Abstract
The sustainability of Social and Environmental Responsibility (TJSL) programs poses a major challenge when corporate interventions come to an end, particularly in ensuring that social, economic, and environmental benefits can be sustained by beneficiary communities. In this context, an exit strategy serves as a critical mechanism for facilitating the transition from dependency to community self-reliance. This study aimed to analyze how PT Polytama Propindo designed and implemented its exit strategy to support the sustainability of its TJSL programs. Employing a qualitative approach with a case study design, the study used in-depth interviews and observations. The data were analyzed using thematic coding to identify patterns in the design and implementation of the exit strategy. The findings revealed that PT Polytama Propindo’s exit strategy was incorporated from the initial stages through social mapping, focus group discussions (FGDs), the establishment of success indicators, and integration into the company’s internal governance. Its implementation was carried out in stages through the mechanisms of passing down, passing over, and, when necessary, passing out, allowing corporate intervention to be gradually reduced while strengthening community capacity and transferring responsibility to local actors. These findings underscored that the success of the exit strategy was highly dependent on local capacity building, the establishment of community institutions, and multi-stakeholder engagement. Theoretically, this study enriched the existing literature on exit strategies by positioning the company as a central actor in designing the sustainability of TJSL programs, particularly within the petrochemical industry.