Industri pertambangan memiliki karakteristik profil risiko tinggi yang membutuhkan manajemen risiko proaktif. Penelitian ini bertujuan untuk menganalisis implementasi manajemen risiko pada kegiatan operasional penambangan di PT X Jobsite Y tahun 2026 berdasarkan Sistem Manajemen Keselamatan Pertambangan (SMKP) dan ISO 31000:2018. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan pengumpulan data melalui triangulasi wawancara mendalam, observasi lapangan, dan telaah dokumen. Hasil penelitian menunjukkan bahwa implementasi manajemen risiko di PT X Jobsite Y secara struktural telah berjalan dengan dukungan dokumen SOP yang lengkap. Namun, tingkat kematangan sistem cenderung berada pada kategori reaktif dan memicu "paradoks kepatuhan SMKP", di mana kelengkapan administratif belum menjamin efektivitas substantif di lapangan. Pada aspek komunikasi, Pembicaraan 5 Menit (P5M) terlaksana konsisten sebagai komunikasi satu arah, tetapi konsultasi dua arah yang partisipatif masih lemah. Penetapan konteks risiko dominan berfokus pada aspek teknis operasional, sementara faktor sistemik dan sosial (seperti beban kerja dan kompetensi) terabaikan, dipengaruhi oleh minimnya pengawas berpengalaman di atas lima tahun. Selain itu, meskipun identifikasi bahaya empiris di lapangan tergolong kuat, formalisasi ke dalam dokumen IBPR dan Job Safety Analysis (JSA) masih lemah serta tidak konsisten menggunakan matriks penilaian formal. Kesimpulan dari penelitian ini menegaskan perlunya transformasi manajemen risiko dari reaktif menjadi proaktif. Perusahaan disarankan untuk memperkuat mekanisme konsultasi partisipatif, meningkatkan akurasi pengisian instrumen K3 secara kuantitatif, serta memberikan pelatihan terstruktur bagi pengawas mengenai identifikasi faktor risiko sistemik guna membangun budaya keselamatan yang berkelanjutan.

The mining industry inherently possesses a high-risk profile that requires proactive risk management. This study aims to analyze the implementation of risk management in mining operational activities at PT X Jobsite Y in 2026 based on the Mining Safety Management System (SMKP) and ISO 31000:2018. This research utilizes a descriptive qualitative approach, with data collected through the triangulation of in-depth interviews, field observations, and document reviews. The results indicate that risk management implementation at PT X Jobsite Y has structurally advanced, supported by a comprehensive set of SOP documents. However, the system's maturity level tends to be reactive, triggering a "compliance paradox of SMKP," where administrative completeness does not necessarily guarantee substantive effectiveness on the ground. In terms of communication, the 5-Minute Safety Talk (P5M) is consistently implemented as an effective one-way communication tool, but participatory two-way consultation remains weak. The determination of risk context dominantly focuses on operational technical aspects, while systemic and social factors (such as workload and competency) are neglected, influenced by the scarcity of supervisors with more than five years of tenure. Furthermore, while empirical hazard identification in the field is robust, its formalization into Hazard Identification, Risk Assessment, and Risk Control (IBPR) and Job Safety Analysis (JSA) documents remains weak and inconsistent with formal assessment matrices. The conclusion of this study emphasizes the necessity of transforming risk management from reactive to proactive. The company is recommended to strengthen participatory consultation mechanisms, improve the accuracy of quantitative OHS instrument completion, and provide structured training for supervisors on systemic risk factor identification to build a sustainable safety culture.

Posisi geografis Indonesia pada jalur Cincin Api Pasifik menimbulkan risiko bencana alam tinggi bagi sektor pertambangan batubara yang beroperasi di wilayah rawan. Sektor pertambangan batubara belum memiliki instrumen penilaian komprehensif untuk mengevaluasi Emergency Management Capability (EMC) yang terintegrasi dengan Sistem Manajemen Keselamatan Pertambangan (SMKP). Penelitian ini bertujuan mengembangkan instrumen EMC guna mengukur kesiapsiagaan organisasi terhadap potensi kondisi darurat seperti ledakan, longsor, dan banjir. Melalui desain mixed methods dengan pendekatan explanatory sequential, pengembangan instrumen ini merujuk pada Keputusan Direktur Jenderal Mineral dan Batubara Kementerian Energi dan Sumber Daya Mineral No. 185 (2019) dan No. 10 (2023), serta International Organization for Standardization (ISO) 22320:2018. Hasil penelitian menunjukkan bahwa EMC terdiri dari lima variabel, yaitu identifikasi dan penilaian potensi keadaan darurat, pencegahan, kesiapsiagaan, respons, dan pemulihan keadaan darurat. Instrumen terbukti valid dan reliabel. Pembobotan berbasis Confirmatory Factor Analysis (CFA) menunjukkan kesiapsiagaan keadaan darurat sebagai dimensi dominan (35%). Penelitian ini juga menghasilkan klasifikasi tingkat kapabilitas EMC ke dalam lima level, yaitu dasar, reaktif, terencana, proaktif, dan adaptif atau resilient. Selain itu, hasil pengukuran EMC dapat diintegrasikan ke dalam audit SMKP Minerba. Instrumen AJENG diharapkan dapat digunakan sebagai alat evaluasi untuk memetakan kesiapan organisasi, memperkuat mitigasi, dan meningkatkan pengelolaan kedaruratan pada pertambangan batubara.

Indonesia’s location along the Pacific Ring of Fire exposes coal mining operations to significant disaster risks. However, the sector lacks a comprehensive instrument for assessing Emergency Management Capability (EMC) that is integrated with the Mining Safety Management System (SMKP). This study aimed to develop an EMC assessment instrument to measure organizational preparedness for potential emergencies, including explosions, landslides, and flooding. A mixed-methods study using an explanatory sequential design was conducted. Instrument development was guided by the Decree of the Director General of Mineral and Coal No. 185 of 2019, No. 10 of 2023, and ISO 22320:2018. The results identified five EMC dimensions: emergency identification and risk assessment, prevention, preparedness, response, and recovery. The AJENG instrument demonstrated satisfactory validity and reliability. Confirmatory Factor Analysis (CFA) indicated that preparedness was the most influential dimension, accounting for 35% of the overall construct. The study also established five EMC capability levels: Basic, Reactive, Planned, Proactive, and Adaptive (Resilient). Furthermore, EMC assessment results can be integrated into the SMKP audit framework. The AJENG instrument is expected to support organizational preparedness assessment, strengthen risk mitigation, and enhance emergency management performance in the coal mining sector.