Program Peningkatan Implementasi Kesela pdf

“Program Peningkatan Implementasi Keselamatan Kerja
(PPIK &KDKP)“
Safety Leadership & Crisis Management Seminar
Jakarta, 27 Maret 2013

Let’s Continue to Act Safely, for Operational Excellence

AGENDA
1

Introduction

Transformasi HSE di Pertamina

2

3

4

5

Behavior Based Safety (reference)

Peningkatan Implementasi
Keselamatan Kerja

Kinerja HSE 2007 - 2012

BISNIS PERTAMINA
EKSPLORASI DAN
PRODUKSI

PROSES/ PENGOLAHAN

TRANSPORTASI DAN
DISTRIBUSI

PENYIMPANAN/ PENIMBUNAN

PEMASARAN/

RETAIL

PETA KEGIATAN PERTAMINA

SABANG
KRUENG RAYA
ARUN
LHOK
SEUMAWE

UP. I - PKL. BRANDAN
P. NATUNA

P. SUSU
MEULABOH

TARAKAN

TAHUNA

LAB. DELI
UP. II - DUMAI

SIBOLGA

BITUNG
G. SITOLI

P. BATAM

DUMAI
SIAK
LALANG
TT. TLK.
KABUNG

SINTANG

P. SAMBU

MOUTONG

TG. SANTAN

JAMBI

DONGGALA

SENIPAH
UP. V - BALIKPAPAN
PARIGI
CILIK RIWUT
SAMPIT
KOLONDALE
ATTAKA
PALOPO
BEKAPAI
P. PISANG
PKL.BUN
PARE - PARE

BANJARMASIN

P. BALAM

UP. III - PLAJU
WIDURI

TERNATE

GORONTALO

SAMARINDA
SANGA-SANGA

PONTIANAK

BENGKULU

TOBELO

TOLI - TOLI
SANGATA

PABUHA

SUBUNG

BIAK

SORONG

POSO
LUWUK

TT.
WAY AME

SANANA

BANGGAI

NAMLEA
KENDARI

MANOKWARI
SERUI
BULA
NABIRE

MASOHI

JAYAPURA

FAK - FAK

KOLEKA
TELUK SEMANGKA

PANJANG

CINTA

PLUMPANG
TT.

RAHA

KOTA BARU

ARJUNA

BAU -BAU
UP.VI

CAMAR

BALONGAN
SEMARANG

TG. GEREM/MERAK

UJ. PANDANG

TUAL

DOBO

MADURA
CAMPLONG
PANGERUNGAN
BADUNG
MENENG

SURABAYA
UP. IV
CILACAP

AMPENAN
TT. TLK
MANGGIS

BIMA

MERAUKE

MAUMERE

KALABAHI

REO
ENDE
WAINGAPU

SAUMLAKI

L. TUKA

DILI
ATAPUPU

KUPANG

yulia/peta/K3LL/6-’03

KETERANGAN
: LAPANGAN MINYAK MENTAH

: DEPOT-DEPOT BBM

: UNIT PENGOLAHAN

: TRANSIT TERMINAL

: TERMINAL BACK LOADING

Continuing to Develop Our HSSE Business Model
(Pedoman SMHSSE No. Pedoman No. A-001/I00200/2011-S0 Rev. 2 )
Plan
Element 1

Element 2

Leadership &
Commitment

Policy &
Strategic
Objectives

1.1
Set HSSE Vision

2.1
Set HSSE Policy
2.2

1.2
Visible Leadership

1.3
Manage HSSE function
and performance

1.4
External representation
& Advocacy

1.5
Ensure regulatory
compliance

Set HSSE Strategic
Objectives
2.3
Implement HSSE
Standards

Do

Assess

Adjust

Element 3

Element 4

Element 5

Element 6

Element 7

Element 8

Organization,
responsibilitie
s, resources,
standards,
documents

Hazard & Effect
Management

Planning and
Procedures

Implementation &
Monitoring

Audit

Management
Review

Define HSSE
organization in
line with MS

Identify critical
operations &
installations

5.1
Integrate HSSE
MS into business
plans

6.1
Monitoring & Inspection
of procedures, plans &
performance

3.1

3.2
Describe &
communicate
HSSE
responsibilities
3.3
Ensure personnel
have appropriate
HSSE
3.4competencies
Identify and staff
HSSE critical
positions

4.1

4.2
Develop inventory of
major hazards

4.3
Control risk to
ALARP
4.4
Risk assessment
HRA, SRA,, S&GA,
ERA

4.5
Communicate
hazards to
employees and
contractors

3.5
Set and
communicate
HSSE Standards

3.6

4.6
Product stewardship

Identify and manage
key HSSE documents

4.7
Implement
Management of
Change systems

4.8
HSSE impact
assessment as part
of new activity,
acquisition, or
merger or joint
venture

5.2
Set & communicate
HSE performance
targets
5.3
Build HSSE targets
into appraisal and
reward processes
5.4
Include HSSE risks in
operational
procedures

5.5
Develop Permit to
Work systems
5.6
Develop Asset
Integrity systems

6.2
Establish HSSE KPI’s

6.3
Incident reporting
external / internal
6.4
Incident and audit
action tracking
6.5
Crisis management and
emergency response
plan testing and review
6.6
Incident investigation
and development of
corrective actions

5.7
Periodic review / test
of procedures

6.7

5.8
Develop emergency
response plans

6.8
Review / screen and
select contractors

Lessons learned from
incident

6.9
Set and Assure
Contractor standards

7.1
Schedule audit

7.2
Perform audit
7.3
Communicate audit
results

8.1
Review performance
& effectiveness of
HSSE system

8.2
Benchmarking

8.3
Analysis &
Management
Information

7.4
Develop and
complete corrective
actions from audit
7.5
Ensure integrity of
data collection
process

8.4
Develop and
complete corrective
actions from
management review
8.5
Business assurance
letter

AGENDA
1

Introduction

Transformasi HSE di Pertamina

2

3

4

5

Behavior Based Safety (reference)

Peningkatan Implementasi
Keselamatan Kerja

Kinerja HSE 2007 - 2012

TARGET & PENCAPAIAN
BUDAYA HSE

Menset standar yang
sangat tinggi lebih dari
sekedar memenuhi
standar minimum
Memandang kegagalan
sebagai sesuatu yang
harus diperbaiki dan
bukan untuk disalahkan

PT PERTAMINA
RJPP Tahun 2013 - 2017

VISI

Menjadi Perusahaan
ENERGI Nasional Kelas
Dunia

MISI

Menjalankan usaha
minyak, gas serta energi
baru dan terbarukan secara
terintegrasi, bedasarkan
prinsip-prinsip komersial
yang kuat

HSSE ROAD MAP

2011
CONTINOUS COACHING & DEVELOPMENT:
1.

CONTRACTOR SAFETY MANAGEMENT
SYSTEM / CSMS (PROGRESS TRACKING &
MONITORING)

2.

INITIATING BASELINE ASSESMENT : MI

3.

HSE LEADERSHIP & KDKP, SAFETY
COMMITTEE MEETING, BBS, & PEKA, HSEMS

4.

INVESTIGATION & HAZARD AWARENESS
(CONT)

5.

CAPABILITY BUILDING : PEMETAAN,
TRAINING, SERTIFIKASI (GSI, SI, AT, EC, IC
dan OC)

6.

CROSS AUDITS/FIRE PROT. SYST. &
SCORING BUDAYA (INTER DIT & AP )

7.

HSE CAMPAIGN BULANAN

8.

PENINGKATAN SISTEM PELAPORAN
KORPORAT (NOMOS, PROP.DAMG, TRIR)

9.

ENV REG COMPLIANCE : PROPER, REDUKSI
EMISI, EFISIENSI ENERGI

10. FASILITASI PERBAIKAN KINERJA
MANAJEMEN OH
11. KONSERVASI PENDENGARAN

12. MERP ( Medical Emergency Response
Plan)

2012
Safety :
I.
Enhacement Contractor Safety Management System
(CSMS)
II.
Peningkatan terus menerus penerapan budaya HSE
III. Audit dan HSE inspection ke direktorat / unit-unit operasi
dan proyek
IV. Program peningkatan proses safety
V.
Sertifikasi HSE (GSI/SI/AT - ISO)
VI. Meningkatkan kehandalan Sarfas
B. Health :
I.
Peningkatan Kompetensi tenaga Medis.
II.
Kajian Kesehatan Kerja
III. Health Risk Assessment
IV. MERP (Medical Emergency Response Plan)
V.
Health Promotion Program
VI. Pengembangan database
C. Environmental:
I.
Peningkatan kinerja PROPER melalui pematuhan
peraturan.
II.
Review dan masukan atas regulasi aspek lingkungan
III. Pengelolaan limbah B3 sesuai regulasi
IV. Emission Reduction & Energy Efficiency
V.
Pemantapan strategi bisnis hijau Perusahaan
VI. Peningkatan sistem tanggap darurat penanggulangan
pencemaran
VII. Kontribusi program CSR aspek lingkungan (kampung
Iklim, Penghijauan, dll)
D. Security :
I.
Penguatan sistem dan teknologi pengamanan
II.
Renewal Sertifikasi Sistem Manajemen Pengamanan
III. Standarisasi Infrastruktur PAM Obvitnas
IV. Supervisi PAM Obvit
V.
Profiling/ pekerja PWTT/ PWT dan OS

2013-2015

A.

PERBAIKAN
BERKELANjUTAN
UNTUK
MENCAPAI :

BUDAYA H“E
GENERATIF

ZERO
INCIDENT“

MENGINTEGRASIKAN HSSE MS
KEDALAM
SISTIM OPERASI PERUSAHAAN

Let’s Continue to
Act Safely, for
Operational
Excellence

AGENDA
1

Introduction

Transformasi HSE di Pertamina

2

3

4

5

Behavior Based Safety (reference)

Peningkatan Implementasi
Keselamatan Kerja

Kinerja HSE 2007 - 2012

Behaviour Based Safety (BBS) is a process that applies
behavioural analysis methods to achieve continuous
improvement in safety performance

Based on international research of the “accident pyramid”, the large
numbers of unsafe behaviours and conditions at the bottom of the
pyramid will inevitably lead to accidents and incidents. Studies have
also shown that unsafe behaviour is a key contributing cause of
accidents. Therefore, reducing unsafe behaviours would help to
eliminate serious accidents

How behavior-based safety works
• Observation at site
•
•

•

The observer monitors the worker and notices his safe behaviors. He also monitors the atrisk behaviors the worker is putting himself in.
The observer's job here is to highlight this behavior, then explain the associated negative
consequences with this behavior. :
– The worker got commendable comments on his safe behavior.
– The worker understood his at-risk behavior without being reprimanded at site or
reported to his superiors for further penalties.
At the end of the observation, the observer would fill in a checklist with the safe and at-risk
behaviors he noticed along with the date, time and location of the observations. The
worker's name or identification number are not noted in the checklist. Part of the checklist
can be used to summarize the observation process and the discussion. The worker's
comments and reasons for the at-risk behavior is recorded along with the suggested safe
behavior. Recording this interaction is important for a later detailed analysis so feedback
can be provided to both workers and management, to help identify the most appropriate
corrective actions.

How behavior-based safety works
• Data gathering and preliminary reports
•

Observation checklists are gathered and entered in electronic database. Reports are
generated for BBS steering committee to analyze and recommend practical solutions. These
reports flag out trends of at-risk behaviors and in which location they are taking place.
Ideally, feedback reports are generated and given to the workers themselves in the different
locations on a weekly basis

• Report analysis and recommendation
•
•

•

The steering committee is made up of high-level influential members and chaired by a
Management Representative.
The committee then produces a set of recommendations to tackle workers' behaviors. Some
of the recommendations would be as simple as providing Personal Protective Equipment
(PPE) to workers in certain locations, or increase work force in another location. Some of the
recommendations require site modification or costly machinery. Such recommendations are
sent to top management for necessary approvals.
Implementing the recommendations would change the at-risk behaviors at the targeted
location. Also the recommendations would eliminate hazards and risks caused by hardware
or wrong design. Committee members devote time and effort to discuss and analyze these
reports in periodical meetings. These meetings are counted as part of the management
commitment to the behavior process

The Behavior-Based Safety Process

Behavior-based safety is based on four key
components:
• A behavioral observation and feedback
process;
• A formal review of observation data;
• Improvement goals, and
• Reinforcement for improvement and goal
attainment.

FACTOR s AFFECTED

EXPECTED CONDITION
• Behavior-Based Safety is a process that helps employees
identify and choose a safe behavior over an unsafe one.
• Both management and labor love behavior based safety! It's
truly a "Win" for both parties. Management lowers its liability
cost along with its OSHA incidence rate. The workforce gets a
positive safety process based on reinforcement and nonjudgmental (anonymous) feedback. It's all about employees
looking after other employees by watching them do their job
and then talking to them about the good things they did but
also the things that exposed them to risk.

AGENDA
1

Introduction

Transformasi HSE di Pertamina

2

3

4

5

Behavior Based Safety (reference)

Peningkatan Implementasi
Keselamatan Kerja

Kinerja HSE 2007 - 2012

OVERALL SAFETY EFFORT : Reduce and Eliminate Hazard to Prevent
Reactive

Process Safety
Behavior
Catastrophic
Incident
Multiple fatality
Major Incident
Fatality
Loss Incident
Serious Injury
Near Miss
First-aid Incident

Unsafe Acts and Conditions
People risks

Man-Machine Risk

Integrity Asset Risks

Tahapan Implementasi BBS
Melakukan
Baseline
Assesment

Membentuk tim
dan PIC
implementasi BBS

Evaluasi

Sosialisasi ke
lokasi kerja

Pengumpulan
laporan
pelaksanaan

DAFTAR PEMERIKSAAN ALAT PELINDUNG DIRI
Area
Tanggal/Jam
Nama

:
:
:
Pengamatan

Topi keselamatan
1
Menggunakan topi keselamatan dengan baik
2
Menggunakan topi keselamatan dengan tali dagu untuk yang bekerja di ketinggian
3
Permukaan helm tidak retak/pecah
4
Tidak banyak tempelan stiker yang tidak relevan
5
Memakai helm saat di lapangan (di luar kantor) dalam Kilang
Kacamata keselamatan
1
Permukaan kacamata tidak bergores/buram/retak/ sesuai peruntukannya
2
Menggunakan Goggle untuk pekerjaan pengelasan
3
Menggunakan Goggle untuk pekerjaan mekanis ( gerinda/bubut dll)
4
Menggunakan Goggle untuk pekerjaan dengan bahan kimia
5
Menggunakan face shield untuk pekerjaan dengan bahan kimia
6
Menggunakan fullmask untuk pekerjaan sand blushting

Sepatu keselamatan
1
Kondisi bagus dan penggunaan yang tepat
2
Menggunakan Sepatu safety kulit untuk bahaya mekanis
3
Menggunakan Sepatu safety karet untuk bahaya kimia

N/A

Safe

Unsafe

AGENDA
1

Introduction

Transformasi HSE di Pertamina

2

3

4

5

Behavior Based Safety (reference)

Peningkatan Implementasi
Keselamatan Kerja

Kinerja HSE 2007 - 2012

NOA Record
PERIODE 2007 – 2012
10
9

8
7

Jumlah

FATALITY (within 24 hours)

6

PROPERTY DAMAGE (>US$1M)
OIL SPILL (>15bbls)

5

TOTAL NOA
4

TARGET NOA

3
2
1
0
2006

2007

2008

2009

2010

Tahun

2011

2012

2013

TRIR Record
PERIODE 2010 – 2012
1

OVERALL
M&T
REFINERY
UPSTREAM
GA (HEAD OFFICES)
TARGET

0.95

0.9
0.8

0.76

0.7
0.61

0.6
0.50

0.5

0.49

0.4
0.32

0.3

0.29

0.39

0.37
0.34

0.32

0.31

0.28
0.22

0.2
0.1

0.19
0.11

0.10
0.03

0.12
0.06

0.05

0

2010

2011

Nov.2012
2012

2013

2014

2015

AGENDA
Introduction

1

2

3

4

5

Penutup

Performance HSE Dalam 5 Tahun Terakhir

Strategi Implementasi Kebijakan HSSE
Secara Korporasi

HSE Market Trend

Key Success :
Leadership
• HSE Golden Rule
• Front Line Empowerment (Sertifikasi SI/GSI/AT dan kompetensi lain)

Strong Operating Procedure
• HSSE Management System
• HSE Mandatory Training
• HSE Guideline
• 16 Video Working Instruction & 23 module sertifikasi safe work practices

Accountability & Consequences (as heart of culture)
• Pedoman HSSE Reward & Consequences
• Boundary KPI

Leading and Lagging Performance Indicator (as fundamental)
• KPI Strategis HSE
• KPI Operational Excelence

Thank You