Evaluasi dan Strategi CSR PT Bukit Asam Tbk dalam Meningkatkan Citra Perusahaan

Abstract

PT Bukit Asam Tbk (PTBA) merupakan salah satu Badan Usaha Milik Negara (BUMN) yang bergerak di sektor pertambangan batubara dan memiliki peran strategis dalam perekonomian nasional. Sebagai perusahaan yang beroperasi pada sektor ekstraktif dan berinteraksi langsung dengan masyarakat di sekitar wilayah tambang, PTBA menghadapi tuntutan tinggi terkait tanggung jawab sosial, lingkungan, dan ekonomi, sehingga implementasi Corporate Social Responsibility (CSR) menjadi instrumen penting dalam menjaga keberlanjutan operasional, mengelola dampak sosial dan lingkungan, serta membangun dan mempertahankan citra perusahaan di mata para pemangku kepentingan. Namun demikian, meskipun PTBA telah melaksanakan berbagai program CSR yang mencakup dimensi sosial, ekonomi, dan lingkungan, masih terdapat kesenjangan antara jumlah program yang dijalankan dengan tingkat kepuasan serta persepsi masyarakat, yang tercermin dari munculnya isu kerusakan lingkungan, konflik sosial, dan tingginya ekspektasi masyarakat terhadap kontribusi perusahaan. Kondisi tersebut menunjukkan bahwa efektivitas strategi CSR PTBA perlu dievaluasi secara berkelanjutan. Penelitian ini bertujuan: (1) mengevaluasi strategi CSR yang dijalankan PTBA, (2) menganalisis faktor internal dan eksternal yang memengaruhi strategi CSR PTBA, (3) merumuskan alternatif strategi, dan (4) menetapkan strategi prioritas yang paling direkomendasikan. Metode yang digunakan meliputi Triple Bottom Line untuk mengevaluasi strategi CSR, Resources and capabilities untuk analisis internal sedangkan PESTEL dan Industry Foresight digunakan untuk analisis eksternal. Tahap selanjutnya memakai matriks IFE dan EFE. Posisi perusahaan dianalisis dengan matriks IE. Alternatif strategi dirumuskan dengan matriks SWOT. Strategi Prioritas ditentukan melalui analisis QSPM. Penelitian dilaksanakan pada Mei sampai Desember 2025. Data primer diperoleh melalui wawancara dan kuesioner. Responden terdiri dari 23 pihak eksternal dan 6 pihak internal. Hasil penelitian menunjukkan bahwa secara umum implementasi CSR PT Bukit Asam Tbk telah berjalan cukup baik dan selaras dengan prinsip Triple Bottom Line yang mencakup aspek ekonomi, sosial, dan lingkungan. Program CSR unggulan seperti Program Tanjung Enim Kota Wisata, Program Kemitraan CSR, Program Eco Agrotomation, Program Pengobatan Gratis, serta Program Pemberian Makanan Tambahan bagi balita dan ibu hamil dinilai memberikan kontribusi positif bagi masyarakat. Namun demikian, tingkat kepuasan masyarakat masih berada pada kategori sedang, yang mengindikasikan bahwa manfaat program CSR belum dirasakan secara merata dan berkelanjutan oleh seluruh lapisan masyarakat. Hasil analisis internal menunjukkan bahwa PTBA memiliki kondisi internal yang kuat, terutama dari sisi sumber daya finansial, kapabilitas organisasi, pengalaman dalam pengelolaan CSR, serta dukungan manajemen perusahaan. Sementara itu, hasil analisis eksternal menunjukkan adanya peluang yang besar berupa dukungan regulasi pemerintah, peran strategis PTBA sebagai BUMN, serta potensi kolaborasi dengan pemerintah daerah, akademisi, dan komunitas lokal. Di sisi lain, perusahaan juga menghadapi sejumlah ancaman, antara lain meningkatnya tekanan isu lingkungan, dinamika kebijakan transisi energi, potensi konflik sosial di wilayah operasional, serta persepsi publik yang cenderung sensitif terhadap isu negatif. Skor tertimbang IFE sebesar 3,19 mengindikasikan posisi internal perusahaan berada pada kondisi kuat dimana kekuatan perusahaan mampu digunakan untuk menutupi dan meminimalkan kelemahan yang ada. Skor tertimbang EFE sebesar 3,05 menunjukkan bahwa PTBA memiliki kemampuan yang baik dalam merespons semua peluang dan ancaman yang ada. Berdasarkan posisi pada matriks IE, PTBA berada pada kuadran I yang menunjukkan strategi grow and build. Fokus strategi perlu didorong untuk memperluas cakupan, meningkatkan kualitas, dan mengintegrasikan program CSR secara strategis agar memberikan dampak yang lebih signifikan bagi masyarakat dan lingkungan. Matriks SWOT menghasilkan enam belas alternatif strategi yang terdiri dari empat strategi SO, empat strategi WO, empat strategi ST, dan empat strategi WT. Alternatif strategi tersebut menggambarkan berbagai pilihan kebijakan yang dapat diterapkan PTBA dalam mengoptimalkan pelaksanaan CSR secara lebih efektif dan berkelanjutan. Hasil analisis QSPM menetapkan tiga strategi yang paling direkomendasikan berdasarkan skor TAS tertinggi, yaitu: (1) mengembangkan program CSR berbasis keberlanjutan (ESG/GRI) dengan optimalisasi pendanaan dan SDM, (2) kolaborasi strategis dengan pemerintah dan akademisi, (3) optimalisasi kekuatan finansial dan sumber daya manusia. Ketiga strategi tersebut dinilai paling efektif karena mampu mengintegrasikan kekuatan internal PT Bukit Asam Tbk dengan peluang eksternal secara sinergis, sehingga tidak hanya meningkatkan dampak sosial dan lingkungan, tetapi juga memperkuat legitimasi, kepercayaan publik, dan citra perusahaan secara berkelanjutan. Implikasi manajerial dari penelitian ini menunjukkan bahwa PT Bukit Asam Tbk perlu mengarahkan strategi CSR tidak hanya sebagai bentuk kepatuhan terhadap regulasi, tetapi sebagai instrumen strategis dalam membangun citra perusahaan dan menciptakan nilai bersama (shared value). Perusahaan disarankan untuk memperkuat perencanaan program CSR berbasis kebutuhan masyarakat, meningkatkan partisipasi pemangku kepentingan lokal, serta melakukan evaluasi CSR secara berkala agar program yang dijalankan lebih tepat sasaran, berkelanjutan, dan mampu meningkatkan kepercayaan publik terhadap perusahaan.

PT Bukit Asam Tbk (PTBA) was one of the State-Owned Enterprises (SOEs) operating in the coal mining sector and played a strategic role in the national economy. As a company operating in an extractive industry and interacting directly with communities surrounding mining areas, PTBA faced high demands related to social, environmental, and economic responsibilities. Therefore, the implementation of Corporate Social Responsibility (CSR) had become an essential instrument for maintaining operational sustainability, managing social and environmental impacts, and building as well as sustaining the company’s image in the eyes of stakeholders. Nevertheless, although PTBA had implemented various CSR programs covering social, economic, and environmental dimensions, a gap still existed between the number of programs carried out and the level of community satisfaction and perception. This gap was reflected in emerging issues such as environmental degradation, social conflicts, and high public expectations regarding the company’s contributions. These conditions indicated that the effectiveness of PTBA’s CSR strategy needed to be evaluated continuously. This study aimed to: (1) evaluate the CSR strategies implemented by PTBA, (2) analyze the internal and external factors influencing PTBA’s CSR strategies, (3) formulate alternative strategies, and (4) determine the most recommended priority strategies. The methods used included the Triple Bottom Line approach to evaluate CSR strategies, Resources and Capabilities analysis for internal factors, and PESTEL as well as Industry Foresight analysis for external factors. Furthermore, the IFE and EFE matrices were employed, while the company’s position was analyzed using the IE matrix. Alternative strategies were formulated using the SWOT matrix, and priority strategies were determined through QSPM analysis. The study was conducted from May to December 2025. Primary data were obtained through interviews and questionnaires. The respondents consisted of 23 external stakeholders and 6 internal stakeholders. The results showed that, in general, the implementation of CSR at PT Bukit Asam Tbk had been carried out fairly well and was aligned with the Triple Bottom Line principles encompassing economic, social, and environmental aspects. Flagship CSR programs such as the Tanjung Enim Tourism City Program, CSR Partnership Program, Eco-Agrotomation Program, Free Medical Treatment Program, and the Supplementary Feeding Program for toddlers and pregnant women were considered to have contributed positively to the community. However, the level of community satisfaction remained in the moderate category, indicating that the benefits of CSR programs had not yet been evenly and sustainably experienced by all segments of society. The internal analysis results indicated that PTBA possessed strong internal conditions, particularly in terms of financial resources, organizational capabilities, experience in CSR management, and strong management support. Meanwhile, the external analysis revealed significant opportunities, including government regulatory support, PTBA’s strategic role as an SOE, and potential collaboration with local governments, academics, and local communities. On the other hand, the company also faced several threats, such as increasing environmental issue pressures, the dynamics of energy transition policies, potential social conflicts in operational areas, and public perceptions that were highly sensitive to negative issues. The weighted IFE score of 3.19 indicated that the company’s internal position was strong, meaning that its strengths were able to cover and minimize existing weaknesses. The weighted EFE score of 3.05 showed that PTBA had a good capability to respond to existing opportunities and threats. Based on the IE Matrix position, PTBA was located in Quadrant I, indicating a grow and build strategy. Strategic focus needed to be directed toward expanding coverage, improving quality, and integrating CSR programs strategically in order to generate more significant impacts on society and the environment. The SWOT Matrix produced 16 alternative strategies, consisting of four SO strategies, four WO strategies, four ST strategies, and four WT strategies. These alternative strategies represented various policy options that could be implemented by PTBA to optimize CSR implementation in a more effective and sustainable manner. The QSPM analysis determined three most recommended strategies based on the highest Total Attractiveness Scores (TAS), namely: (1) developing sustainability-based CSR programs (ESG/GRI) through the optimization of funding and human resources, (2) establishing strategic collaboration with government institutions and academia, and (3) optimizing financial strength and human resources. These three strategies were considered the most effective because they were able to synergistically integrate PT Bukit Asam Tbk’s internal strengths with external opportunities, thereby not only enhancing social and environmental impacts but also strengthening legitimacy, public trust, and corporate image in a sustainable manner. The managerial implications of this study indicated that PT Bukit Asam Tbk needed to position CSR strategies not merely as regulatory compliance, but as strategic instruments for building corporate image and creating shared value. The company was advised to strengthen CSR program planning based on community needs, increase the participation of local stakeholders, and conduct regular CSR evaluations so that the implemented programs would be more targeted, sustainable, and capable of enhancing public trust in the company.