STRENGTHENING SAFETY CULTURE TIPPING POINT PROGRAMS AND SAFETY LEADERSHIP IN CONCENTRATING DIVISION PT SRT

• Main Author: KARYONO PUTRO (NIM: 29107128), EDI
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/12031
• Institution: Institut Teknologi Bandung

Concentrating Division, PT SRT is one of the core operational divisions that has main function to produce the copper and gold concentrate from mined ore (containing approximately 1.0% copper) by separating the valuable metallic minerals from the surrounding gangue (waste rock). Employing 1800 permanent employees and contractors with multi ethnics/cultures, multi educational background, multi-safety experience and multi-languages will be tremendous challenge in Safety & Health management system. With the increased number of new comers to division both permanently or short term and the increased number of plant/equipment installation, the division experienced higher 2008 reportable rate of 163% increase from calendar year 2007 and become the worst reportable personal incident rate in 5 consecutive years. The safety culture and safety leadership of the division descended and strengthening the culture requires robust strategies to achieve a golden age of safety performance.<p>Safety culture is derived from combination of 1) strong safety & health training to improve mishaps in employees' knowledge and skills. 2) Continuous positive and negative reinforcement to modify attitude and behaviours, and 3) maintenance of effective two way communication top to bottom (Priyambodo & Lee, 2006, 1). The overall success of managing the safety management system relies on strong and committed leadership. Proper strategies are required to carefully establish to restore and strengthen the safety culture and safety leadership to achieve positive organizational culture in the division.<p>This final project set up business strategies to reframe and refurbish the division safety performance to maintain sustainability of the operation. SWOT matrix is utilized to enable analysis of business environment internal and external factors. Safety leadership and no strict monitoring over tipping point safety programs with active management involvement that led to decelerate the behaviour modification are main factors contributing to the declining safety culture in 2008. The identified factors in the SWOT matrix are, in turn, used to develop alternative business strategies using TOWS matrix, an analysis to set up necessary adjustments of internal with external factors to provide full benefits.<p>Business solution strategies are to implement in two categories of short term plan which will take three to twelve months to complete and of long term which will take between more than twelve months to finish. Strategies like safety leadership workshop for senior staff, home-made safety video, inclusion of safety accountability in quarterly leadership training, review of major risks and emergency preparedness mock drill, and integration of safety commitment into contract agreement are short term plans. Safety leadership course/training and home-made safety video are required to occur immediately to manage commitment, accountability, and shop floor behaviour modification. Web-based safety program monitoring system is deemed long term plan covering varieties of safety items and to assure its user friendliness and its reliability. To be successful in implementing the designed strategies and later on maintaining the developed systems requires strong integrity and accountability of management levels, continuous communication and participation from all employees. Management and employees' continual review and feedback on the safety culture tipping point programs and safety leadership will enable Concentrating Division sustain its strategy of continuous improvement in its operation. <br />