 3 are slightly indicator factors (3 - 4 variables). From 397 respondents, reliability test results for total indicators of the factor, alpha’s Cronbach value 0.798 (reliable) and validity test (r) below the critical value of each question/variable. Keywords: resilience, safety culture, safety culture model, Safety-I and Safety-II
Industri agrokimia menghadapi risiko keselamatan tinggi akibat penggunaan bahan kimia berbahaya dan proses produksi yang kompleks. Safety leadership menjadi krusial dalam menciptakan lingkungan kerja yang aman dan meminimalkan risiko kecelakaan serta dampak negatif terhadap kesehatan pekerja. Penelitian ini bertujuan untuk menganalisis profil safety leadership di PT X dan menganalisis implementasinya berdasarkan LEAD Model. Metode penelitian menggunakan pendekatan mixed method, dengan data kuantitatif melalui kuesioner yang diadaptasi dari LEAD Scale dan data kualitatif melalui wawancara mendalam, observasi lapangan, dan tinjauan dokumen. Hasil penelitian menunjukkan bahwa safety leadership di PT X memiliki karakteristik yang positif dengan dimensi Leverage, Energise, Adapt, dan Defend. Dimensi Leverage menunjukkan skor tertinggi (4,56), menandakan efektivitas pemimpin dalam memanfaatkan sumber daya. Namun, dimensi Defend memiliki skor terendah (4,12), menunjukkan perlunya peningkatan dalam strategi perlindungan dan mitigasi risiko. Subdimensi dengan skor tertinggi adalah Clarity (4,63), sedangkan yang terendah adalah Accountability (4,12). Kesimpulan dari penelitian ini adalah bahwa PT X telah berhasil menerapkan safety leadership dengan baik, namun masih ada ruang untuk peningkatan, terutama dalam aspek akuntabilitas. Saran yang diberikan meliputi pengembangan sistem pemantauan yang lebih efektif, mendorong keterlibatan aktif karyawan dalam program keselamatan, dan membangun budaya keselamatan yang proaktif.
The agrochemical industry faces high safety risks due to the use of hazardous chemicals and complex production processes. Safety leadership is crucial in creating a safe work environment and minimizing the risk of accidents and negative impacts on workers' health. This study aims to analyze the safety leadership profile at PT X and evaluate its implementation based on the LEAD Model. The research method employs a mixed- method approach, utilizing quantitative data collected through questionnaires adapted from the LEAD Scale and qualitative data through in-depth interviews, field observations, and document reviews. The study results indicate that safety leadership at PT X exhibits positive characteristics across the dimensions of Leverage, Energise, Adapt, and Defend. The Leverage dimension scored the highest (4.56), indicating the effectiveness of leaders in utilizing resources. However, the Defend dimension scored the lowest (4.12), highlighting the need for improvements in protection strategies and risk mitigation. The subdimension with the highest score is Clarity (4.63), while Accountability scored the lowest (4.12). The conclusion of this study is that PT X has successfully implemented safety leadership, but there is still room for improvement, particularly in accountability aspects. Recommendations include developing a more effective monitoring system, encouraging active employee participation in safety programs, and fostering a proactive safety culture.
Process Safety Management (PSM) is one approach to controlling risk to the high hazard process by reducing the Loss Of Primary Containment (LOPC) of hazardous materials in a process that could potentially become a major event. As a way to reduce Loss Of Primary Containment (LOPC), it can be done by recording Process Safety Events (PSEs) information. This information is then recorded through the Process Safety Management (PSM) program and can become a requirement for an industry to operate. The framework for process safety, and the development of key performance indicators, is illustrated in the Process Safety Pyramid and is divided into 4 tiers. The four levels of the Process Safety Pyramid can provide various steps for process safety. However, it is important to choose highly relevant KPIs that can measure the integrity of risk control measures and provide an early warning system against system failures or systemic failures. Key Performance Indicator (KPI) for Tier 4 is a leading indicator designed to monitor the realization of a planned program, fulfillment of regulatory compliance, monitoring and recording, as well as efforts to resolve or corrective actions from recommendations that arise related to activities. in 14 elements. Therefore, a Tier 4 KPI is generally for measuring planned activities and the goal is to achieve 100% completion. In addition, Tier 4 indicators can also be used as an internal company tool for reporting and measuring the performance of each operating unit that needs to be continuously developed and adjusted to the actual conditions in the company (API 754). Based on the research that has been done, it can be concluded that PT.X has taken into account PSM in its operations, but there is still a lot of room for further development because there are still the results of calculating some elements that are classified as bad. This deficiency is caused by a lack of understanding regarding PSM from top management to operators.