Penerapan Behaviour Based Safety (BBS)

Menuju Budaya K3 Tahun 2020

Fatma Lestari
Seminar Nasional HSE
HSE Indonesia Regional Karawang
Sabtu, 5 Oktober 2019
 PERKENALAN

Prof. Dra. Fatma Lestari, MSi, PhD

• PhD in Safety Science, School of Risk & Safety

Science, UNSW, Sydney, Australia (2006)
• Profesor Safety (2014)
• Ka UPT K3L UI – 2015 – sekarang
• Ka Disaster Research & Response Centre (DRRC)
UI 2014-2015
• Dosen Dep K3 FKM UI
• Riset Kolaborasi Internasional dengan UNSW,
Tohoku University, Lancaster University
Outline
• Pendahuluan
• Paradigma
• Behaviour Based Safety (BBS)
• Safety Culture
Di Amerika….. Seluruh dunia….

Pekerja Amerika setiap 15 detik

13 meninggal setiap harinya
Tahun 1970: 38 pekerja /
hari

pekerja meninggal karena

4 juta
Pekerja Cidera setiap tahun
kecelakaan atau penyakit
Sumber: US Dept of Labour

Kecelakaan Di Indonesia:
2017: 123.000
2018: 157.313 Indonesia: 1 org/detik kecelakaan
 Visi K3 Nasional
• ”Kemandirian Masyarakat Indonesia Berbudaya K3 Tahun
2020”
• Tema Pokok Bulan K3 Nasional Tahun 2019
“WUJUDKAN KEMANDIRIAN MASYARAKAT INDONESIA
BERBUDAYA KESELAMATAN DAN KESEHATAN KERJA (K3)
UNTUK MENDUKUNG STABILITAS EKONOMI NASIONAL”
• Tagline kampanye membudayakan K3 dengan “SAYA PILIH
SELAMAT”.

KEPUTUSAN MENTERI KETENAGAKERJAAN REPUBLIK INDONESIA NOMOR 386 TAHUN 2014 TENTANG PETUNJUK PELAKSANAANBULAN KESELAMATAN DAN KESEHATAN KERJA NASIONAL TAHUN 2015 – 2019
Statistik Kecelakaan Kerja di Indonesia
120000 112000

110000 110285
100000
108000

80000 106000
105383
Cured
Death 104000
60000 103285
94018 94124 96731 107774 Total Permanent Disability
90387 102000
Partly Disability 103074

40000 Functional Disability 100000

99491

98000
20000
96000

0 94000
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

Everyday workers occupational accidents: 273 (2011); 282 (2012); 283 (2013); 289 (2014); 302 (2015)
Source: http://www.bpjsketenagakerjaan.go.id

Kebijakan K3 Nasional: Kemandirian Masyarakat Indonesia Berbudaya K3 Tahun 2020

Tema Bulan K3 2019: “Wujudkan kemandirian masyarakat Indonesia berbudaya

keselamatan dan kesehatan kerja (K3) untuk mendukung stabilitas ekonomi nasional”
The tip of the iceberg
Revolusi Manajemen

• Manajemen harus
merasakan “SAKIT” &
“KEKECEWAAN”
terlebaih dahulu untuk
dapat berubah…..

• Harus ada motivasi yang

membakar untuk
mengubah gaya
manajemen
Challenges faced by organizations

OHS
Unit

http://viewmasterworld.blogspot.sg/2013/12/jungle-book.html
Peck, T.G. NUS SHEMS. 2014.
 • In the 21st century the consistent decline of accident and incidents rates
has stalled.
Paradigma
• Why is this andBehavioural
how can we take theSafety
Accident/Incident rates next stepsManagement
in safety management?

Engineering
Controls
Effective
HSMS Systems

Behavioural Management: Behavioural Management:

Telling Staff Empowering Staff

1970’s 1980’s/1990’s 2000’s

Apakah Behavior Based Safety?

• The systematic application of psychological

research on human behaviour to the problems
of workplace safety (Dominic Cooper 1999)
• It is a method to use positive
reinforcement to change unsafe
behaviour (OSHA Academy)
• To prevent injuries staff at all levels should
identify and target “unsafe behaviour” & work
together to reduce the impact of these
Hirarki Pengendalian Bahaya & Perilaku
Hierarchy of Risk and Human Behaviour

Place
Control
Technical

People
Control
Behavioural
TARGET: Zero Accidents?
• Target Zero Accidents di perusahaan anda?
• Apakah ada Problem?
• Tidak melaporkan kecelakaan
• Menutupi kecelakaan
• Apakah anda bisa menjamin selama 365 hari?
• Problem lainnya?
• Apa solusinya?
 Is Behaviour a Matter of Choice?
Perilaku Selamat

Safe Behaviour Choice Unsafe Behaviour

BerfikirIfSELAMAT –
we’re honest sometimes we think safety
Bertindak TIDAK butSELAMAT
we don’t behave safely
Intention vs Action
Why is there sometimes a mismatch
between intention and practice?
Riset – Persepsi Selamat
• Persepsi SELAMAT - Safety
Climate Pekerja Indonesia vs
Pekerja Australia
• Bagaimana hasilnya? Apakah ada
perbedaan signifikan?
• Observasi Implementasi di
lapangan?
SAFETY CLIMATE VARIABLE

Organization Safety Value

Group Safety Value
• 1. Management
Commitment Individual Safety Value
5. Supportive
• 2. Priority of Safety
Environment
•3. Communication 8. Personal Priorities &
6. Involvement Need for Safety
•4. Safety Rules
7. Working Environment 9. Personal Appreciation
of Risk

(Cox and Cheyne, 2000)

e unconscious
Risk Decisionsbrain processes 11
Conscious vs Unconscious
llion bits of information
• Unconscious Brain per/sec prior
• 11 juta bits informasi per detik
• mempengaruhi persepsi risiko
• Berdasarkan pengalaman untuk memilih risiko

is •unconscious brain
Conscious Brain
influences our
• 40 bits informasi per detik
rceptions of risk – e.g. we use
• Pola pikir Rasional – mengikuti SOP

perience to make risk choices

PENDEKATAN MANA YANG SELAMA INI
ANDA PILIH?
Behavior Based Safety

Google pictures
ABC - Model of Behaviour Modification
Activators: (Antecedents)
A • events that come before behaviour and influence behaviour to
occur (manager asks colleague to get backlog of boxes moved by end of day)

Behaviour:
Continuous
B • any action that you can see Feedback
Needed
someone doing or hear them saying
(Reinforcement)
(colleague rushes to get boxes moved)

Consequences:
C • whatever happens (something or nothing) to the
colleague which always follows the behaviour
(colleague injures back rushing - uses poor lifting technique)
ABC – Behaviour Analysis - Negative Culture
Unsafe Behaviour
Fail to Wear Hearing Protection
Activators (influences) Behaviour Consequences (If caught)
• Colleagues take shortcuts Staff regularly • In breach of company
through hearing protection take short cut procedures but
area without ear defenders through high
noise areas of • Managers don’t usually take
• Always busy at work any notice
warehouse
• Everybody does it - so can I • I get to lunch quicker
• I’m only in there a short time • Everybody does it
• Ear defenders kept in locker • Minimal likelihood of
disciplinary action
ABC Behaviour Analysis - Positive Culture
Safe Behaviour
Damaged rung on ladder identified
Activator (Influence) Behaviour Consequences (If caught)
• Aware that damaged • Don’t use ladder • The job takes longer but
rung is unsafe and could with damaged rung done safely
result in injury
• Easy procedure to • Reduced risk of
• Staff feel empowered to get replacement incidents/accidents for
stop the job if unsafe - self and others
• Colleagues know
encouraged by manager
business will always • Complies with
to be safe
spend money to procedures & legal duties
• I always want to get the keep staff safe
• Reinforces ‘Safety’ as a
job done safely
value for business/staff
Mulai dari Chernobyl….
Challenger…..hingga….
Deep Water Horizon

… investigasi insiden major secara konsisten mengarah

pada

safety culture
Key root cause
According to the Wall Street Journal (April 26, 2016), BP’s total bill is more than $56 billion to date and continues to
increase.
 Definisi
Safety Culture
“as the core values and behaviors of all members of an organization that reflect a commitment to
conducting business in a safe and environmentally responsible manner (BSEE: Bureau of Safety & Environmental
Enforcement, 2013)

Positive Safety Culture:

“a culture in which safety plays a very important role and is a core value for those who work
for the organization” (OGP 452, 2013)
Safety Culture Triangle
PERSONAL
What people
feel, what
people believe

Safety Culture

PERILAK
ORGANISASI /
U
LINGKUNGAN What people
What Organizational has
(SMK3, SOP, Komite K3) do
What is done
 Elemen Budaya K3

ASPEK PERSONAL ASPEK PERILAKU ASPEK ORGANISASI

How people feel What people do What the organization has

(Apa yang pekerja rasakan) (Apa yang pekerja lakukan) (Apa yang perusahaan miliki)

• Nilai pada individu • Aktivitas kerja • Kebijakan

• Nilai pada kelompok • Implementasi perilaku • Prosedur
• Belief dan nilai K3 dalam pekerjaan • Peraturan
• Persepsi terhadap K3 • Struktur Organisasi
• Sistem Manajemen

“Hati & Pikiran” “Kegiatan sehari-hari” “System”

Safety Culture Maturity Model
 BUDAYA HSE YANG LEMAH
Keuntungan selalu lebih utama dibanding keselamatan
Perso-
Takut untuk melaporkan perilaku yang berisiko
nal

Perilaku tidak selamat

Perilaku Aktivitas pekerjaan masih ada unsafe act

Pekerja tidak mematuhi aturan

Belum efektif dalam menerapkan SMK3

ORGA
NISASI
Komite K3 Belum efektif
Safety Culture Maturity Level (SCML)
No. Elements of SCML
1 Reporting and recording HSE Information
2 Incident investigation and analysis
3 Auditing
4 Human Factors in design
5 Works practices and procedures
6 HSE Risk Management
7 HSE Management System
8 HSE Training & competence
9 HSE Appraisals
10 Situation Awareness
11 Questionnaire & survey
12 Observation/intervention
13 Incentive schemes
14 HSE Communication
15 Other HSE Tools
(OGP 435, 2010)
SURVEY
SAFETY CULTURE MATURITY LEVEL

Generative
HSE is how we do business around here

Proactive
Safety leadership and values drive
continuous improvement
Safety Culture
Maturity Level: 3.88
Calculative (Scale 1 – 5)
We have system in place
to manage all hazards

Reactive
Safety is important – we do a lot
every time we have an accident

Pathological
Who cares as long as we’re not caught
(OGP 435, 2010)
9 characteristics of a Strong Safety Culture
1. Leadership commitment to safety values & actions
2. A respectful work environment
3. An environment for raising concerns
4. Effective safety & environmental communication
5. Personal accountability
6. An inquiring attitude
7. Hazard identification & risk management
8. Work processes
9. Continuous improvement.

BSEE: Bureau of Safety & Environmental Enforcement, 2013

Successful
Safety Culture
Kesimpulan
• Behavioral Based Safety – sebaiknya tidak hanya membidik pada perilaku yang tampak 
unconscious belief pekerja
• Target ZERO ACCIDENTS  Beyond ZERO – membidik nilai-nilaiyang dapat mendorong
perilaku selamat & budaya K3
• Perlunya Road Map Budaya K3 (personal, organisasi & nasional)
• Budaya K3 dapat terwujud antara lain dengan mendorong Strong Safety Leadership,
Partisipasi Pekerja, Komunikasi K3 yang baik, mengintegrasikan K3 kedalam bisnis
• Budaya K3 dapat menjadi pendorong budaya perusahaan yang positif & unggul
HSE Beyond Zero
 Referensi
• Riza Yosia Sunindijo, Martin Loosemore, Fatma Lestari, Yuni Kusminanti, Baiduri Widanarko, Cynthia Febrina
and Fiori Amelia. Comparing safety climate in infrastructure and building projects in Indonesia MATEC Web
of Conferences 258, 02024 (2019) https://doi.org/10.1051/matecconf/201925802024 SCESCM 2018
• Alan Bartholomew. Behavioral Safety. New Approaches to Managing Workplace Safety. 2019. Royal Society
for the Prevention of Accidents.
• Beyond Safety Culture. Levi Nieminen & Dan Denison.
• Beyond Compliance. Strengthening the safety culture of the Offshore Oil & Gas Industry. National
Academies of Sciences, Engineering & Medicine. 2016.
• Strengthening the safety culture of the Offshore Oil & Gas Industry. National Academies of Sciences,
Engineering & Medicine. 2016.
• Ernst & Young. The Future of Health & Safety. 2016.
• Ernst & Young. A fresh look at HSE Culture. 2016.
Terima kasih

Kontak: Fatma Lestari

Email: fatma@ui.ac.id