Safety Maturity Level Evaluation Report
Hisnaniah1, Arpan Panjaitan2,
Dawud Firdaus3, Jonter Tamba4
PT Bina Sarana Sukses Jobsite AGM
hisnaniah.skm@gmail.com
|
Keywords |
Abstract |
|
Evaluation, Safety, Maturity Level |
Integrated Mining
Safety Management in the mining services business sector, PT Bina Sarana
Sukses site PT Antang Gunung Merarus measures the Maturity Level of
Integrated SMK3 Implementation based on the K3 cultural approach. The aim of
this research is to evaluate the condition of safety culture maturity to
improve work safety practices in the operational environment. In carrying out
this mining engineering study using a combination of qualitative and
quantitative methods. Where the qualitative method for collecting data is
through observation and interviews. Meanwhile, the quantitative method for
collecting data is through questionnaires to process the data and then
determine the results of the research carried out. This technical study
approach uses statistical analysis with an explanatory approach. Taking this
assessment and audit using Simple Random Sampling is the simplest form of
sampling. The number of samples used was 301 samples. The Risk Maturity Model
Enterprise Risk Management (ERM) framework and design used above refers to
the risk management framework based on ISO 31000:2018, the main model used at
PT Bina Sarana Sukses site PT Antang Gunung Meratus for the initial step of
identification and preparation for stage one. Achievement of International
Standard Organization 31000:2018 as one of the stages of PT Bina Sarana
Sukses's ISO Internal Audit plan in 2024. Based on the results of the
questionnaire analysis, it can be concluded that the highest percentage of achievement
for safety maturity culture indicators and parameters at PT Bina Sarana
Sukses site PT Antang Gunung Meratus is 26% at the level of proactive safety
awareness. |
Corresponding
Author: Hisnaniah
Email: hisnaniah.skm@gmail.com
INTRODUCTION
Occupational
safety and health (K3) is an effort to create a safe, comfortable working
atmosphere, and the ultimate goal is to create the highest possible
productivity (Siregar, Ahmad, Tanjung, & Tanjung, 2022) . K3 is
absolutely necessary to implement in every type of work field without
exception. Implementation of K3 can reduce work accidents so that it can
increase work efficiency and productivity. Companies consider K3 as an
important aspect to protect workers and companies from losses (Darmayanti, 2018) .
The company's
obligation to fulfill rules/standards in accordance with the K3 sector in the
integrated mining safety management system. Business requirements to obtain
audit certificates, licenses and compliance with regulations, rules and other
requirements. A company will get a good title if it implements an integrated
management system and has been certified by an Independent Audit Board or an
auditor who has been appointed by the highest management in the company so that
the company's image can improve and it is easy to participate in tenders. If
requests or demands for these obligations are not fulfilled, work accidents
will often occur due to the weak commitment of top management in protecting
worker safety. Based on the description of these conditions, it is necessary to
carry out an analysis and assessment of the integrated management system so
that plans and corrective actions can be found to reduce the level of work accidents
in the workplace and so that similar incidents do not occur repeatedly (Ridasta, 2020) .
In
implementing an integrated Mining Safety Management System in the mining
services business sector, PT Bina Sarana Sukses site PT Antang Gunung Merarus
measures the Maturity Level of Integrated SMK3 Implementation based on the K3
cultural approach. This is the first step in identifying and fulfilling the
Decree of the Director General of Mineral and Coal number 10.K/MB.01/DJB.T/2023
dated 22 June 2023 concerning Assessment of the Level of Achievement of Mining
Safety Performance to create a safe and healthy work environment and protect
workers from work-related accidents and diseases. The K3 culture model is used
to assess the level of fulfillment and effectiveness of the management
system-based implementation of mining safety. The model developed combines the
Hudson, Anglo American and Mineral Industry Risk Management (MIRM) Maturity
Models called the UK Coal Journey Model (FOURTH & TWENTITH, 2019) . The safety
maturity model with the UK Coal Journey Model explains the maturity level of K3
implementation divided into five stages, namely Vulnerable, Reactive,
Compliant, Proactive and Resilient.
The concept
of this safety maturity model is in accordance with the development of a safety
culture in the mining services business sector (Hermawan & SUDIARNO, 2019) . It is hoped
that this concept can help to achieve overall improvement in changes and steps
in the safety program and assumes that behavioral and cultural problems can be
addressed as early as possible in improving the basic K3 of employees. The
concept of safety culture maturity is new and therefore it is important to
explore its potential uses for safety improvement. The Safety Maturity Model
concept is useful because it allows organizations to determine the current
maturity level and the actions required to reach the next level (Kurniawan & Sarno, 2016) .
The term
safety culture first appeared in a report prepared by the International Atomic
Energy Agency (IAEA) following the nuclear accident known as the Chernobyl
disaster in 1986 (Aziz & Djunaidi, 2022) . A public
inquiry report argued that poor safety culture was the cause of the accident (Sulistyo, Irwanti, & Lestari, nd) . Safety is a
vital aspect in all industrial sectors because it concerns human welfare and
life. Safety has become a social and moral responsibility. The welfare and
lives of employees as well as social and moral responsibility are not the only
reasons for various organizations to consider safety (Azis, 2022).
According to (Sari & Nadjib, 2019) risk maturity
can be a very appropriate method for evaluating risk management practices. Risk
maturity is a tool for developing a risk maturity model framework which begins
by identifying the parameters of risk maturity (PRADITYA, 2021) . Risk
maturity can help an organization determine its maturity level and describe its
organization's position in implementing risk management (SILALAHI, 2017) . also added
that in implementing risk maturity you should not only focus on designing the
risk maturity model, but also on measuring the risk maturity level and
evaluating the implementation of risk management. By carrying out evaluations,
it is hoped that the company will make improvements until it reaches a higher
risk maturity level (PRADITYA, 2021) . This is
because measuring risk maturity level can help companies identify components in
their risk management that need improvement.
In measuring
risk maturity, the model used is the ISO 31000:2009 approach and only focuses
on the risk management process. The use of ISO 31000 to design risk maturity
models is suitable to be implemented because the number of organizations in
Indonesia that use the ISO 31000 standard always ranks highest compared to
other standards and even continues to increase from year to year (Fitriyan & Syairudin, 2016) . However,
currently ISO has revised and updated ISO 31000:2009 to become ISO 31000:2018 (Burhan & SE, 2023) . So the use
of ISO 31000:2009 designed by (PRADITYA, 2021) is no longer
relevant at this time. However, until now ISO 31000:2018 is still not equipped
with a risk maturity model and in previous studies the risk maturity model was
designed with ISO 31000:2018 as the main model.
In connection
with the issuance and socialization of Decree of the Director General of
Mineral and Coal Number 10.K/MB.01/DJB.T/2023 dated 22 June 2023 concerning
Technical Instructions for Assessment of the Level of Achievement of Mining
Safety Performance, all mining companies are required to socialize and
internalize the assessment safety maturity level in each company. This
assessment is the result of assessing the level of performance achievement as
one of the bases for preparing a mining safety work program for 2024 and
subsequent years (Muhammad, Sylvia, Fitriani, & Nurhaedah, 2022) .
The
Directorate General of Mineral and Coal of the Ministry of Energy and Mineral
Resources also held the opening of the Meeting of Directors of Mining Companies
for the Provinces of South Kalimantan, West Kalimantan and North Kalimantan
which took place in the Ballroom of the Harper Hotel, Banjarmasin. This
activity was attended by the Director of Mineral and Coal Engineering and
Environment/Chief Inspector of Mines, Plt. Head of the North Kalimantan
Province ESDM Service, South Kalimantan Province ESDM Service Representative,
Mineral and Coal Mining Safety Coordinator, Mining Inspector Coordinator for
the Provinces of South Kalimantan, West Kalimantan and North Kalimantan, Coal
Mining Safety Sub-Coordinator, Mine Inspector, Directors and Head of Mining
Engineering (KTT ) mining companies in the provinces of South Kalimantan, West
Kalimantan and North Kalimantan. Also at this meeting, every mining company,
especially the Provinces of South Kalimantan, West Kalimantan and North
Kalimantan, will carry out and provide Safety Maturity Level Audit guidelines (Sumiarto, 2021) . This program
is important because it provides clear guidance on how companies can improve
work safety practices. By having a clearer picture of where work safety is at,
companies can identify weaknesses and opportunities to improve the
effectiveness of their work safety programs. This also helps to measure the
results of efforts that have been made to improve work safety (Isliko, Budiharti, & Adriantantri, 2022) .
According to
researchers, safety can be improved through effective control of factors that
influence safety (Mohammadi, Tavakolan, & Khosravi, 2018). Safety
controls consist of three main components: physical controls, human controls,
and organizational controls. Physical controls include a safe physical design
and environment, human controls involve individual behavior and awareness of
safety, and organizational controls include the policies, procedures, and
organizational culture that support safety.
The aim of
this mining technical study is to measure the maturity safety culture at PT
Bina Sarana Sukses job site PT Antang Gunung Meratus, namely to evaluate the
condition of maturity safety culture to improve work safety practices in the
operational environment. This mining technical study uses several variables
including: Safety Maturity Level indicators and parameters; psychological
aspects, behavioral aspects, and situational aspects; and Enterprise Risk
Management (ERM) based on ISO 31000: 2018. This mining technical study only
measures and analyzes based on 3 variables separately and does not analyze the
relationship between these variables. This is because this mining technical
study is the first step to set a strategy to fulfill the initial steps of
identification and preparation for stage one in achieving the International
Standard Organization 31000:2018 as one of the stages of PT Bina Sarana
Sukses's ISO Internal Audit plan in 2024. Apart from that , this technical
study is one of the fulfillments of the Decree of the Director General of
Mineral and Coal number 10.K/MB.01/DJB.T/2023 dated 22 June 2023 to assess the
level of achievement of mining safety performance in mining companies and
fulfill the annual Minerba SMKP Audit 2023 Element 2. Planning and fulfilling regulations
from Minister of Energy and Mineral Resources Decree 1827 K/30/MEM/2018
concerning Guidelines for Implementing Good Mining Engineering Principles.
RESEARCH
METHODS
In carrying out this mining engineering study
using a combination of qualitative and quantitative methods. Where the
qualitative method is for collecting data through observation and interviews to
understand the phenomena experienced by research subjects by means of
descriptions in the form of level assessments based on a scale of 1 to 5.
Meanwhile, the quantitative method is for collecting data through
questionnaires to process the data and then determine the results. research
conducted. This technical study approach uses statistical analysis with an
explanatory approach. The statistical methods used include sampling and
analytical hierarchy process weighting. Taking this assessment and audit using
Simple Random Sampling is the simplest form of sampling. Simple random samples
can be used if a population is homogeneous (has the same population
characteristics ). The number of samples used was 301 samples.
RESULTS
AND DISCUSSION
After carrying out the data collection process
using a questionnaire with a total of 35 items regarding the application of the
safety culture maturity model which was distributed to 301 respondents with
appropriate and determined inclusion criteria, namely based on 4 indicators and
the desired parameters, the results were obtained as follows. following.
Table 1.
Results of Analysis of Respondents' Questionnaire Answers to
Safety
Maturity Model Culture Indicators and Parameters
|
No |
Safety
Maturity Model Culture Indicators / Parameters |
% |
Scale |
|
1 |
Mining Worker Participation |
25% |
4.2 |
|
2 |
Responsibilities of Work Unit Leaders |
25% |
4.1 |
|
3 |
Analysis and Statistics of Accidents,
Occupational Diseases, Occurrence Due to Occupational Diseases, and
Occurrences |
24% |
4.1 |
|
4 |
Control Efforts Taken |
26% |
4.2 |
|
Average |
4.2 |
||
Figure 1. Analysis of Cultural Indicators and
Parameters
Safety Maturity Model
Based on the
table and image above, for the results of the analysis of the questionnaire
answers given by respondents regarding the indicators and parameters of the
safety maturity culture culture code above, the results obtained from 301
respondents were that the highest percentage of achievement was 26% on the
safety maturity culture indicators and parameters, the level was on a scale of
4.2 (Proactive). The Safety Maturity Culture Indicators/Parameters of the model
help to increase the final score in the application of point 1. Participation
of Mining Workers and point 4. Control Efforts carried out by the company in
improving the safety maturity model culture at PT Bina Sarana Sukses site PT
Antang Gunung Meratus . The lowest percentage achievement results are in the
safety maturity model cultural indicators and parameters which are on a scale
of 4.1 (Proactive) with the achievement percentage being 24%, especially for
indicators and parameters for implementing analysis and statistics on
accidents, work-related illnesses, incidents due to labor illnesses. work, and
incidents at PT Bina Sarana Sukses site PT Antang Gunung Meratus.
Overall, in
the implementation and implementation of the safety maturity model at the PT
Bina Sarana Sukses site, PT Antang Gunung Meratus, it is proven by the
implementation of control efforts for existing safety problems found in the
work place or area, resolved proactively based on the awareness and commitment
of PT Bina Sarana Sukses employees. PT Antang Gunung Meratus site. At this
stage, employees of PT Bina Sarana Sukses at the PT Antang Gunung Meratus site
are aware and are taking proactive steps on their own initiative to control
mining safety risks based on governance, mining occupational health management,
mining work environment management, engineering and process design management,
asset management. mining safety, worker reliability management in mining safety
management, change management, emergency management, mining service company
management, as well as document management and mining safety records they carry
out. This is to support a safety culture in the work area by doing
In addition,
the safety culture maturity model at the PT Bina Sarana Sukses site PT Antang
Gunung Meratus consists of objects and abilities of employees and management
who are able to evaluate periodically and continuously improve corrective
actions with employee commitment (PT Bina Sarana Sukses Safety Pledge), joint
commitment by the management of PT Bina Sarana Sukses site PT AGM in 2023, commitment
of top management of PT Bina Sarana, implementation of performance evaluations
every month through the PT Bina Sarana Sukses dashboard (Report Key Performance
Index (KPI), Daily Work Instructions (IKH) which influence the mining planning
and implementation methods, evaluation of financial controls and engineering
techniques to improve and develop existing resources and delivered according to
a mutually agreed monitoring and evaluation schedule, as well as conducting
safety training for all employees safety culture maturity model used as a tool
for organizational development. The maturity measurement instrument model used
also allows assessing the company's current situation as well as identifying
logical development needs for long-term planning (Juliansyah, 2017) .
The
analytical method used for development to evaluate the application of the
safety culture maturity model for the level of safety culture maturity is not
limited to certain domains such as indicators and parameters of the safety
culture maturity model (AKBAR, nd) . However,
this assessment tool was also developed for the results of analysis of aspects
that influence determining the safety maturity level at the PT Bina Sarana
Sukses site PT Antang Gunung Meratus as a pioneer in implementing the Internal
Audit Safety Maturity Model for other job sites. This is one of the evaluation
tools for corrective action regarding non-compliance with the implementation of
safety culture in the work area. As for the results of the data collection
process for the questionnaire that was distributed to respondents with
inclusion criteria based on aspects that influence the safety maturity level,
the following results were obtained.
Table 2 Results of Analysis of Respondents'
Questionnaire Answers on Influential Aspects
|
No |
Influential Aspects |
% |
Scale |
|
1 |
Psychological Aspects |
34% |
4.2 |
|
2 |
Behavioral Aspects |
33% |
4.1 |
|
3 |
Situational Aspect |
33% |
4.1 |
|
Average |
4.1 |
||
Figure 2 Analysis of Safety Maturity Level based
on influential aspects
Based on the
data obtained in the table and image above for the questionnaire given by
respondents regarding aspects that influence the safety maturity level at the
PT Bina Sarana Sukses site PT Antang Gunung Meratus, the indicators obtained
from 301 respondents are the highest percentage of achievement in the aspects
that influence it, namely 34% in the aspects The psychological and cultural
safety maturity level is on a scale of 4.1 (Proactive), especially for the
application of the values, attitudes and perceptions of each individual in the
organization in viewing K3 matters in the organization at PT Bina Sarana Sukses
site PT Antang Gunung Meratus. The results of the percentage of achievement in
behavioral and situational aspects are at 33%. The safety maturity level
culture is on a scale of 4.1 (Proactive) with the application and
implementation of human actions and behavior related to human commitment, both
management and employees in managing K3; and system changes implemented by
regulations such as policies, procedures, posters, organizational structure
slogans, and management systems at the PT Bina Sarana Sukses site of PT Antang
Gunung Meratus can be said to be good. This illustrates that the maturity level
of risk management, especially in managing K3 and system changes in situations
has been implemented, risk management has been included in the category of
having been developed and the level of risk management maturity is good (Ikasari, Santoso, Astuti, Septifani, & Armanda,
2021 ) .
In
implementing and implementing an organizational risk management framework or
Enterprise Risk Management (ERM) in risk awareness based on ISO 31000: 2018
Risk Management–Principles and Guidelines, organizations need to be accompanied
by administrative compliance, communication, coordination and supervision and
improvement both internally and top-up. management. This is done so that the
organization is able to achieve organizational goals from the company's vision
and mission in the maturity of implementing safety culture at the PT Bina
Sarana Sukses site PT Antang Gunung Meratus. Therefore, it is necessary to
calculate the maturity level of ERM implementation. Organizations need to have
sufficient knowledge of this in order to know the maturity level of implementing
organizational risk management and be able to continuously improve ERM in the
organization (Dipraja, Fuadi, & Rachman, 2021) .
Conceptually,
this risk management maturity level model is similar to that issued by the Risk
and Insurance Management Society (RIMS), but differs in levels and terms. RIMS
adds level zero, namely nonexistent, with levels 1 to 5 having the terms ad
hoc, initial, repeatable, managed, and leadership. RIMS issued a Risk Maturity
Model (RMM) which can facilitate measuring the level of ERM maturity through
planning, communication, as well as monitoring and control guidelines. This RMM
equips ERM practitioners by combining the best elements of important models and
standards. This model can be applied to all industries and various types of
risk, and measures how well risk management is implemented and how deep it is
in the organization. The maturity level is determined in each attribute and the
maturity of ERM implementation is determined from the weakest link. The results
of the data collection process based on the observation and brainstorming
method with PT Bina Sarana Sukses Internal Audit to measure the maturity level
of safety culture using Enterprise Risk Management (ERM) attributes based on
ISO 31000: 2018 obtained the following results.
Table 3 Enterprise Risk Management (ERM) based on ISO 31000: 2018
|
NO |
CATEGORY |
SCALE |
|
1 |
Leadership
and Commitment (ISO 31000:2018) (Bhosale et al., 2017) |
3.0 |
|
a |
Risk management policy |
2.0 |
|
b |
Resource allocation |
3.0 |
|
c |
Risk management communication |
4.0 |
|
d |
Organizational structure support |
3.0 |
|
e |
Stakeholder management |
3.0 |
|
f |
Risk management integration |
3.0 |
|
2 |
Design (ISO
31000:2018) |
2.7 |
|
a |
Understanding the organizational context |
2.0 |
|
b |
Determination of roles, authority and
responsibilities |
3.0 |
|
c |
Resource |
3.0 |
|
3 |
Implementation
(ISO 31000:2018) |
3.5 |
|
a |
Communication and consultation |
3.0 |
|
b |
Scope, context and criteria |
3.0 |
|
c |
Risk assessment |
4.0 |
|
d |
Risk treatment |
4.0 |
|
e |
Monitoring and reviewing |
4.0 |
|
f |
Recording and reporting |
3.0 |
|
4 |
Evaluation
(ISO 31000:2018) |
3.0 |
|
a |
Risk management performance measurement |
3.0 |
|
b |
Achievement of organizational goals |
3.0 |
|
|
Average |
3.0 |
|
5 |
Improvement
(ISO 31000:2018) (RIMS, 2008) |
3.3 |
|
a |
Adapt to change |
3.0 |
|
b |
Continuous improvement |
4.0 |
|
c |
Resilience and sustainable business |
3.0 |
|
Total average |
3.1 |
|
The design of
the risk maturity model for Enterprise Risk Management (ERM) based on ISO
31000: 2018 at PT Bina Sarana Sukses site PT Antang Gunung Meratus which was
produced in the table above which has been validated by the SHE Department
together with the Internal Audit Team, obtained the average safety maturity
culture results at scale 3.1 (Calculative/compliant). The results of
observations of the ISO 31000:2018 Enterprise Risk Management model in 5
categories showed that the highest results were in category 4. Implementation
with a safety maturity culture average was on a scale of 4 (Proactive). In
category 4. Implementation, there is the highest sub-category, namely in
sub-category 3. Risk assessment, sub-category 4. Risk treatment and
sub-category 5. Monitoring and review, namely the average safety maturity
culture results are on a scale of 4.0 ( Proactive). Apart from that, the
results of observing this model obtained the lowest results in category 3.
Design with an average level of safety maturity culture on a scale of 2.7 (
Calculative/compliant). In category 3, Design, there is a sub-category that
makes the score low, namely in sub-category 1. Understanding the organizational
context, namely the results of the safety maturity culture culture, the average
level is on a scale of 2.0 ( Reactive).
The Risk
Maturity Model Enterprise Risk Management (ERM) framework and design used above
refers to the risk management framework based on ISO 31000:2018, the main model
used at PT Bina Sarana Sukses site PT Antang Gunung Meratus for the initial
step of identification and preparation for stage one. achieving International
Standard Organization 31000:2018 as one of the stages of PT Bina Sarana
Sukses's ISO Internal Audit plan in 2024. The attributes used also come from
the definition of each part of the framework in ISO 31000:2018 and are
complemented by other attributes obtained from several literature and previous
research regarding the design of risk maturity models. The opportunity for this
mining engineering study to design the first risk maturity model is to use the
ISO 31000 approach as the main model or reference in designing the risk
maturity model, which is the reason why this mining technical study uses ISO
31000:2018 as the main model. This mining technical study opportunity is used
as a continuous improvement stage which is actually already contained in ISO
9001:2018, ISO 14001:2018, ISO 45001:2018 and ISO 37001:2016.
CONCLUSION
Based on the results of the questionnaire analysis, it can be concluded
that the highest percentage of achievement for safety maturity culture
indicators and parameters at PT Bina Sarana Sukses site PT Antang Gunung
Meratus is 26% at the level of proactive safety awareness. In addition, the
mining management system at the company began to involve workers in the
improvisational stage of K3 management, changing the top management approach to
two-way communication. The risk maturity model for Enterprise Risk Management
(ERM) designed using ISO 31000:2018 obtained an average safety culture maturity
level of 3.1 (Calculative/comply). However, understanding of K3 is still
limited to the management sector and there are differences in worker behavior
regarding K3. This mining engineering study creates an opportunity to design a
risk maturity model using the ISO 31000 approach as a reference, as well as to
carry out continuous improvements in line with other ISO standards that have
been implemented by the company.
REFERENCES
akbar, Mohamad Lucky.
(n.d.). Manajemen Perubahan Dalam Peningkatan Tingkat Kematangan Unit Kerja
Pengadaan Barang/Jasa Pemerintah Di Indonesia.
Azis, Indrawan.
(2022). Upaya Korporasi Mengevaluasi Tanggung Jawab Sosial Dalam Konteks
Pelaporan Berkelanjutan. Nobel Management Review, 3(1), 15–25. https://doi.org/10.37476/nmar.v3i1.2689
Aziz, Hamas Musyaddad
Abdul, & Djunaidi, Zulkifli. (2022). Kajian Literatur Sistematis Model
Tingkat Kematangan Budaya Keselamatan (Safety Culture Maturity Model) Di
Berbagai Sektor Industri-Sistematik Review. PREPOTIF: Jurnal Kesehatan
Masyarakat, 6(1), 646–661. https://doi.org/10.31004/prepotif.v6i1.3793
Burhan, Rizka Rayhana,
& SE, M. M. (2023). BAB 10 Manajemen Risiko Teknologi INFORMASI. Manajemen
Risiko, 139.
Darmayanti, Erni.
(2018). Perlidungan hukum terhadap pelaksanaan keselamatan dan kesehatan kerja
(k3) pada perusahaan. JCH (Jurnal Cendekia Hukum), 3(2), 283–296.
Dipraja, Furiansyah,
Fuadi, Rifqi Syamsul, & Rachman, Tonton Taufik. (2021). Implementasi
Manajemen Risiko Sistem Administrasi Layanan Akademik Menggunakan Framework
COBIT 5.0. INTERNAL (Information System Journal), 4(2), 137–146. https://doi.org/10.32627/internal.v4i2.395
Fitriyan, Rama, &
Syairudin, B. (2016). Analisis risiko kerusakan peralatan dengan menggunakan
metode fmea untuk meningkatkankinerja pemeliharaan prediktif pada pembangkit
listrik. Prosiding Seminar Nasional Manajemen Teknologi XXV. Program Studi
MMT-ITS.
Hermawan, Edwin, & Sudiarno, D. R. Adithya. (2019). Model
Persamaan Struktural Dimensi Budaya Keselamatan Pada Jasa Pengoperasian dan
Pemeliharaan Pembangkit Listrik Tenaga Uap (PLTU) Batubara. thesis, Institut
Teknologi Sepuluh November, Surabaya.
Ikasari, Dhita Morita,
Santoso, Imam, Astuti, Retno, Septifani, Riska, & Armanda, Tiyas Widya.
(2021). Manajemen Risiko Agroindustri: Teori dan Aplikasinya.
Universitas Brawijaya Press.
Isliko, Victorio, Budiharti,
Nelly, & Adriantantri, Emmalia. (2022). Analisa Kebisingan Peralatan Pabrik
Dalam Upaya Meningkatan Kesehatan Keselamatan Kerja Dan Meningkatkan Kinerja
Karyawan. Jurnal Valtech, 5(1), 101–106.
Juliansyah, Eris.
(2017). Strategi pengembangan sumber daya perusahaan dalam meningkatkan kinerja
PDAM Kabupaten Sukabumi. Jurnal Ekonomak, 3(2), 19–37.
Keempat, Mesyuarat
Kedua Bagi Penggal, & Belas, Dewan Undangan Negeri Sarawak Kelapan. (2019).
Penyata Rasmi Persidangan Dewan Undangan Negeri.
Kurniawan, Dedy Dwi,
& Sarno, Riyanarto. (2016). Analisa Tingkat Kematangan Smart Grid Di Kantor
Pusat Kementerian Pekerjaan Umum Dan Perumahan Rakyat Menggunakan Smart Grid
Maturity Model Dan COBIT 5. Prosiding Seminar Nasional Manajemen Teknologi
XXV.
Mohammadi, Amir,
Tavakolan, Mehdi, & Khosravi, Yahya. (2018). Factors influencing safety
performance on construction projects: A review. Safety Science, 109,
382–397. https://doi.org/10.1016/j.ssci.2018.06.017
Muhammad, Hidayat,
Sylvia, Sjarlis, Fitriani, Latief, & Nurhaedah, Nurhaedah. (2022). Kajian
Evaluasi Sinergitas Rencana Kerja Pemerintah Daerah (RKPD) Dan Efektifitas
Penggunaan Anggaran APBD Kabupaten Luwu Tahun 2020-2022. Naskah Akademis.
Praditya, Tifa A. Y. U. (2021). Perancangan risk maturity
model berdasarkan ISO 31000: 2018 pada perusahaan di Indonesia.
Ridasta, Bagus
Anggoro. (2020). Penilaian sistem manajemen keselamatan dan kesehatan kerja di
laboratorium kimia. HIGEIA (Journal of Public Health Research and
Development), 4(1), 64–75. https://doi.org/10.15294/higeia.v4i1.33891
Sari, Wulan, &
Nadjib, Mardiati. (2019). Determinan Cakupan Imunisasi Dasar Lengkap pada
Penerima Program Keluarga Harapan. Jurnal Ekonomi Kesehatan Indonesia, 4(1).
Silalahi, Mauritz.
(2017). Pengaruh Kepemimpinan, Komunikasi Dan Kerja Tim Terhadap Maturitas
Budaya Keselamatan Pasien Di Rsud Am Parikesit Tenggarong Tahun 2017.
Universitas Hasanuddin.
Siregar, Cholina
Trisa, Ahmad, Ikhsanuddin, Tanjung, Riswani, & Tanjung, Dudut. (2022). Peningkatan
Kesehatan Pekerja Pertanian Dengan Program Pelatihan Penanggulangan Masalah K-3
Di Humbang Hasundutan Sumatera Utara. Prosiding COSECANT: Community Service
and Engagement Seminar, 1(2).
Sulistyo, Bambang,
Irwanti, Marlinda, & Lestari, Fatma. (n.d.). Komunikasi Risiko dan
Promosi Keselamatan dan Kesehatan Kerja (K3): Untuk Meningkatkan Kematangan
Budaya Keselamatan (Safety Culture) di Pelbagai Industri-Jejak Pustaka.
Jejak Pustaka.
Sumiarto, Bambang.
(2021). Pemikiran guru besar Universitas Gadjah Mada menuju Indonesia Maju
2045: bidang agro. UGM PRESS.