Disajikan:

Dr.F.A.Gunawan

Safety Leadership,
Disaster & Crisis Management
International Seminar
UI Depok, 26-27 Maret 2013

F.A.Gunawan,
 GOVERNMENT (REGULATORY ENVIRONMENT)
SOCIETY (SOCIAL ENVIRONMENT)

TECHNOLOGICAL ENVIRONMENT
SAFETY LEADERSHIP

SAFETY CULTURE

SAFETY EXCELLENCE
INTEGRATED EMPLOYEE
SAFETY INVOLVEMENT
MANAGEMENT (RBBS)
SAFETY EXCELLENCE

(PRIMA)

ECONOMICS & BUSINESS ENVIRONMENT

F.A.Gunawan,
 “SAFETY LEADERSHIP”

KESADARAN & PAHAM BISNIS

TANGGUNG JAWAB KAPITALIS

KEPUTUSAN BISNIS DENGAN

KERAWANAN OPERASI TINGGI

INSIDEN YANG MERUGIKAN

PEKERJA & KELUARGANYA
BISNIS
MASYARAKAT
LINGKUNGAN ALAM
F.A.Gunawan,
 ALUR PENYAJIAN

CORE VALUE:
THE DNA OF
EXCELLENT COMPANY

LEADERSHIP
CHALLENGES

SAFETY LEADERSHIP

F.A.Gunawan,
 NEWTONIAN SCIENCE
+ A WORLD OF
TECHNOLOGY LIMITED
RESOURCES
DARWINIAN
“SURVIVAL OF THE FITTNEST”
A ruthless
CREATE pursuit of
CAPITALISM’ “LAWS OF MOTION” competitive
a. LAW OF COMPETITION,
b. LAW OF PROFIT MAXIMIZATION, advantage
c. LAW OF CAPITAL ACCUMULATION

BASIC ASSUMPTION ABOUT

UNSUSTAINABLE
“ECONOMIC BEING”
BUSINESS

Kisah Ovid dari mitologi Yunani ttg saudagar kayu yg kaya dan
serakah bernama Erisychthon yg akhir memakan dirinya
sendiri
F.A.Gunawan, Danah Zohar & Ian Marshal; SPIRITUAL CAPITAL; 2004; hal.16
 DAMPAK dari NAFSU BERSAING
Exhaustion of resources &
environmental damage
Unevenness in the
distribution of the world’s
wealth between nations,
geographical areas, and
often within societies
A RUTHLESS
Stress & exhaustion of the
PURSUIT OF
“winners” who serve the
COMPETITIVE
existing system
ADVANTAGE
Erosion of moral &
religious certainties
Leadership crisis
A short-term, problem-
solving, profit-maximizing
mentality
F.A.Gunawan, Danah Zohar & Ian Marshal; SPIRITUAL CAPITAL; 2004; hal.16-22
Energy scarcity, flood,
global warning, etc.
Political & social
instabilities:
High crime, civil unrest, a
sense of despair, domestic
& international terrorism,
and potential revolutions
Diseases like depression,
anxiety, chronic fatigue
syndrome, alcoholism,
drug abuse, suicide,
hearth disease, and family
breakdown, etc.
Corruptions, divorce, less
social responsibility, etc.
They are willing to cheat
society (tax evasions),
customers, stockholders
(Enron, WorldCom, etc).
Short-term, get-rich-quick
investments, economics
crisis,
 NO CORPORATE THE MAIN CAUSES GENERAL ISSUES
DISASTERS
1 Baring (Nick Weak internal controls. Poor strategic decisions
Leeson) & Star’ performance. Overexpansion
Allied Irish Organizational risks (Matrix). Dominant CEOs
Bank Understanding of business drivers Greed & a desire for power
(John Rusnak) Failure of internal controls
2 Enron Poor strategic decisions. Ineffective boards
(Ken Lay Greed & the star system. Failure of public auditing
Jeff Skilling Poor risk mgt & control. firms
Andrew Fastow Superficial internal oversight (ineffective Failure of external control
Rebecca Mark audit committee). (investor, analysts, rating
An ineffective board. agencies)
Ben Glisan)
The failure of the external auditors (Arthur Others (gross excesses of
Andersen) executive remuneration,
irrational shareholders, etc)
Greedy bankers
3 WorldCom
(Bernie Ebbers)
Bhopal
Bp Refinery in Texas City
4 Tyco
Deepwater Horizon
5 Marconi
Etc.
6 Swissair
7 Royal Ahold
Stewart Hamilton & Alicia Micklethwait; GREED &
CORP.FAILURE; Palgrave, 2006.
8 Parmalat

F.A.Gunawan,
 TATANILAI  INTI BISNIS UNGGUL
UNSUR BISNIS TATANILAI
PRINSIP UNIVERSAL PERSAINGAN (LABA MAX)
MISI NILAI TAMBAH LABA MAKSIMAL
STRATEGI MEMUASKAN PELANGGAN MENGALAHKAN PESAING
ORGANISASI TEAM INDIVIDUAL (BIROKRASI)
MOTIVASI SDM INTRINSIK EKSTINSIK (UANG)
KOMUNIKASI TRANSPARAN BERJENJANG
UKT HOLISTIK JANGKA PENDEK
“GOVERNANCE” TATANILAI PERATURAN
KEPEMIMPINAN MELAYANI DILAYANI
KEGAGALAN PELAJARAN CARI KAMBING HITAM
CONTOH PRSH METRONICS DLL ENRON DLL
REFERENCE:
1. Jeremy Hope dkk; THE LEADER’S DILEMA; John Wiley & Sons 2011.
2. Gary Hamel; WHAT MATTERS NOW; Josse-Bass 2012.
3. Julian Birkinshaw; REINVESTING MANAGEMENT; John Wiley & Sons 2012.
4. Ben Datter; THE BLAME GAME; Free Press 2011
5. Stewart Hamilton dkk; Greed & Corporate Failure; Palgrave Macmillan 2006.
F.A.Gunawan, 6. Stenley Reed dkk; IN TOO DEEP; Bloomberg Press 2011.
 Excellent leaders must be adaptable and be able to maintain their
perspective in the face of rapidly changing business environment
(global competation), without losing their strong moral
compass

...mission – driven companies create far greater shareholder

value over the long term than do financially oriented companies.
(George, hal. xviii).
MEDTRONIC thn. 1985-2003: revenue $0.4 billion to $7.7 (18%
/thn); EPS $0.04 to $1.40 (22% / thn); market capitalization
$0.417 billion to $61 billion (32% / thn). (George, hal 201-202)
MEDTRONIC MISSION: to restore people to full life & health.
MEDTRONIC HOLIDAY PARTY, an annual event where people
who have our products implanted in them come to related their
stories & reinforce the importance of the work of our employees.
(George, AUTHENTIC LEADERSHIP, 2003, hal.42)

F.A.Gunawan,
 "It became clear that our value
system had been vital to our ability
to outperform the competition for
nearly one hundred years," Burke
recalls. "Whenever we cared for the
customer (& employees / tamb FAG)
in a profound-and spiritual-way,
profits were never a problem.“
(Wikipedia)
James E. Burke (born February 28, 1925) was the CEO of Johnson & Johnson from
1976 to 1989, a company for which he worked forty years

F.A.Gunawan,
 ALUR PENYAJIAN

CORE VALUE:
THE DNA OF
EXCELLENT COMPANY

LEADERSHIP
CHALLENGES

SAFETY LEADERSHIP

F.A.Gunawan,
 STAKEHOLDERS DESIRES

SHAREHOLDERS “Good” Price, Controlled Business Risk,

& SUPPLIERS and GCG

Reasonable Salary, Fringe Benefit and

EMPLOYEES Safe Work Place

Quality Products & Services at “Reasonable”

CUSTOMERS
Price, Safe & Environment Friendly

PUBLIC/ SOCIETY Environmental Risks Control and

Social Responsibility
CENTRAL & LOCAL
GOVERNMENT Law & Regulation Compliances, Taxes

BUSINESS
(COMPANY) HSE
F.A.Gunawan,
 IN THE PAST NOW

COMPANY COMPANY
(ECONOMIC (ECONOMIC
PROFIT) PROFIT)

NATURAL
STAKEHOLDER
(SOCIAL BENEFIT)
ENVIRONMENT
(SUSTAINABILITY)

F.A.Gunawan, Savitz, Andrew W. THE TRIPLE BOTTOM LINE, Jossey-Bass, 2006, page 21-39
 IN THE PAST NOW & THE FUTURE
ECONOMIC RESULT PROCESS
PROFIT

RESULT ORIENTATION RESULT ORIENTATION / ST

SHORT TERM PROCESS ORIENTATION / ST
(OPERATION EXCELLENCE)

A good Scorecard should have an appropriate mix of outcomes

(lagging indicators) and performance drivers (leading
indicators) customized to the business unit’s strategy.
Outcome measures without performance drivers do not
communicate how the outcomes are to be achieved.

F.A.Gunawan,
 No Sasaran Prioritas
1 2 3 4 5 6 7 8
1 Laba Perusahaan
2 Kenaikan Nilai Saham
Perusahaan (Shareholers)
3 Penghematan Pajak
4 Kepentingan Pekerja
5 Kepuasan Konsumen
6 Hubungan dg Pemasok (supplier)
7 Pertumbuhan Perusahaan
8 Kepentingan Masyarakat &
Lingkungan Alam

F.A.Gunawan,
 ALUR PENYAJIAN

CORE VALUE:
THE DNA OF
EXCELLENT COMPANY

LEADERSHIP
CHALLENGES

SAFETY LEADERSHIP

F.A.Gunawan,
 Kemampuan / tindakan (arahan,
bimbingan, komunikasi,
motivasi, contoh, dll) untuk
menggerakkan orang lain agar
bersemangat dalam usaha
mengendalikan risiko kerja
sehingga dapat dicegah
terjadinya insiden yang
merugikan (manusia, harta,
lingkungan)
F.A.Gunawan,
 Why SHE leadership?
Effective health and safety performance comes
from the top

• 'Health and safety is a fundamental

part of business.
•'Health and safety is integral to
success.
•Attitudes to health and safety are
determined by the bosses, not the
organisation's size.'
•'An organisation will never be able to
achieve the highest standards of
health and safety management
without the active involvement of
directors.
F.A.Gunawan,
 Principle
Management leadership and commitment
form the foundation of efforts to improve
Safety. Although leadership and initiative
are needed throughout all levels of an
organization, it is crucial that senior
management provide visible support and
encouragement.

F.A.Gunawan,
 PERAN PEMIMPIN PUNCAK

1 Komitmen (SHE jadi Tata Nilai, Visi, Misi,

Kebij Persh) & dukungan sumberdaya.
2 Menjadi contoh “role model” (lihat: Leading by
Examples) bahwa SHE sama pentingnya
dengan operasi
3 Memasukkan SHE di uraian jabatan, pelatihan
& bagian kontrak kerja (spt. di DuPont).
4 Mengkomunikasikan pentingnya SHE
(Rapat - penyuluhan - dll) & partisipasi dlm
kegiatan SHE & membangun budaya SHE.
5 Menjadikan SHE bagian penting kinerja
Memantau hasil pelaks (pemeriksaan
6
lapangan , audit & tindak lanjutnya )

F.A.Gunawan,
 1811 rules
 Safety is a line management
Responsibility
 No employee may enter a new
rebuilt mill until a member of top
management has personally
operated it

One Company’s Mission DuPont

“…….adhere to the highest standards for the safe operations of facilities and the
protection of the environment, our people, our customers, and the citizens of the
communities in which we do business.”
“Value the safety of our coworkers, our community and the need to return home safely
to our families each day.”

F.A.Gunawan,
 CORE VALUES  Safety and Health

the cornerstone of  Environmental

stewardship
who you are and  Highest ethical behavior
what you stand for.  Respect for people

Line managers are accountable

PRINCIPLES

for the safety performance of
their employees.
the ways you  Working safely is a condition of
live your values employment.
Employees must receive
day by day.

appropriate training.

F.A.Gunawan,
 US M&R VALUES
• MOBIL FIRST.
• THINK LIKE THE CUSTOMER.
• ENVIRONMENTAL HEALTH &
SAFETY NO COMPROMISES.
• PEOPLE ARE AN INVESTMENT.
• BUILT TRUST.
MOBIL OIL CO. 1994.

F.A.Gunawan,
 COMMITMENT TO SAFETY
Excellence in safety and health in
the workplace is a core value of
ExxonMobil and of L&S. As we work
toward an incident-free workplace,
our vision is that Nobody Gets Hurt,
whether in plant sites, behind the
wheel, or in offices.
ExxonMobil Website 2011

F.A.Gunawan,
 Operations Integrity Management
System (OIMS) – ExxonMobil

F.A.Gunawan,
 LEADING BY EXAMPLE

YAKIN AKAN PENTINGNYA K3LL

Mematuhi & menerapkan aturan K3LL (konsisten & tanpa
pengecualian, dimulai dari diri sendiri).
Keputusan & tindakkannya mempertimbangkan aspek K3LL.
Mengkomunikasikan pentingnya K3LL bagi operasi (rapat
/pertemuan formal & infromal dg mjn, pengikut, rekanan,
kontraktor & sub-kontraktor).
Aktif dalam kegiatan K3LL (Involvement).
Dukungan sumberdaya utk mencapai sasaran K3LL.
Memantau hasil kinerja K3LL & tindak lanjutnya.
Bertanggung jwb thd K3LL dlm kewenangannya.

Your actions say a lot more than your words &

employees will watch you to see if you can “ walk
the talk”
F.A.Gunawan,
 Personal Actions by a DuPont
Managing Director (1)
– ‘By personal example I endeavoured to follow all safety
rules. On the rare occasions when I slipped up our
employees let me know and I accepted their advice in
as constructive a manner as possible’.

– ‘Company wide safety meetings were cascaded from

my team, monthly . I led the senior management meeting
and I reviewed the minutes of the meetings of my direct
reports’.

– ‘I ensured that every employee attended a safety

meeting each month’.

F.A.Gunawan,
 Personal Actions by a DuPont
Managing Director (2)
– ‘I held my direct reports responsible for the
safety performance of their teams, on and off
the job, and accountable to me in this regard’.

– ‘I reviewed their performance in this regard at

least twice a year’.

– ‘In order to assess the safety culture in a

proactive manner I made a safety tour, usually
lasting one hour, daily.

– ‘All other managers did likewise’.

F.A.Gunawan,
 “Our work is never so urgent or important that we
cannot take time to do it safely.”

The single most important factor for achieving long-

term safety excellence is the individual facility
manager. Your example determines your employees’
response. Through your actions, you tell people that
they may take risks or that taking risks is not
acceptable.

YOU PERSONALLY MAKE THE DIFFERENCE

F.A.Gunawan,
 Safety Leadership Characteristics
No Safety (HSE) Leadership Tingkat
B C K
1 Commitment (Corp.value, policies,
procedures, programs, resources)
2 Role model (Reg, proc, dec, behav)
3 Assigned responsibility, accountability,
training & contracts (+ HSE as a condition
of employment)
4 Safety communication (formal &
informal) & involvement
5 Safety a part of performance evaluation
(lagging & leading indicators)
6 Safety monitoring, audit & follow-up
actions

F.A.Gunawan,
 PERAN MANAJEMEN OPERASI PERAN
FUNGSI SAFETY
JENJANG
TUGAS
TUGAS MANAJEMEN & PEKERJA DALAM
BIDANG SAFETY
SBG AHLI YG PROF
Manajemen MENETAPKAN KEBIJAKAN & STRATEGI MJN RISIKO
Puncak MENGAMBIL KEPUTUSAN STRATEGIS DG PERTIMB
RISIKO
* Penasehat ahli
CONTOH POLA PRILAKU SADAR RISIKO
HUBUNGAN KELUAR
Safety bagi
MEMBERI DORONGAN & DUKUNGAN PELAKSANAAN
TUGAS YG AMAN
manajemen
MEMBINA BAWAHAN DIBIDANG SAFETY
MENILAI UKT DG MEMPERHITUNGKAN KINERJA SFETY
* Pengkaji
Manajemen MENTERJEMAHKAN KEBIJAKAN DAN STRATEGI masalah Safety
Madya MENJADI PROGRAM KERJA SAFETY
MEMIMPIN DAN MENGARAHKAN PELAKSANAAN TUGAS * Pengembangan
SESUAI SAFETY
MENGAMBIL KEPUTUSAN OPERASIONAL DG ASPEK konsep
SAFETY TERPADU
MEMBERI DORONGAN DAN DUKUNGAN PELAKSANAAN
MENDUKUNG kesisteman
TUGAS YG AMAN
MEMBINA BAWAHAN BIDANG SAFETY Safety
MEREVIEW HASIL PELAKSANAAN TUGAS TERMASUK
KINERJA SAFETY * Pembina
Pengawas MEMIMPIN PELAKSANAAN TUGAS SECARA LANGSUNG keahlian Safety
MENYUSUN LANGKAH PELAKSANAAN TUGAS SECARA
RINCI * Pemeriksa ahli
MEMBINA DAN MEMOTIVASI BAWAHAN
MENGAWASI /MEMANTAU PELAKSANAAN TUGAS Safety
MEMBERI UMPAN BALIK TENTANG HASIL PELAKSANAAN
TUGAS * Pemantau
Pelaksana
Kerja
KEMAMPUAN MEMAHAMI BAHAYA DARI PELAKSANAAN
PEKERJAAN, PROSEDUR KERJA, PERATURAN HSSE,
kinerja Safety
MANFAAT DAN CARA PENGGUNAAN ALAT PELINDUNG
DIRI, CARA PENGGUNAAN PERALATAN K3, CARA KERJA
AMAN, DLL.
12
F.A.Gunawan,
F.A.Gunawan,