Implementasi Program Corporate Social Responsibility (CSR) dalam Memberdayakan Masyarakat Sekitar Kawasan Industri Medan (KIM) Mabar

Abstract

This research analyzes the CSR implementation of PT Kawasan Industri Medan (KIM) Mabar using the Van Meter and Van Horn six-dimensional model within the context of public administration, emphasizing the synergy between state-owned enterprises (BUMN), local government, and communities for sustainable development. The background highlights socio-economic inequality due to industrialization, with Medan City's CSR contribution surging 85% to Rp31.13 billion (2023), but only 31 out of 10,020 active companies contributed. PT KIM has disbursed Rp610.6 million for strengthening MSMEs, social infrastructure, and environmental mitigation, although gaps in participation and sustainability remain. The objective of the research is to interpret CSR implementation based on policy target standards, resources, inter-organizational communication, implementing agent characteristics, implementer dispositions, and socio-economic-political conditions to optimize empowerment. This research uses a qualitative descriptive design with purposive sampling of 14 key informants. The data are collected through in-depth interviews, participant observation, and documentation, then are analyzed interactively using Miles-Huberman with triangulation validation. The results demonstrate effective implementation of target standards (in accordance with BUMN regulation PER-1/MBU/03/2023, focusing on the economic-socio-environmental pillars), resources (40% of the budget allocated for economic empowerment), and agent characteristics (competent team, Best CSR Award II 2023), resulting in improved skills of 35 MSMEs, infrastructure (canal normalization, mangroves), and stakeholder synergy. However, inter-organizational communication is weak (top-down, minimal two-way socialization). implementer disposition is low (community passivity), and economic-socio-political conditions challenge MSMEs' access to capital, pollution, and unequal program distribution across five sub-districts and two villages. Analysis of the Van Meter-Van Horn model demonstrates the interaction of six dimensions determining success. PT KIM has superior resources, however, weak in field coordination (employee rotation, security protocols, diverse languages). It is recommended to include regular communication forums, participatory needs assessments, and ongoing monitoring for the transformation from charity to true empowerment, contributing to the SDGs and public administration.