Integrasi Proses Manajemen Risiko Operasional, Manajemen Kelangsungan Bisnis, dan Manajemen Kebencanaan: Studi Kasus BPJS Ketenagakerjaan

Abstract

Keberlanjutan operasional merupakan komponen krusial bagi lembaga publik seperti BPJS Ketenagakerjaan yang memiliki mandat memberikan layanan jaminan sosial secara konsisten kepada masyarakat. Wilayah Banuspa (Bali, Nusa Tenggara, dan Papua) menghadapi tantangan unik karena merupakan satu-satunya kantor wilayah yang ancaman dominannya berupa kerusuhan sosial, bukan bencana alam. Selama periode 2021–2024, lima kejadian signifikan telah memaksa penutupan sementara layanan di berbagai kantor cabang. Penerapan manajemen risiko operasional (ISO 31000), Business Continuity Management (ISO 22301), dan manajemen kebencanaan (UU No. 24 Tahun 2007) selama ini masih berjalan secara parsial dan belum terintegrasi dalam satu kerangka kerja utuh. Penelitian ini bertujuan menganalisis kondisi eksisting dan kesenjangan integrasi ketiga sistem, merumuskan mekanisme integrasi data risk register dengan BIA dan prosedur tanggap darurat, membangun model integrasi MR–BCM–MK, serta mengevaluasi hambatan dan melakukan validasi model. Penelitian menggunakan pendekatan kualitatif deskriptif dengan analisis tematik, melibatkan 9 informan dari kantor pusat, kantor wilayah, dan kantor cabang melalui wawancara semi-terstruktur. Hasil penelitian mengidentifikasi empat gap kritis: desinkronisasi risk register dengan BIA, keterpisahan risk treatment plan dari BCP, ketiadaan trigger otomatis eskalasi, dan ketiadaan mekanisme lesson learned yang terinstitusionalisasi. Penelitian mengonstruksi Model Triple Framework of Operational Resilience (TFOR) yang mengintegrasikan empat prinsip (Risk Intelligence, Continuity Planning Berbasis Risiko, Integrated Response and Recovery, dan Continuous Improvement Loop) melalui empat mekanisme operasional (Integrated Risk-BCM Review semesteran, Crisis Response Integration Protocol, Joint Simulation Exercise tahunan, dan Lesson Learned Integration System). Validasi oleh informan ahli mengonfirmasi bahwa model realistis untuk diimplementasikan dengan pendekatan bertahap tanpa memerlukan restrukturisasi organisasi yang radikal. Temuan utama menegaskan bahwa tantangan terbesar bukan pada ketiadaan sistem, melainkan pada ketiadaan benang merah yang menghubungkan ketiganya dalam satu ekosistem manajemen yang saling mengisi.

Operational continuity is a crucial component for public institutions such as BPJS Ketenagakerjaan, which is mandated to provide consistent social security services to the public. The Banuspa Region (Bali, Nusa Tenggara, and Papua) faces unique challenges as the only regional office where the dominant threat is social unrest rather than natural disasters. During 2021–2024, five significant incidents forced temporary closure of branch office services. The implementation of operational risk management (ISO 31000), Business Continuity Management (ISO 22301), and disaster management (Law No. 24 of 2007) has been conducted in parallel without integration into a unified framework. This study aimed to analyze the existing conditions and integration gaps across the three systems, formulate mechanisms for integrating risk register data with BIA and emergency response procedures, construct an MR–BCM–DM integration model, and evaluate implementation barriers through expert validation. The research employed a descriptive qualitative approach with thematic analysis, involving 9 informants from the head office, regional office, and branch offices through semi-structured interviews. The findings identified four critical gaps: desynchronization of the risk register with BIA, disconnection of risk treatment plans from BCP, absence of automatic escalation triggers, and lack of institutionalized lesson learned mechanisms. The study constructed the Triple Framework of Operational Resilience (TFOR) Model integrating four principles (Risk Intelligence, Risk-Based Continuity Planning, Integrated Response and Recovery, and Continuous Improvement Loop) through four operational mechanisms (biannual Integrated Risk-BCM Review, Crisis Response Integration Protocol, annual Joint Simulation Exercise, and Lesson Learned Integration System). Expert validation confirmed that the model is realistic for phased implementation without requiring radical organizational restructuring. The key finding emphasizes that the greatest challenge lies not in the absence of systems, but in the absence of a connecting thread linking all three into a cohesive management ecosystem.