1
Introduction
The village is the smallest unit in the
Unitary State Government System of the Republic of Indonesia (Yulianto et al.,
2021; Herlina, 2019). Currently, villages are
required to achieve self-sufficiency through various village-scale programs and
activities based on local wisdom (Putra & Sari, 2020; Widodo, 2018). An
independent village is one that can manage access to services, harness its
potential and assets, and generate income for the village, enabling
development, improved community welfare, and autonomy (Nugraha
& Permana, 2021; Wardhana,
2021). The issue of independent and sovereign villages has become central to
the government�s goals, especially since the enactment of Law Number 6 of 2014
(Kurniawan, 2020). Through the Village Law, it is understood that the concept
of an independent village must involve a development framework that empowers
villages to self-regulate with their resources (Adisasmita,
2019; Budi & Susanto, 2022). Villages should be seen as social entities
with unique social, economic, cultural, and ecological characteristics, reliant
on available resources, both physical and non-physical (Aji, 2019; Maulana et
al., 2020).
Another key factor is the role of village
government and the participation of all community members in various programs
and activities within the village (Prasetyo, 2021;
Rahman & Kadir, 2020). Innovation and change, especially in today�s
globalized and digitalized era, are crucial to creating a sustainable,
competitive, and self-reliant village (Santoso & Purnomo, 2022; Lestari
& Mahardika, 2021). Efforts to realize village independence can be carried
out through the Village Community Empowerment program, including access to
services and rural economic development, which has long been implemented
through programs such as KUBE, fishermen's groups, farmer groups (Gapktan), youth organizations, and cooperatives (Gunawan,
2018; Firmansyah et al., 2020). However, one of the village institutions that
plays a crucial role, supported by a clear legal foundation from government
regulations, is Village-Owned Enterprises (BUMDes)
(Sutrisno & Haryono, 2022). BUMDes, whose capital
can come from village participation, are fully managed by the community to
utilize village assets and potential for improving the village economy (Sukma,
2021). Therefore, BUMDes are expected to be the
driving force of the village economy, managed in a structured, planned, and
sustainable program (Putri, 2020).
The existence of BUMDes
is absolutely necessary as a strategic step to realize independence (Utomo
& Anwar, 2019; Pramono et al., 2018). The aim is
to make BUMDes an independent, productive economic
institution that can increase the village�s original income. For BUMDes to function effectively, the development and
management of BUMDes must involve all stakeholders,
ensuring optimal resource utilization for community welfare (Wardani, 2019;
Santoso & Purnomo, 2022). Pulau Tiga Village,
located in Pulau Tiga Barat District, Natuna Regency, Riau Islands Province, holds a strategic
location as a gateway for goods and people entering and exiting Pulau Tiga Barat (Sukarto &
Hidayat, 2021; Hadi, 2020). Located in a coastal area, the village has
potential in marine resources, plantations, livestock, and tourism. Since the
enactment of Law Number 6 of 2014 and village funds from the Central
Government, the village has been motivated to form BUMDes,
such as Pulau Tiga�s BUMDes
formed in 2016 with businesses like coffee shops (Hendrawan,
2019).
However, due to obstacles, management changes
occurred, and a Decree of the Village Head (SK) for BUMDes
Management was not issued. In 2018, the Pulau Tiga
Village Government formed the BUMDes "Karya Muda
Mandiri" on July 8, 2018, based on Pulau Tiga Village Regulation Number 7 of 2018 and supported by a
capital loan of Rp 1,000,000 to start a coffee shop (Agustina & Setiawan,
2022). After initial success, the village government provided an additional Rp
75,000,000 in accordance with Village Regulation Number 8 of 2018. Despite
this, between 2018 and 2020, the BUMDes failed to
impact the economy significantly, causing community dissatisfaction (Rahman et
al., 2020). Although BUMDes was reformed in 2018, it
was only in 2020 that its presence became widely known in the village. During
this time, community complaints grew due to mismanagement of finances, limited
transparency, and the failure of initiatives (Prasetyo
et al., 2021; Latifah, 2018). Internal audits revealed significant financial
mismanagement, losses, and unauthorized loans, despite BUMDes
not being designated as a savings and loan entity (Fitri
& Syarif, 2020; Harahap,
2019).
In early 2021, the Village Government
revitalized BUMDes by recruiting new administrators,
directly selecting them in village deliberations, and handing over village
assets, such as reservoirs (for clean water), kiosks, and tents, for management
by BUMDes (Nugraha & Permana, 2021; Firmansyah et al., 2020). BUMDes expanded to include a trading business unit, kiosk
rental, tent rental, and a water unit. Yet, challenges remain, with some
residents unaware of BUMDes� purpose and issues in
financial and operational efficiency (Wardani, 2019; Santoso & Purnomo,
2022).
2
Materials and Methods
The research was carried out through three
stages, namely the stage of preparation, implementation and preparation of
reports. Primary data and secondary data are needed in its preparation. The
method used to search for primary data is to collect data by means of
literature studies, field observations, interviews and documentation.
Meanwhile, the method to collect secondary data is to collect existing data in
the form of documents from the Company.
3 Results
and Discussion
PT X Tbk Marunda unit plant is a private PDPM company engaged in the
agri-food industry. As a manufacturer whose production process produces
products and leftover products. The rest of the production is mostly in the
category of B3 waste such as spent bleaching earh because there is still an oil
content of > 3%. If the oil content is below 3%,
it is grouped as Non B3 (Attachment XIV PP 22, 2021). This B3 waste is
generated from department parts, namely from refineries, utilities, workshops,
laboratories, offices
Table 1. Type of B3 Waste PT X Tbk Marunda Unit
|
No
|
Name
B3 Waste
|
Waste Code B3
|
Hazard Categories
|
|
1
|
Spent Bleaching Earth
|
B413
|
2
|
|
2
|
Bottom Ash
|
B409
|
2
|
|
3
|
Laboratory Liquid Waste
|
A106d
|
1
|
|
4
|
Oil sludge
|
B342-1
|
2
|
|
5
|
Contamination
|
B110d
|
2
|
|
6
|
Used packaging
|
B104d
|
2
|
|
7
|
Glyserine pitch
|
A343-1
|
1
|
|
8
|
Filtration Residue
|
A343-2
|
1
|
Source: PT X Tbk,
2024
The amount of waste produced and
managed has all been recorded and reported on the website of the Ministry of
Environment and Forestry, namely SIMPEL. The amount of B3 waste each month
varies according to the amount of production. All of them have been well
managed by the company. Of the total B3 Waste 8030,633 Tons of Waste produced
in the January-June 2024 period, 100% has been managed by licensed third
parties.
Table 2. B3 Waste Balance for January-June 2024 Period
|
Waste Name
|
Quantity (Tons)
|
|
Bottom ash
|
22.62
|
|
Used B3 packaging
|
1.906
|
|
Lab Waste
|
2.46
|
|
Sludge IPAL
|
912.02
|
|
Oil or fat sludge
|
81.83
|
|
Spent bleaching earth
|
1696.29
|
|
Glyserine pitch
|
5022.70
|
|
Filtration residue
|
213.14
|
|
Total
|
5652.891
|
(B3,2024 Waste Data)
B3 Waste Management
B3 Waste Management of PT X Tbk
Marunda Unit is in accordance with Permelhk no. 6 of 2021. The management of B3
Waste carried out is the reduction of B3 Waste, Packaging, Giving symbols and
labels, installation, transportation to utilization. B3 waste management includes
the collection, transportation, recycling, and management of B3 waste which has
an impact on
The environment, by the arena,
needs proper management to decide. There are three categories of hazardous
waste, namely household B3 waste, medical/infectious B3 waste, and industrial
B3 waste (J. Valizadeh et
al, 2021)
B3 Waste Reduction
The reduction of B3 Waste has started from the source, namely
replacing TL lights with LED lights. Coal burning uses a boiler that burns
perfectly so that the FABA produced is small. The process of pressing sludge/liquid sludge to reduce
the volume of sludge is carried out by pressing a press filter machine, so as
to produce solid sludge and packaging using jumbo bags. A recall program can be
conducted to return all unused materials, e.g. e-waste, and many other expired
products so as to encourage proper management. ( Mmereki et al, 2016)
B3 Waste Packaging
B3 Waste Packaging uses IBC if the
laboratory waste is liquid, jumbo bags for filter bags, drums for used oil, and
no container packaging. After the waste is packaged in the temple symbol and
label according to the characteristics of B3 Waste. This label contains
information on name, code, date, source of origin. After that, the waste is
stacked with pallets and piles of a maximum of 3 IBCs, the distance between
other types of waste is divided.
Figure 1. B3 Waste Packaging
During the packaging process, it
is ensured to use complete personal protective equipment. People who handle B3
waste are required to protect themselves from health effects. Exposure to
harmful waste causes dermatitis on the skin, asthma with prolonged exposure,
eye irritation and shortness of breath ( Kanagammani,
2020).
B3 Waste Storage
PT X Tbk
for storage in accordance with attachment VII of the Minister of Environment
and Forestry Regulation no. 6 of 2021. One pallet filled with 4 drums for
liquid waste type. All B3 waste is stored in a Semestara Storage Facility (TPS)
that already has integrated into the environmental document for the Technical
Details of the B3 Waste TPS. The number of TPS for B3 Spent Bleaching Earth
Waste is 4 locations, for Fly ash Bottom Ash (FABA) waste 1 location and for
other non-routine waste 1 location. In total, there are 6 locations of B3 Waste
TPS.
The technical requirements for the
B3 Waste Temporary Storage Site (TPS) must be met, namely there are 28 criteria
that must be met according to the PROPER (Public
Disclosure Program for Environmental Compliance) candidate or the Company
Performance Rating Assessment Program in Environmental Management. The
Technical Provisions consist of 1) IKU-General Performance Index, 2) IKS-Sector
Performance Index, 3) IKP-Supporting Performance Index, 4) Beyond Performance
Index. The general Performance Index consists of temporary storage of
buildings, third parties and emergency response systems. The Performance Index
consists of company supporters who are committed to environmental policies.
Figure 2. External and Internal Conditions of B3 Waste Disposal Stations
B3 Waste Transportation Activities
The B3 waste produced often
requires transportation to the site to an approved treatment, storage, or
disposal site. Due to potential threats to public safety and the environment,
transportation is given special attention by government agencies to avoid accidental
spills (Jeery, 2015). PT X Tbk Marunda Unit carries out transportation from the
source of waste to TPS LB3 then handed over to the transporter to the final
treatment. Third parties carriers and processors are ensured to have SLO
permits approved by the Ministry of Environment and Forestry. According to Rogowsky et al., 2004, globally, the
hazardous waste processing / transporter service industry is seen as a
profitable source of income for the country. The United States in particular
has created the largest market for 34% B3 waste, resulting in more than $45 billion
in revenue. This proves that if managed professionally, hazardous waste has the
potential to become a source of income for developing countries.
PT X Tbk
has established cooperation with transport, namely PT Multi Prima Usahatama, PT
Wastec International, PT Multi Hanna Transportindo, PT Prasadha Pamunah Limbah
Industri. For processing, cooperation with PT wastec international, PT
Indocement, PT Multi Hanna Kreasindo, PT Pasadena Metric Indonesia and PT
Prasadha Pamunah Waste industry. Every document transportation must be
completed, namely a road letter and a festronic. Festronik is a manifest that
has been connected to the documentation of the control of the name and status
of B3 Waste that has been transported and integrated into the Ministry of
Environment and Forestry. �According to Pertiwi et, al. (2017) it is
necessary to establish a special program for B3 waste reduction, policies and
standard operating procedures (SOPs) as an effort to reduce B3 waste.
PLB3
Proper Value Index
Table 3.
PLB3 Proper Value Index
|
Aspects
of Index Assessment
|
Value
(%)
|
|
IKU-General Performance Index
|
70
|
|
IKS�Sector Performance Index
|
|
IKP�Pendudung
Performance Index
|
7.08
|
|
IKB�Beyond Performance Index
|
0
|
The general performance index is 70%, the
sector performance index is 0% because it has not met the PM. AG.1 Utilization
of WWTP Sludge; PM. AG.2 Third Party;,PM. AG.3
Utilization of Spent Bleaching Earth, PM. AG.4 Utilization of B3 Sludge WWTP as
Fuel Substitution in Boilers, PM. AG.5 Utilization of FABA as a raw material
substitution. For this clause, PT X company has not implemented the utilization
of B3 waste. The supporting performance index of 7.08% has reached the maximum,
which consists of a commitment to support the company's environmental management
contained in the environmental policy. While the performance index is beyond 0%
so that the total value is 77.08%. The Beyond Index is related to technology
patents and utilization. The utilization of FABA waste is still very lacking,
because since 1999 the FABA waste category is included in Toxic and Hazardous
Waste (B3), so in the recycling process there are difficulties in
administrative licensing and all sorts of things (Ekaputri
and Bari, 2020).
Figure 3. Denied festronics
back to user
Identify B3 Waste in storage
building warehouses for health exposure risk management, on the other hand
in closed waste (M. Wahlstrom et all, 2019).
Table 4. B3 Waste
|
Waste Name B3
|
Festronic Count
|
|
Bottom ash
|
1
|
|
Used B3 packaging
|
8
|
|
Lab Waste
|
5
|
|
Sludge IPAL
|
83
|
|
Oil or fat sludge
|
6
|
|
Spent bleaching earth
|
80
|
|
Glyserine pitch
|
278
|
|
Filtration residue
|
36
|
|
Fly ash
|
1
|
|
Expired Chemicals
|
1
|
|
Activated carbon
|
12
|
|
Infectious waste
|
2
|
|
B3 contaminated waste
|
5
|
|
Total Festronic
|
518
|
Figure 4. Festronic Count
4
Conclusion
PT X Tbk in the
management of B3 Waste is in accordance with regulations. B3 waste management
has not utilized �B3 waste as a whole, because it is
still a catalyst for CO gas reduction. The total transportation in 2024 is 63%
spent bleaching earth (B413) waste, 21% Bottom ash, 0.28% WWTP sludge, 11.35%
oil sludge, 1.01%, glyserine pitch 62.54%, filtration
residue 2.65% Non-routine waste. The total amount of B3 waste that has been
managed by a licensed third party in January-June 2024 is
8030,633 tons.
5
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