Transformasi praktik Tanggung Jawab Sosial dan Lingkungan (TJSL) menuntut perusahaan untuk bergerak melampaui kepatuhan regulatif menuju pengelolaan program yang terukur, berbasis bukti, dan berkelanjutan. Tantangan utama dalam TJSL bidang kesehatan masih terletak pada dominasi pendekatan ad-hoc, lemahnya integrasi perencanaan berbasis kebutuhan, serta keterbatasan indikator kinerja yang mampu merefleksikan kualitas pelaksanaan dan output program. Penelitian ini bertujuan menganalisis implementasi program TJSL pilar kesehatan di Perusahaan X tahun 2025 menggunakan kerangka Evidence-Informed Theory of Change (ToC) dari World Health Organization (WHO), dengan fokus pada keterkaitan antara tahap input, activity, dan output. Pendekatan penelitian menggunakan desain kualitatif studi kasus melalui wawancara mendalam, telaah dokumen internal perusahaan, serta triangulasi data. Analisis dilakukan terhadap ketersediaan sumber daya, proses perencanaan dan pelaksanaan kegiatan, serta karakteristik output yang dihasilkan. Hasil penelitian menunjukkan bahwa implementasi TJSL kesehatan Perusahaan X telah memenuhi aspek regulatif dan kemitraan, namun masih didominasi oleh pendekatan berbasis kegiatan jangka pendek, keterbatasan dokumentasi teknis, serta belum optimalnya penggunaan indikator output berbasis bukti. Meskipun demikian, program menghasilkan layanan dan produk kesehatan yang relevan dengan kebutuhan masyarakat. Penelitian ini menunjukkan bahwa penerapan Evidence-Informed Theory of Change secara operasional, yang diturunkan ke dalam SOP teknis, indikator kinerja terukur, dan sistem monitoring dan evaluasi terstruktur, berpotensi memperkuat akuntabilitas, kualitas pelaksanaan, serta keberlanjutan program TJSL kesehatan. Temuan ini menegaskan pentingnya pergeseran pengelolaan TJSL dari orientasi event-based menuju service-based program yang terintegrasi dengan strategi keberlanjutan perusahaan.

The implementation of Health-focused Social and Environmental Responsibility (TJSL) programs at Company X, a Third Party Administrator (TPA), faces challenges related to implementation consistency, technical governance clarity, and alignment with sustainability principles and national health policies. These challenges risk positioning the program as event-based, weakly measured, and insufficiently oriented toward service quality. This study aims to analyze the implementation of the Health TJSL program at Company X using the Evidence-Informed Theory of Change (ToC) framework, focusing on the input, activity, and output stages. A qualitative approach was employed through in-depth interviews with internal and external stakeholders, document reviews, and comparative analysis of relevant regulations and implementation standards. The findings reveal significant gaps between existing TJSL Standard Operating Procedures (SOPs) and the technical requirements of health program implementation, particularly in needs-based planning, role delineation among actors, performance indicators, and monitoring and evaluation systems. The program implementation remains predominantly activity-oriented, with limited emphasis on process quality and measurable service outputs. This study contributes by developing a technical Health TJSL SOP, formulating measurable key performance indicators from input to output stages, and designing an integrated monitoring and evaluation matrix. The findings highlight the necessity of shifting Health TJSL management from an event-based approach toward a service-oriented, measurable, and accountable program model to enhance sustainability and strengthen its contribution to health development outcomes.

 

Data profil kesehatan pegawai tahun 2024 menunjukkan 55,65% pekerja mengalami berat badan berlebih, 9,54% berisiko sindrom metabolik, serta peningkatan prevalensi hipertensi. Sebagai tindak lanjut, perusahaan telah menjalankan program wellness, namun partisipasi pekerja masih rendah, hanya 7,1%, menunjukkan program belum berjalan optimal dan evaluasi menyeluruh belum dilakukan. Penelitian ini bertujuan mengevaluasi pelaksanaan program wellness pada pekerja PT. X tahun 2025 menggunakan model evaluasi CIPP (Context, Input, Process, Product) dengan metode kualitatif dan desain studi kasus. Data dikumpulkan melalui wawancara mendalam dan telaah dokumen terhadap informan yang dipilih secara purposive dan snowball sampling. Hasil penelitian menunjukkan, pada aspek context, tujuan program telah sesuai kebutuhan kesehatan pekerja namun belum dipahami merata. Aspek input menunjukkan keterbatasan sumber daya manusia, ketimpangan sarana prasarana, keterlambatan pembayaran vendor, serta belum adanya pedoman teknis khusus. Pada aspek process, program belum didukung needs assessment sistematis, komunikasi dan dukungan pimpinan terbatas, dan program belum menjadi indikator kinerja. Aspek product menunjukkan partisipasi dan konsistensi peserta rendah, meski ada dampak positif terhadap perilaku dan kesehatan fisik serta mental pekerja. Perusahaan disarankan melakukan survei kebutuhan, menyusun pedoman teknis, menyederhanakan program, mengoptimalkan komunikasi internal, memperkuat dukungan pimpinan, mengintegrasikan OKR, menyusun strategi fasilitas, dan menyampaikan evaluasi ke manajemen untuk meningkatkan partisipasi pekerja.Employee health profile in 2024 shows that 55.65% of workers are overweight, 9.54% are at risk of metabolic syndrome, and there is an increasing prevalence of hypertension. As a follow-up, the company has implemented a wellness program; however, employee participation remains low at only 7.1%, indicating that the program has not yet run optimally and a comprehensive evaluation has not been conducted. This study aims to evaluate the implementation of the wellness program for PT. X employees in 2025 using the CIPP evaluation model (Context, Input, Process, Product) with a qualitative case study design. Data were collected through in-depth interviews and document reviews with informants selected via purposive and snowball sampling. Results show that, in the context aspect, the program’s objectives align with employees’ health needs but are not yet widely understood. The input aspect reveals limitations in human resources, uneven facilities, delayed vendor payments, and the absence of specific technical guidelines. In the process aspect, the program lacks a systematic needs assessment, leadership communication and support are limited, and the program is not yet linked to performance indicators. The product aspect shows low participation and consistency, although there are positive effects on employee behavior, physical health, and mental health. The company is advised to conduct a needs survey, prepare technical guidelines, simplify the program, optimize internal communication, strengthen leadership support, integrate OKRs, develop facility strategies, and report evaluations to management for program participation improvement.