Safety culture and the stagnation of safety maturity level
DOI: https://doi.org/10.33024/hjk.v20i4.3071
Abstract
Background: Introduction: The mining industry is a high-risk industry that demands the implementation of a rigorous safety management system, but is often hampered by administrative constraints. PT X experienced stagnant safety performance with a total score of 0.64 (Reactive Level) during the 2024-2025 period. This phenomenon indicates a cultural barrier, where the management system focuses more on post-incident response than on behavior-based prevention efforts.
Purpose: To analyze the safety culture that contributes to the stagnant safety maturity level at the reactive level.
Method: This study used a descriptive quantitative approach through a literature review of PT X's Mining Safety Performance Achievement Assessment Report. The instrument used was the assessment rubric of the Decree of the Director General of Minerals and Coal No. 10.K/MB.01/DJB/T/2023, using an inter-year gap analysis technique.
Results: The analysis revealed a performance asymmetry between administrative aspects and safety culture. Administrative aspects, such as case investigations and organizational learning, have achieved a proactive level of 80%, while a preventative culture remains low, as indicated by mine worker participation at 47% and worker reliability management at 33%. Furthermore, there was no increase in individual awareness or active worker participation during the two evaluation periods.
Conclusion: The stagnant performance score of 0.64 indicates that PT X remains trapped in an administrative compliance trap. Strengthening key indicators through worker engagement and visible and perceived leadership is necessary to improve safety culture.
Keywords: Safety Culture; Safety Maturity Level; Stagnation.
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