Abstrak: Secara global, industri pertambangan telah lama dianggap sebagai salah satu industri paling berbahaya dengan risiko kesehatan dan keselamatan yang besar bagi para pekerjanya. Frekuensi kejadian kecelakaan kerja dapat di cegah dengan perencanaan, pelaksanaan dan pengawasan Keselamatan dan Kesehatan Kerja (K3) di tempat kerja sekaligus perilaku perilaku tenaga kerja pada khususnya dan masyarakat pada umumnya, yang mulai menyadari pentingnya penerapan norma K3 di tempat kerja. Kematangan tingkat budaya keselamatan (safety maturity level) sangat penting untuk pencegahan perilaku tidak aman, terutama berbagai sector industry dengan tingkat cedera dan kematian yang tinggi. Konsep ini bertujuan untuk membantu organisasi dalam menetapkan tingkat kematangan budaya keselamatan mereka saat ini dan mengidentifikasi tindakan yang diperlukan untuk meningkatkan budaya keselamatan mereka, sehingga diketahui dimensi dan aspek budaya keselamatan yang perlu diperbaiki . Tujuan dari penelitian ini mendesain instrumen pengukuran budaya yang sesuai dengan kondisi di lingkungan PT. XYZ dengan 10 variabel penelitian commitment & support, Leadership, policy & strategy, engagement & involvement, value, safety cost, competency & training, information & communication dan safety performance, melakukan pengukuran budaya keselamatan pada PT. XYZ berdasarkan model tingkatan kematangan budaya keselamatan, dan melihat hubungan antar dimensi budaya keselamatan . Metode yang digunakan pada penelitian ini adalah mix methode, kuantitatif dan studi literature untuk memilih dimensi budaya keselamatan yang dijadikan variable penelitian dengan jumlah sampel penelitian 123 orang. Hasil penelitian dianalisis menggunakan Structural Equation Modelling (SEM) . Hasil penelitian menunjukan penilaian terhadap safety maturity level dengan 10 (sepuluh) dimensi budaya keselamatan di PT.XYZ berada pada poin 3.56 (Compliant to Proactive), terdapat 9 (sembilan) hipotesis yang dapat diterima, terdapat hubungan yang bermakna antara Leadership (L) dengan Policy & Strategy (PS), dimensi Policy & Strategy (PS) dengan Safety Cost (SC), dimensi Commitment & Support (CS) dengan Process (P), dimensi Leadership (L) dengan Engagement & Involvement (EI), dimensi Safety Cost (SC) dengan Competency & Training (CT), dimensi Process (P) dengan Information & Communication (IC), dimensi Engagement & Involvement (EI) dengan Value (V), dimensi Competency & Training (CT) dengan Safety Performance (SP), Value (V) dengan Safety Performance (SP) dan 1 hipotesis yang tidak diterima, tidak terdapat hubungan yang bermakna antara dimensi Information & Communication (IC) dengan Safety Performance (SP).

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Globally, the mining industry has long been considered one of the most dangerous industries with great health and safety risks to its workers. The frequency of work accidents can be prevented by planning, implementing and monitoring Occupational Safety and Health (K3) in the workplace as well as the behavior of workers in particular and the community in general, who are starting to realize the importance of implementing OSH norms in the workplace. Maturity level of safety culture (safety maturity level) is very important for the prevention of unsafe behavior, especially various industrial sectors with high rates of injury and death. This concept aims to assist organizations in determining the maturity level of their current safety culture and identify the actions needed to improve their safety culture, so that the dimensions and aspects of safety culture need to be improved . The purpose of this study is to design a cultural measurement instrument that is appropriate to the conditions in the PT. XYZ with 10 research variables commitment & support, Leadership, policy & strategy, engagement & involvement, value, safety cost, competency & training, information & communication and safety performance, measured safety culture at PT. XYZ is based on a safety culture maturity level model, and looks at the relationship between safety culture dimensions. The method used in this study is a mix method, quantitative and literature study to select the dimensions of safety culture which are used as research variables with research sample of 123 people. The results were analyzed using Structural Equation Modeling (SEM). The results of the study show that the assessment of the safety maturity level with 10 (ten) dimensions of safety culture at PT. XYZ is at point 3.56 (Compliant to Proactive), there are 9 (nine) hypotheses that can be accepted, there is a significant relationship between Leadership (L) and Policy & Strategy (PS), Policy & Strategy (PS) dimension with Safety Cost (SC), Commitment & Support (CS) dimension with Process (P), Leadership dimension (L) with Engagement & Involvement (EI), Safety Cost dimension (SC) with Competency & Training (CT), Process dimension (P) with Information & Communication (IC), Engagement & Involvement (EI) dimension with Value (V), Competency & Training (CT) dimension with Safety Performance (SP) , Value (V) with Safety Performance (SP) and 1 hypothesis which is not accepted, there is no significant relationship between Information & Communication (IC) and Safety Performance (SP) dimensions.

Abstrak: PT. XY perusahaan jasa pelayanan Dump Truck anak perusahaan semen di sektor tambang batu kapur, di PT. XY pernah terjadi kecelakaan kerja maka analisis kecelakaan dengan metode HFACS-MI perlu dilakukan. Penelitian ini bertujuan untuk menganalisis faktor-faktor yang berkontribusi latent dan active failures menyebabkan kecelakaan kerja pengoperasian dump truck. Pada penelitian ini menggunakan desain penelitian studi kasus dengan metode semi kuantitatif dengan pendekatan deskriptif. Populasi dalam penelitian ini adalah data laporan kecelakaan berupa hasil investigasi dari pengoperasian DT sebanyak 27 kasus kecelakaan kerja tahun 2019-2021. Hasil penelitian menunjukkan bahwa kategori dari HFACS-MI yang paling besar berkontribusi adalah organizational influences sebanyak 429 terkait dengan kurangnya analisis keselamatan kerja. Kemudian disusul unsafe leadership sebanyak 370 terkait dengan pengawasan pekerjaan yang tidak memadai. Precondition for unsafe act sebanyak 289 terkait dengan kondisi permukaan jalan licin. Unsafe act sebanyak 247 terkait dengan kegagalan mengenali bahaya. Dan yang paling kecil kategori berkontribusi ialah outside factor sebanyak 1 terkait dengan workshop diluar perusahaan. Disimpulkan bahwa framework HFACS-MI pada latent failures yang banyak berkontribusi ialah organizational influences dan pada active failures yang banyak berkontribusi ialah unsafe act, maka saran tindakan perbaikan di tiap kategori HFACS-MI pada perbaikan latent dan active failures dengan penekanan pada kategori organizational influences.

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PT. XY Dump Truck service company, a cement subsidiary in the limestone mining sector, at PT. XY has had a accident, so an accident analysis using the HFACS-MI method needs to be done. This research to analyze the factors that contribute laten and active failures to accidents in dump truck operations based on the HFACS-MI framework. This research uses a case study research design with a semi-quantitative method with a descriptive approach. The population in this study is accident report data in the form of investigation results from the operation of DT as many as 27 cases of work accidents in 2019-2021. The results showed that the category of HFACS-MI that contributed the most was organizational influences as many as 429 related to the lack of work safety analysis. Then followed by 370 Unsafe leadership related to inadequate work supervision. There are 289 preconditions for unsafe acts related to slippery road surface conditions. As many as 247 unsafe acts are related to failure to recognize hazards. And the smallest contributing category is the outside factor as much as 1 related to workshops outside the company. It is concluded that the HFACS-MI framework on latent failures that contributes a lot is organizational influences and on active failures that contributes a lot is unsafe act, then the suggestions for corrective actions in each HFACS-MI category are on repairing latent and active failures with an emphasis on the category of organizational influences.