Presentation

Safety Resilience
as a new thinking in new normal era

Ade Kurdiman
OHS Practitioner

Source:Seminar
xxx Virtual K3 Universitas Sahid Jakarta – 20 July 2020
 ADE KURDIMAN, ST., M.KKK
• Master of Occupational Health & Safety in University of Indonesia (2015)
• OHS Professional in Mining since 1998 (22 years)

 Ketua Gugus Tugas P2 Covid-19, PT Harmoni Panca Utama

 Director, Lembaga Sertifikasi Profesi PT Harmoni Panca Utama

 Corporate HSE Manager, PT Harmoni Panca Utama

 General Secretary, Asosiasi Profesi Keselamatan Pertambangan Indonesia
UN-ILO. Geneve, Switzerland (2017)
 Technical Committee 13 – 06, Keselamatan & Kesehatan Kerja Tambang
 Assesor, Pengawas Operasional & NQF – K3 Pertambangan
 Auditor, Trainer, Writter, & Public Speaker in OHS related
Contact :
ade.kurdiman@hpu-mining.com, adevanka@yahoo.com
ade.kurdiman19 Ade Vanka OHS Ambassador 62 81320327280
AOTS. Tokyo, Japan (2015)
 “22 yr Journey of an OHS Professional”
2013
2019

2019
2011 2015

ade.kurdiman19

2008 Ade Vanka

2013 2013 OHS Ambassador

2003
2019
ade kurdiman
OHS Ambassador
1998 2015
2013

1995 2013
2020
 Guest Speaker & Lecture

Las Vegas, United States (2019)

The WORLD still VUCA !!
Level of Uncertainty
performance variability ….

... in this world, nothing can be said to be certain, except death and taxes.
Benjamin Franklin

Park, DY. 2018. IIHA Connect

 #INDONESIAberbudayaK3

“Disruption !”
Technology,
Accident &
Pandemic !
Adapt and Stay Healthy & Safe !

ade kurdiman
OHS Ambassador
 Largest Global Company
in 2008 vs 2018
2008 2018
Rank Company Founded USbn Rank Company Founded USbn

1 Petro China 1999 728 1 Apple 1976 890

2 Exxon 1870 492 2 Google 1998 768

3 General Electric 1892 358 3 Microsoft 1975 680

4 China Mobile 1997 344 4 Amazon 1994 592

5 ICBC (china) 1984 336 5 Facebook 2004 545

6 Gazprom (Russia) 1989 332 6 Tencent (China) 1998 526

7 Microsoft 1975 313 7 Backshire 1955 496

8 Royal Dutch Shell 1907 266 8 Alibaba (China) 1999 488

9 Sinopec (China) 2000 257 9 J&J 1886 380

10 AT & T 1885 238 10 JP Morgan 1871 375

Source: Bloomberg Google

Facts …

2.78 Mio Fatality

(Occp. Accidents & work-related disease, per-year)

https://www.ilo.org/global/topics/safety-and-health-at-work/lang--en/index.htm
Facts …

Abdul Hakim, ILO Indonesia, Jakarta, 2019

 Facts …

Fatality (per-day)
Morethan 2.000 fatality per-year*

200,000 ACCIDENT RELATED TO WORK IN INDONESIA 173,105

150,000 123,041
94,736 96,314 98,711 99,491 101,010 103,000 104,905 110,285 105,182
100,000 83,714

50,000

0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Source: Latief. Y & Armyn R, . 2019; BPJS Ketenagakerjaan, 2018 & 2019
3 Scenarios
World Economic Recovery
1. QUICK RECOVERY (OPTIMISTIC)
Intra-complex transmission contained;
economic impact mostly restricted to Q1
Q2
Apr - June

Source Scenario: COVID-19: Implications for business (McKinsey & Company)

2. BASE CASE (MODERATE)
Sustained intra-complex transmission;
global slowdown in 2020
Q3
Jul - Aug

Source Scenario: COVID-19: Implications for business (McKinsey & Company)

3. GLOBAL PANDEMIC & RECESSION (PESIMISTIC)
Transmission jumps, new complexes;
a recession in 2020
Q4
Oct - Dec

Source Scenario: COVID-19: Implications for business (McKinsey & Company)

Commodity
Prices
Gold, Oil & Coal
CRUDE OIL

Negative trend …

Highest Prices:
$55.63 July 2019

Lowest Prices:
-$40.24 July 2020

Sumber: CNBC Indonesia

Coal

Negative trend …

Highest Prices:
$74.25 Juli 2019

Lowest Prices:
$52.45Juli 2020

Sumber: CNBC Indonesia

GOLD

Positive trend …

Highest Prices:
$1.424 July 2020

Lowest Prices:
$1.774 July 2020

Sumber: CNBC Indonesia

Trend Exchange Rate

Rupiah
VS USD
TREND IDR vs USD YTD

IDR per USD

(July 2020):

Rp 14.450/USD

Sumber: Thomson Reuters

Implication of pandemic
COVID-19
into company business
 Pandemic Impact ??
still uncertainty ….

1 Uncertainty
of Revenue
4 Uncertainty
Of Profit &
Loss

2
3 Uncertainty
Of Cash Increasing cost
Flow due to Covid-29
protocol
OHS is one of Key Strategic

Resilience
Mode - ON
 Health & Safety
 Manpower
 CAPEX
 Cash Flow
 #INDONESIAberbudayaK3

We can do everything by staying :

“Healthy & Safe”

in the normal, the new normal
and /or the next normal era.

ade kurdiman
OHS Ambassador
Resilience as a New Safety Thinking
New Normal = New Safety Thinking:
“From Safety-I and Safety-II”

Safety-II:
Ability to succeed
under varying condition
Honnagel, E. 2009. Safety Culture, Safety Management, and Resilience Engineering. MinesParisTech. Norway
1 = Failure
in 10.000 events

9.999 = non-failure
in 10.000 events
Hollnagel E,. 2015. From Safety-I to Safety-II. A White Paper
Negative view  ‘SAFETY-I’?
Seberapa sering terjadi
‘gagal terbang’ ?
Seberapa sering terjadi
‘kebakaran reaktor’ ?
Seberapa sering terjadi
‘mal operasi’ ?
Seberapa sering ‘masuk jurang’ ?
Positive view  ‘Safety-II’?
Safe flight ....
Safe reactor ...
Patient safety ..
Safe Operation
Safety is … Safety is …

“No Failure” “Success or Safe Condition”

 at date 7th,
INCIDENT,
No-INCIDENT
• 6 days the day before,
or

• 29 days in month
 Attention is often focused primarily at the events that cause
immediate and direct harm, which comprise a relatively small
percentage of the vast number of health care delivery processes and
events.

Source: Eric Hollnagel 2012

 The combined and complementary principles of
Safety-I and Safety-II as they relate to theories of
resilience.

Source: Eric Hollnagel 2012

 Figure : Relation between event probability and ease of perception

Hollnagel E,. 2015. From Safety-I to Safety-II. A White Paper

 “From Safety-I To Safety-II”

Hollnagel E,. 2015. From Safety-I to Safety-II. A White Paper

Safety-I Safety-II
New Normal = New Safety Thinking
“From Past to New Era”

2010s : Resilience Engineering

Enhancing The Positive Capabilities of
People & Orgz to Adapt Under Varying
Circumstances
“From Safety-I To Safety-II”
 RESILIENCE – What is it ?
recover quickly robustness
rebound
bounce back
ability to spring back
RESILIENCE = BOUNCE BACK
ROBUSTNESS + RECOVER QUICKLY
ABILITY TO SPRING BACK
SURVIVAL
Resilience (Ketahanan)
Numerous definitions of
resilience exist within different research
traditions, disciplines, and fields such as
sociology, psychology,
medicine, engineering,
economics, ecology, political
science …
the ability of an entity, individuals,
community, or system to return to normal
condition or functioning after the occurrence
of an event that disturbs its state.

Wiig S. & Fahlbruch B., 2019

 Resilience (Ketahanan)
Psychologhy
The capacity to withstand traumatic situation and the ability to
use a trauma a the start of something new (Tisseron, 2007).

Business
The ability dynamically to reinvent business models and
strategies as circumstances change (Hamel and Valikangas , 2003).

Material
The ability of materials to withstands with severe conditions
(McAslan, 2010)
 Resilience (Ketahanan)
Presidential Policy Directive 21 (PPD-21), (2013)
defines resilience as “the ability to prepare for and
adapt to changing conditions and withstand and
recover rapidly from disruptions. Resilience includes
the ability to withstand and recover from deliberate
attacks, accidents, or naturally occurring threats or
incidents”.
 Resilience (Ketahanan)

In a general sense, resilience has been used as a metaphor that seeks to describe
how systems absorb threats and maintain their inherent structure and
behaviour.

More specifically, resilience is used as a

global state of preparedness, where
targeted systems can absorb unexpected
and potentially high consequence shocks
and stresses
(Larkin et al., 2015)
 Domains of Resilience
the Organizational domain – addressing the need for enterprises to
respond to a rapid changing business environment;

the Social domain – addressing capabilities of individuals, groups,

community and environment to cope with external stress;

the Economic domain – addressing the inherent ability and adaptive

response that enable firms and regions to avoid maximum potential loss; and

the Engineering domain – which is mainly adopted within in the

safety science as the intrinsic ability of a system to adjust its functionality in the
presence of disturbance and unpredicted changes.

Wiig S. & Fahlbruch B., 2019

 Resilience Principle
Hollnagel, E. 2012

ability to

RESPON
ability to

MONITOR
ability to

LEARN
ability to

ANTICIPATE
Resilience as a Organization Culture
 Road to Safety Resilience

“People & System”

Four Abilities: Respon-Monitor-Learn-Anticipate

Respon
Monitor
Learn
Anticipate

Source: Eric Hollnagel, 2013

 Practical & Academic
Review
Case Study at PT Harmoni Panca Utama

“Safety Culture
Resilience Based Principle”
 #INDONESIAberbudayaK3

Safety Culture ...

“an organizational atmosphere
where safety and health is
understood and to be, and is
accepted as, a high priority”
Ardern (2012)

ade kurdiman
OHS Ambassador
 Safety Culture Maturity Assessment

Gen-C Index Limit : 3,6 (90%)

Excellent
Respon + Monitor
+ Learn + Anticipate
Generative
HPU
81.3%
Respon + Monitor (3.25)
+ Learn
Proactive 4

Respon + Monitor
HPMU
76.5 %
Observative
3 (3.06)
Respon
Reactive 2
Poor

1
Agt’14 Sep’15 Sep’16 Mar’17 Oct’18

Nov’19 Time
Safety Culture Maturity Assessment

Grafik Pencapaian Gen-C (%) By Site, 2019

84.1%
100

90 85.0 84.3
80.3 78.0 77.2
80 75.7 74.4
70

60
78.1% 85.0%
50

40

30

20 80.4%
10

0
MGA DMI KMO SBA OBI KDA AMO

Periode Pengukuran : 21 – 26 November 2019

72.2% 81.6%
Total Sampling : 1.211 orang (27.8% dari 4.351 orang)
- HPU : 620 orang (26% dari 2.384 orang)
- HPMU : 591 orang (30% dari 1.967)
 Research (1): PEOPLE, WORKPLACE & ORGANISATION
Contributing Factors in Safety Culture
Literature :

• Each main factors have dynamic interaction

each other (Akselsson et al., 2009).

Source : Ade Kurdiman, Thesis, 2017 Figure 6.1: Analisa Faktor Pembentuk Utama
Research (2): all main factors have correlation
& instrument tools valid & reliable using Statistic Test.
• Safety culture model & Maturity Level (Lampiran 1)
• Safety culture assessment tool (Lampiran 2)
Tabel : Minimum Sampling Data (Slovin)

HO PDU DMI TOTAL

NO RESPONDEN Reliability Test :
Populasi Sample Populasi Sample Populasi Sample Populasi Sample

1 BOD 5 3 5 3

2 GM/DGM 6 4 6 4

3 Manager/DM 15 10 15 10

4 PM/DPM 1 1 2 1 3 2

5 Superintendant 16 13 6 4 8 4 30 21
Alpha > 0,7 (reliable)
6 Supervisor 27 21 22 13 27 13 76 48 Uji Validitas :
7 Foreman 25 20 35 21 66 33 126 74

8 Operator/Mekanik/Non-Staf 3 1 206 86 301 150 510 237 “r” hitung > “r” kritis
97 72 270 124 404 201 771 397 • (29 Pertanyaan Valid)

Responden :
• Blok Kuning : Manajemen
• Blok Hijau : Pengawas (Supervisor)
• Blok Biru : Operator/Mekanik/Non-staff
 Research (2): all subfactors have correlation
Indicators of SC using Principal Component Analysis (PCA)

KMO-Barlett Test

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of 0,815
Sampling Adequacy.
Bartlett's Test of Approx. Chi-Square 2.359,681
Sphericity

df 406,000
Sig. ,000

Learn : All sub factor indicators of

safety culture have correllation
value each others.
 Injury Frequency Rate, Ytd Dec-19

Started development of
Safety Culture, yr 2013

UCL < 20
 Property Damage Freq. Rate , Ytd Dec-19

Started development of
UCL < 20 Safety Culture, yr 2013
 Ref. Patrick Foster & Stuart Haulth,
2.a Penalaahan Awal (Hal. 338) Articel Minerals ISSN 2075-163X,
UK, 2013, P.64

Focus

Materi Pertemuan Direksi Perusahaan Pertambangan Minerba, 12 November 2019

What next ..?

Q&A
Contact :

Ade Kurdiman, ST., M.KKK

adevanka@yahoo.com

+62 813 2032 7280

Ade Vanka

telegram.me/AD_SSQ

ade.kurdiman19

OHS Ambassador