Analysis of Safety Culture Maturity Level in Construction at PT. MK Gelora Bung Karno Main Stadium Renovation Project

Abstract

Safety culture not only affects the productivity but also the competition between similar core businesses. The concept of safety culture is a new concept in the construction sector. Construction sector has a narrow building period and high employee turnover. PT. MK Building Department won the tender for the Renovation of Gelora Bung Karno Main Stadium with 14-months term. This study aims to determine the level of safety culture maturity of PT. MK on the Renovation Project of Gelora Bung Karno Main Stadium (SU-GBK). Data were collected qualitatively (FGD, observation and in-depth interview) and processed by quantitative method for in-depth analysis during May-July 2017. The sample in this study was chosen by stratified random sampling and determined by representation in population. Safety culture maturity score was grouped by variable and job level groups. Safety culture maturity level was grouped based on Bells Curve in five level of maturity that are pathologic, reactive, calculative, proactive and generative. PT. MK SU-GBK Renovation Project focuses on system planning, but the score of implementation and evaluation in safety management system is still weak. Project's managements have realized the importance of humans in a system. Workers are an important asset for the company.The awareness of the safety built by project leaders (management and supervisors) is still in the early stages and has not been felt by most workers. Safety is not reflected in daily activities because this project still needs organizing the work organization. From one to five, safety culture maturity level in PT. MK SU-GBK project can be categorized into calculative level with an average value being 3.19. The safety management system runs based on existing data. It is fully controlled by the management without the active participation of workers. Calculative-level organization is an organization that is not ready for the safety culture.

Assessing the effectiveness of an occupational health and safety system in a selected automotive assembly organisation in South Africa

“…Management should recognise the importance of H&S procedures in the workplace in order to reduce employee illnesses and injuries, as well as H&S hazards (Kartikawati & Djunaidi 2018). The OHS system helps organisations keep premises to higher safety standards (Phusavat et al 2017).…”

“…The study also revealed the relationship of H&S compliance with the OHS system. According to Kartikawati and Djunaidi (2018), the OHS system must be a top priority for an organisation to implement the workplace H&S measures for their employees. It is mandatory by law to ensure that the employees are aware of all the safety measures.…”

“…The analysis of company records on the OHS standard highlighted that effective safety systems and programmes have not been implemented in many workplaces and these missed opportunities could have prevented the suffering and loss resulting from workplace injuries (Phusavat et al 2017). According to Kartikawati and Djunaidi (2018), considerable research suggests that organisational leaders play a central role in influencing safety-related attitudes and actions in the workplace. Beliefs and assumptions of managers relative to the roles of management and workers regarding workplace safety underlie and direct actions relative to workplace safety (Pagell et al 2015).…”

“…Without management commitment to injury prevention, a culture of disregard for safety may exist. Kartikawati and Djunaidi (2018) indicate that while it is unlikely that organisational leaders would admit to being 'anti-safety', or suggest to their employees that they disregard safety protocols, it is possible that in some cases leaders simply ignore safety concerns. Workers and managers do not arbitrarily determine their attitude towards safety.…”

“…It shapes workers' behaviour through the expectations they form about how organisations value and reward safety (Amine & Antar 2017). A great deal of interest has been given to the extent to which safety climate predicts safety performance within organisations (Kartikawati & Djunaidi 2018). There is considerable evidence that strong and positive safety climates are linked to higher levels of safety performance.…”