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Received: 27 October 2025; Accepted: 31 October 2025; Published: 18 November 2025
The Paliwara Landslide Mitigation Project in Hulu Sungai Utara Regency of South Kalimantan Province is
dealing with many risks that potentially able to delay project objectives achievement. The analysis in this study
aims to identify key risks in the project and to evaluate these risks management using a standard of AS/NZS
4360:2004 as the management framework. Research methodology applied in this study was descriptive
qualitative method, by reviewing secondary project data such as progress report, Show Cause Meeting (SCM)
documentation, and implementation timeline. Result of risk identification are able to identify ten key risks
including weak project management, extreme weather (heavy rainfall), remote project locations that delayed the
material supply to worksite, and potential for subsequent landslides. According to the probability and impact
assessment, there were two risks were classified as very high level (poor project management and disruption due
to extreme weather), while one risk was classified as high level (the geotechnical risk of subsequent landslide).
Meanwhile, the remaining risks were classified as moderate to low level. Mitigation strategies directed to have
focus on risks with high level including strengthening project management and coordination, adapting schedule
to the weather condition and implementing technical measures to stabilize slopes. This study demonstrates the
importance of proactively implementing risk management for road infrastructure construction project, in
particular for those projects with challenging natural and site condition to prevent future project failures.
Risk Management, Standard of AS/NZS 4360:2004, Landslide, Slope Construction Project.
Paliwara Landslide Mitigation Project located in Amuntai Tengah District, Hulu Sungai Utara Regency of South
Kalimantan is a strategic project to make a stabilization of slopes and to repair national roads damaged by
landslides. Landslides in Paliwara area have disrupted the flow of road traffic and damaged the roadways also
put serious risk to the safety of road users on this Trans-Kalimantan route. As a part of restoration effort to this
vital infrastructure, a plan for construction project is underway to strengthen the road structure and to prevent
further landslides in the future.
During the project implementation, Paliwara project faced complex challenges where there were significant
delays in work execution when compared to the work schedule and work quality deviations since the work results
did not fully meet technical specifications, along with administrative issues in project management.
Accumulation of these problems make the service user of project owner must take decisive action by holding a
Show Cause Meeting (SCM) to evaluate the contractor’s wok performance. SCM is an official forum to acquire
explanation from the contractor about the causes of work delays and deviations. If the work performance doesnot
show improvement after SCM forum took place, the project owner has the right to terminate the contract in
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accordance with applicable provisions. In the case of Paliwara Project, the work contract was ultimately
terminated before the project was completed reflecting the failure of target achievement due to poorly managed
risks.
Risk management is crucial to identify, analyse, and give respond to any risk faced from the beginning of the
project to its completion (Thompson & Perry, 1991). Implementation of effective risk management is expected
to minimize potential losses and increases chances of achieving the project objectives (Yuliana & Hidayat, 2017).
As a guidance, the International Standard AS/NZS 4360:2004 provides comprehensive framework guidelines
for risk management comprises of context definition, risk identification, risk analysis, risk evaluation, and risk
treatment (ISO, 2018). The entire process is iterative and integrated with ongoing monitoring and
communication. According to these principles, this study evaluates the implementation of risk management in
Paliwara Landslide Mitigation Project with objective of the study to provide an overview to the extent of risk
that can be identified and addressed in Paliwara project also to formulate recommendations for risk management
improvement effort for similar projects in the future.
A construction project, in particular for road infrastructure and slope management project inherent high risk level
since there are numerous uncertainties within the project implementation such as unpredictable field geology,
unpredictable weather, multi-stakeholders’ involvement, also time and resource constraints (Thompson & Perry,
1991). According to standard of AS/NZS 4360 (2004), risk management is a systematic process comprises of
context establishment, risk identification, risk analysis, risk evaluation and ways in addressing risks in a
coordinated manner (ISO, 2018). Application of structured risk management in construction project can increase
the likelihood of project success through appropriate mitigation planning and proactive responses to uncertainty
(Yuliana & Hidayat, 2017). As suggested by empirical research by Afiq (2021) on a dormitory building project,
and by Putri et al. (2015) reported on a hospital construction project confirming the early identification and
mitigation of construction risks able to prevent delay and cost overrun to a project.
For a road infrastructure project that involving slope stabilization, there are several dominant common risks as
suggested by Rahman & Tjendani (2022) about geotechnical risks such as ground movement and subsequent
landslides among of the most crucial events. As well as the remote project locations that lead to delays in material
distribution and equipment mobilization, while extreme weather conditions such as heavy rainfall can prolong
the field work. Other cause such as sudden design changes or unexpected decisions by project owner are also
source of risks which potentially triggers conflict and additional delays. Setyawan et al. (2022) also added with
a weak coordination between parties, lack of quality control and regulatory changes during project also
contribute to significant risks in construction projects. Therefore, identifying and mapping risks from since the
planning stage is crucial act especially for projects with high technical and environmental challenges which must
involve landslide mitigation.
A supervision consultant holds a key role for assuring project implementation adheres to technical specifications,
schedules, and budgets (Wally et al., 2022) through certain activities such as daily monitoring, quality inspection,
and regular reporting. Moreover, supervision consultant can serve as early warning system for potential of
deviation or problems in the work field. Effective supervision also involves identification of causal delay and
technical problems, allowing prompt corrective action to take place (Sumajouw & Sompie, 2014). Supervision
consultant also qualified to act as neutral mediator between project owner and contractor in resolving technical
disputes and ensuring the contractor compliance to the applicable procedures and regulations.
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A Show Cause Meeting (SCM) is a formal forum used by the project owner to request explanation related to
significant delays or deviations of project implementation from the contractor. SCM is part of an administrative
risk management strategy, in which, through SCM, contractors are given the opportunity to explain the
encountered work problems and to develop corrective plans (Putra et al., 2021). If the explanation and corrective
efforts are inadequate, the SCM results can serve as a basis for the project owner to take decisive action such as
a contract termination. As suggested by Suparno (2015) that a proper implementation of SCM able to subdue
conflict escalation and promote a peaceful resolution of issues before these negative impacts escalate to legal
action. Thus, SCM serves as a project risk mitigation mechanism in particular related to aspects of time
performance and contract compliance.
In national road projects, technical standards are essential to guarantee the quality and safety of the work.
Moreover, 2018 General Highways Specification or Spesifikasi Umum Bina Marga 2018 (Second Revision) is
served as the guideline for work methods, material requirements, and quality benchmarks for road and bridge
projects in Indonesia. Along with the technical standards, there are procurement and contract aspects which also
regulated through regulations like the Presidential Regulation No 12 of 2021 regarding Government Procurement
of Goods/Services. Compliance with technical specifications and contract regulations becomes influential
element of project risk management (Ervianto, 2005). Failure to comply with these requirements can lead to
administrative sanction, claims, or worse, lawsuits which will bring negative impact to project continuity.
Therefore, a project team must have a thorough understanding about applicable standards and regulations to be
integrated into project planning and project control.
Ervianto (2005) explains a construction project is a series of activities which carried out once and over a period
of time. These activities include certain processes that organize project resources into final activity result as a
building. These processes within certain activities involve related parties both from direct parties or indirect
parties, and the existing relationships between parties involved in the project are further clarified by working
relationship and functional relationship. When a lot of parties are involved in a construction project, potential
conflicts are greater, thus, it can be said that a construction project carries potentiality of high conflicts (Setyawan
et al., 2022)
According to Ervianto (2005), the parties involved in a construction project are as shown in the following figure
(Figure1)
Figure 1. Existing parties within a construction project
Source: Ervianto (2005)
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According to Putra et al. in Aldesra (2021), risk is an uncertainty matter which occurs due to information lackness
or the absence of information about what will happen. This uncertainty brings impacts both in negative and
positive impacts, where the positive outcome represents an opportunity and a negative outcome represents a risk.
Suparno (2015) gave more explanations about the possible risks that may occur in construction project such as:
1. Unpredictable external risks such as natural disasters, government regulations, vandalism activities, along
with other unforeseen effects.
2. Predictable external risks such as financial situation, interest rate, material availability, environmental
impacts, taxation, inflation and others.
3. Internal or non-technical risks such as cash flow, safety issues, profit plans, schedule delays, strikes and
cash flow bottlenecks.
4. Technical risks such as technology, design changes, implementation changes, and maintenance issues
which arise from technology usage in project (for example BIM, changes also adjustment).
5. Legal risk such as licencing, patent, litigation, subcontractor’s workperformance, contract failure,
lawsuits, and force majeure.
1. Risk breakdown structure (RBS) method
RBS method is used to make categorization of each risk. It is a way for grouping risks into a logical,
systematic and structured risks hierarcy in accordance with applicable standards. RBS application can
improve understanding of the risks within a project (Putri et al., 2015).
2. Analythical hierarchy process (AHP) method
AHP method is a method used for decision-making plan that developed Saaty (2012) which describes
many multi-criteria problems into a hieararchy. The hierarchy is able to break down complex problems
into specific criterias which then will be organized and analyzed so then decisions can be made (Efrizon,
2014).
According to the standard of AS/NZS 4360 (2004) there are four steps within the risk management procedure as
listed below:
In establishing the problem, it involves internal and external parameters which put into consideration for risk
management activity. Next, a determination of the workscope is set and a risk analysis is conducted.
Risk identification is a stage for acquiring suitable risk problem variables. Risk identification also involves
activity to obtain a list of risk sources and events that able to impact project target achievement. 3. Analyse risk
Risk analysis involves several considerations about the risk source, consequences, and the probability of that
risk. The risk will be analyzed by combining the likelihood (frequency/probability) and consequences
(effect/impact). Likelihood and consequences of each risk will determine the risk level.
Risk evaluation involves and compares risks identified during the analysis process with the established risk
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criteria. Then, the result is a prioritized list of risks to be taken into further action in the next step.
Risk treatment is a method for minimizing risk as described to be risk mitigation. The risk is analyzed which
sometimes cannot be completely eliminated but can only be minimized resulting in residual risk.
Source: AS/NZS 4360 (2004)
According to Sumajouw & Sompie (2014) a risk identification process is identification of the type of risk that
are likely and usually will occur. Risk identification is a systematic and continuous process for identifying
potential risks that could impact project objectives. Whereas PMBOK GUIDE Sixth Edition, (2017) added with
several data collection techniques that can be used to acquire problem information as listed below:
1. Brainstorming technique
Brainstorming technique conducts by collecting ideas or thoughts to find solutions to problems, such as
creating several frameworks and ideas in managing the risk of project accidents or to minimize work
accidents.
2. Checklist technique
Checklist technique is carried out by checking work items list and the possibility of the risks will occur
so it can be developed to obtain information on how to prevent these risks.
3. Interview technique
Interview technique is conducted by interviewing important people in the project such as the project
manager, site manager, quality health safety and environment (QHSE) officials, experts to obtain
information on work accident risks.
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4. Root cause analysis
Root cause analysis technique is carried out by looking for root causes of the problem by identifying the
specific main causes of the problem for follow-up.
5. Assumption and constraint analysis
Assumption and constraint analysis is carried out by identification of inaccuracy, instability,
inconsistency, also assumption to minimize the risk occurrence.
6. Strength, weaknesses, opportunity, threat (SWOT) analysis
The SWOT analysis technique is carried out by evaluating strengths, weaknesses, opportunities and any
threats posed by the project.
7. Document analysis technique
Document analysis technique is held by identifying project documents such as agreement documents,
technical documents, contract documents, problems/constraints in the project also other archive
documents related to the project.
Thompson & Perry (1991) stated the risk management from qualitative perspective has two directions of
purpose: identifying risks and assesing the risks. In qualitative analysis, risk value can be found by multiplying
likelihood by risk impact. If the result of likelihood is high and the risk impact also high, it resulted a high level
of risk. On the contrary, if the likelihood is low and the impact is also low, it resulted a low level of risk. Then,
main risks will be handled by a method called as risk mitigation. Furthermore, standard of AS/ NZS 4360 (2004),
will asses each risk through qualitative ways by dividing the risks into five categories. The assessment of each
likelihood and consequences is presented in the following tables (Table 1 and Table 2).
Table 1. The assessment of risk likelihood
1
Rare
Likelihood to happen is a very small
2
Unlikely
Likelihood to happen is sometimes
3
Moderate
Likelihood to happen is several times
4
Likely
Likelihood to happen is frequent
5
Almost Certain
Likelihood to happen in very frequent times
Source: AS/NZS 4360 (2004)
Table 2. The assessment of impact/risk consequences
1
Insignificant
No wounds or injuries, low level of loss, impact scope is small
2
Minor
Requires first aid, impact scope is small
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3
Moderate
Requires medical help, financial loss is quite high
4
Major
High level of loss, production ability decline, impact scope is
wide
5
Catastrophic
Resulted in loss of life (death), major damage, very high
financial losses
Source: AS/NZS 4360 (2004)
The purpose of risk evaluation is facilitating decision-making based on the analysis results. This evaluation will
determine which risks that have the highest priority to be handled as it is done by categorizing likelihood and
impact values into a risk matrix. Once the likelihood and impact values are identified, these can be entered into
the risk matrix. The following table (Table 3) is an example of a risk matrix in compliance to AS/NZS 4360
(2004) standard.
Table 3. The risk matrix
5
Very often
5
10
15
20
25
4
Often
4
8
12
16
20
3
Moderate
3
6
9
12
15
2
Seldom
2
4
6
8
10
1
Rare
1
2
3
4
5
Source: AZ/NZS 4360 (2004)
Description:
Very High : Intolerable and requires immediate treatment
High : Unwanted and requires special attention
Moderate : Accepted with high approval and high responsibility
Low : Accepted with approval by the management
Very Low : Can be ignored, but must be checked regularly
The result of risk evaluation is a risk ranking that requires further research on basis of residual risks and effective
risk control.
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According to Planagan & Norman in Putra, et al., (2021) there are four points for handling risks as stated below:
1. Risk retention
Accepting or restrain the risk impact that has low or acceptable level of loss.
2. Risk reduction
Studying these risks further then implementing risk prevention efforts by combining efforts to prevent
risk accumulation. This activity often resulted in residual risk therefore necessitates an assesment to it.
3. Risk transfer
A transfer act of some or the entire risk to another party. Such high level of risk activities will be
transferred to another party with better ability to handle and control the risks.
4. Risk avoidance
The act of avoiding work that poses very significant weakness by refusing to undertake high-risk project,
such as a project with the possibility of contract breaching.
Source: AS/NZS 4360 (2004)
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This study uses a qualitative descriptive approach aimed to give a systematical description of implementing risk
management process within a construction project based on the standard of AS/NZS 4360 (2004). This approach
was chosen since the study focus is on analysing risk management process and strategies within real project,
rather than focusing on statistical hypothesis testing.
The type of data used in this research was secondary data in the forms of project documents which were obtained
from:
1. Contract documents and addendum for Paliwara Landslide Mitigation Project
2. Weekly and monthly project implementation reports
3. Work implementation chronology documents
4. Show cause meeting (SCM) documents and technical meeting reports
5. Documents of visual project progress and technical drawings
These data reflect the actual project implementation which are used as a basis for identifying problems and risk
occurrence throughout the project cycle.
This research is following five main stages of risk management in compliance to standard of AS/NZS 4360
(2004):
1. Context establisment
This stage is conducted to have an understanding of the project scope, internal and external movements also the
project objectives. Meanwhile, the elements of consideration are:
• Project location and geographical challenges (steep slopes or has potential of landslide)
• The work scope (road structure management and slope stabilization)
• The project stakeholders (service users, contractors, and supervising consultant)
• Time of project implementation also the weater or season conditions
The context establishment also includes an understanding to the applicable technical standards (such as the 2018
General Highways Specification) and the procurement regulations (such as Presidential Regulation No 12 of
2021).
2. Risk identification
Risk identification process involves reviewing all project implementation documents to identify events that could
lead to deviation from project objectives (time, quality and cost). Whereas the risks are identified based on the
following categories:
• Geotechnical risks (example: subsequent landslide, slope instability)
• Administrative risks (incomplete documentation)
• Managerial risks (weak project control)
• External risks (extreme weather, logistic supply)
Output from this stage is a risk list with descriptions, causes, and risk source categories.
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3. Risk analysis
Each risk will be analysed based on two main dimensions:
• Probability (P): likelihood of risk occurrence (scale 1–5)
• Impact (D): consequences of project risk if it occurs (scale 1–5)
The risk score is calculated by the formula of: Risk Value = P x D\text {Risk Value} = P\times D Risk Value = P
x D
Then, the analysis results will be classified based on the score and grouped into three main categories:
low, medium and high categories.
4. Risk evaluation
The analysed risks will be entered into a risk matrix table to decide the treatment priority. This matrix
helps visualize the relationship between likelihood and impact.
Risks with highest risk scores become the main priority for mitigation, in particular for those risks that
included into high and very high-risk categories.
5. Risk treatment
For every risk priority, the mitigation strategy is developed based on four approaches:
• Avoid: stopping high-risk activities
• Reduce: lowering the probability/impact level
• Transfer: through contracts/subcontracts or insurance
• Accept: taking risks that considered to be acceptable
Meanwhile, the mitigation strategy is developed according to risk context and the nature of the project, for
example:
• Make an adaptation of the implementation schedule to the rainy season
• Providing backup equipment and alternative suppliers
• Strengthening communication between stakeholders through SCM and weekly meetings.
For increasing validity of the findings, a triangulation method was conducted through:
1. A comparison of contract documents to field implementation
2. A confirmation of supervision reports and SCM documentation
3. Consistency analysis between data types (administrative, technical and visual)
The supporting instruments used in the analysis process are:
1. Risk identification template: contains of a table of risk descriptions, codes and categories
2. 5 x 5 risk matrix: for mapping and to prioritize risks
3. Risk control form: contains mitigation and monitoring actions
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This research was held on a Project of National Road Landslide Mitigation in Paliwara Village, district of
Amuntai Tengah, Hulu Sungai Utara Regency of South Kalimantan. The work project was implemented by
National Road Implementation Work Unit Region I of South Kalimantan Province as an effort to restore national
road access that affected by landslide disaster.
Project general data:
1. Name of the project: Landslide Mitigation of National Road in Paliwara Village, district of Amuntai
Tengah, Hulu Sungai Utara Regency.
2. Project location: Paliwara Village, Amuntai Tengah District, Hulu Sungai Utara Regency, South
Kalimantan Province.
3. Contract value: IDR. 13.174.337.200 (Thirteen billion one hundred seventy-four million three hundred
thirty-seven thousand two hundred rupiah).
4. Time implementation : 150 (a hundred and fifty) of calendar days.
5. Constr. service provider: CV. Cahaya Purna Nusaraya
6. Supervising consultant: CV. Amri Archteam Consultant
7. Planning consultant : CV. Triwarsa Engineering Consultant
8. Work scope: Slope and landslide management, gabion structure construction, excavation and
embankment work, drainage construction and road security and road equipment.
According to document review and field condition of the study site, there are many risks identified which cold
impact the success of Paliwara Landslide Mitigation Project. The following table (Table 1) lists the identified
main risks altogether with the risk codes, the estimated probability of occurrence, and the magnitude of the
impact if the risks were to occur. Risk code is numbered according to the risk source category, including:
1. A for human resource aspect (labor and safety)
2. B for planning or technical design aspect
3. C for resources aspect (material and equipment)
4. D for implementation/administration management aspect
5. E for external aspects (environment and natural conditions)
Each risk is assessed through qualitative way on a scale of 1 (very low) to 5 (very high) for its probability and
impact.
Table 4. Risk identification of Paliwara Road Landslide Mitigation Project
1
Steel piling
work
Worker’s safety
A.1
Deep and fast flowing river condition
T.1
Construction material from outside
Kalimantan
M.1
Extreme weather
C.1
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2
Formwork
(Bekisting)
Worker’s safety
A.1
Deep and fast flowing river condition
T.1
High level complexity
M.1
Extreme weather
C.1
3
Reinforcement
work
Unprofessional workers
P.1
Reinforcement has big diameter size
which requires special equipment
P.2
Deep and fast flowing river condition
T.1
Construction material from outside the
regency
M.1
Extreme weather
C.1
4
Cast work
Construction material from outside the
regency
M.1
Extreme weather
C.1
Material quality
M.2
Source: Analysis (2025)
After obtaining data identification through the implemented work items then researchers will examine the
specific work item with its associated risks. The work items as mentioned in Table 4 can be divided into four
categories:
1. Steel piling work with time duration of 10 weeks has four types of risks
2. Formwork (bekisting) with time duration of 6 weeks has four types of risks
3. Reinforcement work with time duration of 10 weeks has five types of risks
4. Casting work with time duration of 4 weeks has three types of risks
These data will be inputted into a risk evaluation table as displayed in the following table (Table 5).
Table 4. Risk evaluation on Paliwara Road Landslide Mitigation Project
1
Steel piling work
A.1
2
4
8
T.1
5
3
15
M.1
5
1
5
C.1
1
1
1
2
Formwork (Bekisting)
A.1
2
4
8
T.1
5
3
15
M.1
5
1
5
C.1
1
1
1
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3
Reinforcement work
P.1
2
2
4
P.2
1
1
1
T.1
5
3
15
M.1
5
1
5
C.1
1
1
1
4
Cast work
M.1
5
1
5
C.1
1
1
2
M.2
2
3
6
Source: Analysis (2025)
Table 5. Risk distribution matrix on Paliwara Road Landslide Mitigation Project
5
Very often
M.1
T.1
4
Often
3
Moderate
2
Seldom
P.1
M.2
A.1
1
Rare
C.1, P.2
Source: Analysis (2025)
The explanation of risk value on Paliwara Road Landslide Mitigation Project is:
1. High risk level ( )
• T.1 : Deep and fast flowing river condition
2. Moderate Risk Level ( ) • A.1 : Worker’s safety
• M.2: Material quality
3. Low Risk Level ( )
• P.1 : Unprofessional workers
• M.1: Construction material from outside the regency
4. Very Low Risk Level ( )
• C.1 : Extreme weather
• P.2 : Reinforcement has big diameter size, requires measuring equipment
As a result of risk level evaluation, priority of risk management is focused on the high and the very high risks
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since these risks bring most critical impact on the project. However, the mitigation plans were also prepared for
all identified risks to ensure a comprehensive control also present in this project. Table 7 summarizes mitigation
plans for each risk where mitigation strategies are briefly described (including the actions or procedures
necessary to reduce the likelihood or impact of each risk).
In general, the risk control for Paliwara Road Landslide Mitigation Project is presented in the following table
(Table 7):
Table 7. Risk Control on Paliwara Road Landslide Mitigation Project
T.1
Deep and fast flowing
river condition
15
High
(1) Work scheduling is made during the dry season;
(2) Monitoring water level elevation and soil
stability.
A.1
Workers Safety
8
High
(1) Routine inspection of heavy equipment; (2)
Training on the use of equipment; (3) Placement of
heavy equipment in a stable location.
M.2
Material quality
6
Moderate
(1) Laboratory testing before use; (2) Strict
selection of suppliers; (3) Incoming material
documentation.
P.1
Unprofessional
workers
4
Moderate
(1) Job training before work implementation; (2)
Direct supervision by experts; (3) Skills
certification for certain workers.
M.1
Construction material
from outside the
regency
5
Moderate
(1) Delivery time schedule planning; (2) Timely
vendor selection; (3) Storage of spare materials at
the project site.
C.1
Extreme weather
1
Moderate
(1) Adjustment of implementation schedule; (2)
Monitoring of daily weather forecasts; (3)
Protection of work areas with tents/tarpaulins
during rain.
Source: Analysis (2025)
1. The result from risk evaluation analysis can be put into conclusion of: the steel piling work with average
value of 7.25 and formwork with average value of 7.25 are classified to have medium risk level, whereas
the reinforcement work with average value of 5.2 and casting work with average value of 4.33 are
classified to have low risk level.
2. The result of risk identification in Paliwara Road Landslide Mitigation Project is: (a) unstable or
submerged soil condition (T.1) classified as high risk level, (b) Worker Safety (A.1) and Material Quality
(M.2) are classified as medium risk level, (c) Unprofessional workers (P.1) and Material from outside the
district (M.1) are classified as low risk level, and (d) Extreme weather (C.1) is classified as very low risk.
3. The result of risk treatment or risk control conducted in this study carried out by identifying risks that
have high risk content as found out to be deep and fast flowing river condition or T.1. Therefore, the
control to solve the risk are:
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• Work schedule is made during the dry season, and
• Monitoring the water level elevation and soil stability.
As recommendation for future similar projects, the researchers recommended to implement a disciplined risk
management framework in compliance with standard of AS/NZS 4360:2004 from early on (the planning stage).
Then, risk identification should be conducted in comprehensive act; involving experts such as geotechnical
engineers and planners to make any technical risks (innapropriate design to the field condition for example) can
be identified early. Also, the project owner must establish certain criterias that consider management capacity
and risk control track records when selecting the project contractor. During work implementation, role of
supervising consultant should be optimized not only to monitor the work quality but also able to supervise or
guide the implementation of risk management in the work field. Communication and coordination between
stakeholders must be improved to avoid misinformation and delays in decision-making process. Furthermore,
the project scheduling should be designed to adapt to condition where there are potentials of bad weather and
complemented by contingency plan for worst-case scenario (such as natural disaster happenings). With these
steps, the future landslide mitigation project is expected to run more smoothly, can be completed on time and
able to achieve their objectives without significant constraints.
The authors did not receive financing for the development of this research.
The authors declare that there is no conflict of interest.
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