Articles

Optimizing Social and Economic Inclusion through Adaptive Sports Programs for Persons with Disabilities: A Pathway to Achieving SDGs

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This study explores the impact of sport on the social inclusion and economic well-being of people with disabilities in the community and its contribution to achieving the Sustainable Development Goals (SDGs) relating to the social inclusion and economic well-being of people with disabilities. Data is collected by purposive sampling and analyzed using a qualitative method. The patterns of results show that sports can potentially transform the lives of people with disabilities, promoting social inclusion and empowerment. However, attitudinal and structural barriers, such as ableism and a need for inclusive practices in sports clubs, often hinder this potential. To overcome these challenges, develop and enact disability-inclusive sports policies. The discussion proposes some implications for achieving the Sustainable Development Goals (SDGs), particularly social inclusion, economic well-being, participation, and equality targets. Social inclusion through sport, equal economic opportunities, and encouraging the participation of athletes with disabilities in various competitions align with the SDGs’ vision to create an inclusive, equitable, and sustainable society for all people.

Green Hotel Practices and Sustainable Development Goals: An Indian Perspective

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This research paper delves into the critical intersection of green hotel practices and Sustainable Development Goals (SDGs) within the context of India. Focusing on four SDGs—Clean Water and Sanitation (SDG 6), Affordable and Clean Energy (SDG 7), Responsible Consumption and Production (SDG 12), and Climate Action (SDG 13)—the study explores the perceptions of environmental management representatives in India’s four and five-star hotels. Through a comprehensive analysis of survey data from 32 participants, the research uncovers a multifaceted landscape where proactive engagement with green practices is evident.

Key findings reveal that hotels in India have a commendable commitment to environmental sustainability, actively aligning with these SDGs. Notable practices include the adoption of energy-efficient technologies, waste reduction and responsible waste management, and proactive steps in climate change mitigation. However, challenges persist, particularly concerning the limited adoption of renewable energy sources, such as solar and wind power.

This study offers a nuanced perspective on the hotel industry’s contribution to SDGs, underscoring both commendable achievements and areas for further improvement. The findings hold valuable implications for policymakers, hoteliers, and sustainability advocates, emphasizing the industry’s pivotal role in achieving global sustainability objectives.

 

Proposed Green Retailing Concept for Maintaining the Sustainability in the Company

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Retail business is a fast growing business in Indonesia. This is indicated by the number of retail businesses that have emerged both on a local and national scale. One of the companies engaged in the retail sector is ‘Berkah’ Swalayan. ‘Berkah’ Swalayan is a local retail company in Lampung and Central Java Provinces. This research aims to identify the internal and external conditions of ‘Berkah’ Swalayan which will then be given strategic recommendations related to green retailing. The topic of green retailing was chosen because this strategy is closely related to sustainable development goals which are currently a big focus and have a good impact on many sectors. Identification and analysis in this study used a mixed method, namely quantitative and qualitative methods. The data used are primary data and secondary data. Primary data comes from in-depth interviews with Berkah Swalayan and a survey of 101 respondents to Berkah Swalayan customers. Determination of the number of respondents using the Slovin formula. Secondary data obtained from literature review. Company analysis using the SWOT tool (Strength, Weakness, Opportunities, Threats). On the other hand, in this study variable validation was also carried out using SmartPLS 4. It was found that decision making related to green retailing was influenced by internal and external factors. Internal factors consist of company values. External factors consist of the influence of social organizations, customers and government. Meanwhile, green retailing can improve cost efficiency. This is because companies can reduce their budget costs for environmentally friendly company needs, for example reducing costs in the supply of plastic and the use of energy-friendly electronic devices. In this study the results obtained in the form of identification of internal and external company conditions. that green retailing is a strategy that can improve cost efficiency. In addition, the concept of green retailing also provides opportunities for companies to develop their business. Therefore, green retailing is a strategy that is recommended to be implemented for retail businesses. Several strategic recommendations are given in the implementation of green retailing. Recommendations for some of these strategies are implementing a ‘bring your own shopping container’ system which will be regulated by a point system, using environmentally friendly electronic devices, creating special eco-friendly angles, optimizing social media, and collaborating with the government, communities and businesses that focus on environmental issues.

CSR Program Social Return on Investment Analysis Case Study: PT PLN Indonesia Power PLTGU Cilegon OMU

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Responsibility and sustainability play a larger role in the activities of global businesses. The practice of Corporate Social Responsibility (CSR) can be used to promote more responsible and sustainable behavior. PT PLN Indonesia Power PLTGU Cilegon OMU is a sub holding of an Indonesian state-owned corporation committed to fostering a responsible and sustainable culture through CSR. The old CSR program in Margasari village, the company’s first ring area, must be replaced because it has come to its exit time. Based on the Social Mapping Document 2022 and interviews, a SWOT analysis is conducted taking into account the current situation of the community. The analysis indicates that a new sewing group named Pujasari could be implemented as the new CSR program in the village of Margasari. Nevertheless, since a CSR program is a social investment, the company must be confident in the program’s future return for the community. This study aims to determine the program’s economic feasibility, Social Return on Investment (SROI) value, variables that may influence SROI achievement, and contribution to the Sustainable Development Goals (SDGs). In calculating SROI, the triple bottom line concept will be used, while the economic feasibility will use capital budgeting method. A sensitivity analysis will be conducted to determine the critical variable for achieving SROI. The study demonstrates that the calculation utilizing the triple bottom line concept (considering economic, social, and environmental benefit) over a 5-year project period yields an NPV of IDR 1,988 mio, an IRR of 109%, with a WACC of 13.349%. The program’s SROI is 20.39, indicating that for every IDR 1 invested by the company in this program, IDR 20.39 in social benefit will be generated. Analysis of sensitivity reveals that WACC, the selling price of rags, working productivity, and price of rag primary materials are, in order, the most sensitive variables affecting the project’s SROI value. In addition, the program demonstrates contribution to SDGs 1, 5, 8, 12, and 13.

Circular Business Strategy of Early Stage Fashion Brand in Indonesia

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Business with a purpose has become a very popular thing lately. The intended goal is not just profit but what impact a business can have on society. This was agreed collectively at the world level by the UN by implementing the Sustainable Development Goals (SDGs) in 17 sub-values. This has an impact on shifting the mindset of consumers who are more concerned with the environment and sustainable business and this has occurred in the fashion industry, both global and local brands. The market value for sustainable fashion is increasing, global brands are adopting campaigns and competing to make circular products, local brands are also joining in with various approaches to adopting sustainable fashion. This is of course an opportunity for businesses on a micro scale or for brands in the early stage. GNDT as a local fashion brand in Indonesia that presents clothing solutions for obese or plus size men has implemented inclusivity in clothing, in line with existing trends and opportunities, business transformation must be carried out to make it more circular. With limited resources and a small business scale, GNDT must determine what approaches and strategies are most effective in turning their business into a more circular one and how to implement it. Value hills are used as a framework for this research in carrying out the stages of business transformation and adoption of a circular business strategy. Focusing on three stages, namely pre-use, use and post-use, businesses are expected to be able to map their business model position on the value hill to be able to identify the initial position of their business (uphill), how to optimize the products they sell (tophill) and how far what is the possibility that the product can be returned after use. Furthermore, businesses can identify gaps and opportunities in value hills and determine what strategic options are fit that can be carried out at this time in accordance with the resources they have. This research was conducted qualitatively using observation and brainstorming methods with business owners. The results of the business model assessment and placement on value hills indicate that GNDT must implement a circular strategy at each stage. At the uphill stage, circular design is determined as the most effective strategy, followed by a product as a service strategy for the tophill phase and upcycling for the downhill phase. All of this is wrapped up in a fundamental network organization strategy where GNDT must prepare internal organizations and potential collaboration with partners to realize this strategy.