Strategi Peningkatan Kinerja Berkelanjutan Perusahaan Berbasis Nilai Integrasi (Studi Kasus Operasional Komoditas Teh PT XYZ)

Abstract

Sebagai pelaku strategis pada sektor perkebunan, PT XYZ dituntut meningkatkan kinerja berkelanjutan perusahaan pada dimensi profit, planet, dan people, namun menghadapi keterbatasan pada penerjemahan implementasi sustainability pada prioritas tindakan di aktivitas operasional. Penelitian ini bertujuan merumuskan strategi prioritas peningkatan kinerja berkelanjutan berbasis nilai integrasi dalam kerangka Value-Based Sustainability Balanced Scorecard (SBSC). Penelitian menggunakan pendekatan mixed methods yang memadukan metode Delphi untuk memperoleh konsensus pakar mengenai aktor dan strategi yang relevan, serta Analytical Hierarchy Process (AHP) untuk menentukan bobot prioritas. Lima pakar internal yang mewakili setiap segmen operasional dipilih melalui purposive sampling. Hasil penelitian mengidentifikasi lima aktor dan tiga alternatif strategi yang mencapai konsensus penuh. Analisis AHP menunjukkan bahwa koordinasi merupakan faktor paling berpengaruh (0,472), Bagian Operasional Tanaman di Kantor Regional menjadi aktor kunci (0,315), profit menjadi tujuan utama (0,355), dan cross-functional teams menjadi strategi prioritas pertama (0,392). Temuan ini menunjukkan bahwa peningkatan kinerja berkelanjutan PT XYZ melalui nilai integrasi terutama bergantung pada penguatan koordinasi lintas fungsi pada bagian operasional.

As a strategic player in the plantation sector, PT XYZ is expected to improve its corporate sustainability performance across the profit, planet, and people dimensions. However, the company faces limitations in translating its sustainability framework into prioritized actions at the operational level. This study aims to formulate priority strategies for improving sustainability performance based on integration values within the Value-Based Sustainability Balanced Scorecard (SBSC) framework. A mixed-methods approach was employed, combining the Delphi method to obtain expert consensus on relevant actors and strategies with the Analytical Hierarchy Process (AHP) to determine their priority weights. Five internal experts representing each operational segment were selected through purposive sampling. The results identified five actors and three alternative strategies that achieved full consensus. The AHP analysis showed that coordination was the most influential factor (0.472), the Plant Operations Division at the Regional Office was the key actor (0.315), profit was the primary objective (0.355), and cross-functional teams were the highest-priority strategy (0.392). These findings indicate that improving PT XYZ’s sustainability performance through integration values primarily depends on strengthening cross-functional coordination across its operational units.