Sekilas Kayu Jabon dan Sengon

PROFIT Jabon dan Sengon Cukup Hingga Anak Cucu

Kayu Jabon adalah jenis pohon cahaya (light-demandera) yang sangat cepat tumbuh. Dialam bebas pernah ditemukan tinggi pohon mencapai 45 m dengan panjang batang bebas cabang 30 m, diameter sampai 100 cm. Batang lurus dan silindris, bertajuk tinggi dengan cabang mendatar, berbanir sampai ketinggian 1,50 m, kulit luar berwarna kelabu coklat sampai coklat, sedikit beralur dangkal, bentuk tajuk seperti payung dengan sistim percabangan melingkar, daun relatif tidak lebat. Sifat batang pohon Jabon sangat menguntungkan dalam pemeliharaan karena tidak membutuhkan pemangkasan dan batangnya mulus tidak bermata. Kecepatan pertumbuhan membesar dan meninggi luar biasa dibandingkan dengan tanaman kayu yang pernah dikenal. Dalam waktu umur 6 tahun telah dapat tumbuh dengan diameter batang antara 40-50 cm dan ketinggian batang mencapai 12 meter sehingga sudah mempunyai nilai ekonomis dibandingkan dengan jenis kayu komersial yang lain. Pohon Jabon berbuah setiap tahun pada bulan Juni-Agustus. Buahnya merupakan buah majemuk berbentuk bulat dan lunak, mengandung biji yang sangat kecil. Jumlah biji kering udara 18-26 juta butir/Kg, jumlah buah 33 butir per kg atau 320 butir/ kaleng minyak tanah. Buah yang berukuran sedang dapat menghasilkan sekitar 8.300 pohon. Biji yang telah dikeringkan dan disimpan pada tempat yang tertutup rapat dalam ruang yang sejuk dapat tahan selama 1 tahun. Tempat tumbuh

Tumbuh pada tanah alluvial lembab dipinggir sungai dan di daerah peralihan antara tanah rawa dan tanah kering yang kadang-kadang digenangi air. Selain itu dapat juga tumbuh dengan baik pada tanah liat, tanah lempung podzolik cokelat, tanah tuf halus atau tanah lempung berbatu yang tidak sarang. Kayu Jabon dapat tumbuh baik di dataran rendah sampai ketinggian 1.300 m dpl, memerlukan iklim basah dan mengalami gugur daun pada bulan kering dengan tipe curah hujan A, B dan C. Jabon sanggup bersaing dengan gulma karena pertumbuhannya yang sangat cepat menaungi pesaingnya, sehingga sangat sesuai untuk tanaman penghijauan (reboisasi). Dapat ditanam secara tumpangsari dengan tanaman semusim, dan dapat dipertahankan sampai seluruh permukaan areal ternaungi. Sifat ini sangat menguntungkan dan dapat menjadi salah satu solusi dalam mengatasi tradisi ladang berpindah yang menjadi kebiasaan masyarakat sekitar hutan. Tanaman Jabon secara alami dapat dijumpai di Kalimantan, Papua, Sumatera, Jawa, dan Sumbawa, juga terdapat dibeberapa negara al : di India, Banglades, Srilangka, Miyanmar, Philipina dan Papua Nugini. Ciri Umum kayu Jabon – Warna kayu krem kekuningan sampai sawo kemerahan. – Tekstur kayu halus tidak bermata sampai agak kasar dengan arah serat lurus, kadang-kadang agak berpadu. – Kesan raba permukaan kayu licin atau agak licin dengan permukaan kayu jelas mengkilap atau agak mengkilap. – Kelas keras II dengan tingkat kekerasan sedang (Moderateli Hard and Heavy), kelas awet V dengan Spesific Gravity 0,40 dan Calorific Value 4.800 calory. Kegunaan kayu Jabon Kegunaan kayu sebagai bahan bangunan non konstruksi, mebel, bahan plywood (kayu lapis). Di India dan Banglades kulit dan bunga tanaman Jabon digunakan sebagai obat tradisional, dan berdasarkan hasil penelitian laboratorium Treug, Puslitbang Biologi–LIPI, dilaporkan kulit dan bunganya mengandung Alkaloida Antosephalus Base. Dengan dapat digunakan sebagai bahan bangunan untuk kebutuhan perumahan dan perabot keperluan rumah tangga, masyarakat dapat memenuhi kebutuhan kayunya tanpa harus mengambil kayu ke hutan alam. Saat ini dengan ketatnya pelarangan Ilegal Logging, untuk memenuhi kebutuhan kayu yang sangat mahal dan langka dipasaran, masyarakat menebangi pohon buah-buahan seperti durian, manggis, kelapa. Apabila hal itu terus menerus dibiarkan berlanjut maka akan habislah seluruh tanaman buah-buahan yang ada sehingga suatu saat nanti untuk memenuhi kebutuhan buah-buahan harus mengimpor dari luar negeri. Pada akhirnya bila pohon buah-buahan masyarakat sudah habis masyarakat akan kembali merambah hutan, karena kebutuhan kayu pada dasarnya tidak dapat dicegah. Atas dasar pemikiran tersebut, dengan keunggulan-keunggulan yang dipunyai kayu Jabon, maka perlu menggalakkan masyarakat untuk menanam kayu Jabon, yang mana hal tersebut merupakan salah satu solusi untuk mengatasi kebutuhan kayu secara lestari, dan diharapkan nantinya masyarakat akan melakukan penanaman kayu secara spontan dan mandiri. Dari percobaan penanaman di Kalimantan Selatan, tanaman Jabon yang ditanam pada tanggal 14 Maret 2004 diperoleh data sebagai berikut :

Pohon Umur 6 Bulan Umur 12 Bulan Umur 20 Bulan Umur 24 Bulan Diameter Tinggi Diameter Tinggi Diameter Tinggi Diameter Tinggi (cm) (m) (cm) (m) (cm) (m) (cm) (m) 1 5,09 2,30 10,50 5,60 15,92 10,00 17,00 12,00 2 5,73 2,71 12,73 6,25 16,56 11,65 18,00 12,00 3 5,73 2,45 11,14 5,60 14,65 10,70 15,00 12,00 4 5,09 2,37 11,45 6,05 16,56 11,08 18,00 12,00 5 4,35 2,11 11,14 5,40 15,92 10,55 18,50 12,00 6 3,18 1,47 9,55 4,80 13,38 8,92 14,50 12,00 7 5,09 2,67 11,14 6,15 14,65 10,55 15,00 12,00 8 5,73 3,44 12,73 6,20 15,29 10,70 17,00 12,00 Rerata 5,02 2,46 11,31 5,76 15,29 10,36 16,56 12,00 Analisa Usaha Kayu Jabon a. Persiapan Lahan dan Penanaman per Hektar Biaya persiapan lahan dan penanaman per hektar dengan populasi standar 800 pohon per hektar sebesar Rp 6.115.500. b. Pemeliharaan Tanaman Selama 6 Tahun Biaya pemeliharaan tanaman selama 6 tahun per hektar dengan populasi standar 800 pohon per hektar sebesar Rp 12.423.150. c. Produksi Kayu Glondongan (Log) Populasi awal = 800 pohon Pohon layak tebang (80%) = 640 pohon Diameter batang rata-rata = 40 cm Panjang batang efektif = 10 meter Produksi kayu Log per pohon = 0,5 m3 Produksi per hektar = 320 m3 d. Laba / Rugi per ha Biaya persiapan penanaman = Rp 6.115.500 Biaya pemeliharaan selama 6 tahun = Rp 12.423.150 Biaya tebang dan angkut (320 m3 x Rp 100.000/m3) = Rp 32.000.000 Jumlah Biaya = Rp 50.538.650 Pendapatan/ha/6 tahun = 320 m3 X Rp 962.000/m3 = Rp 307.840.000 Laba/Rugi/ha/6 tahun = Rp 307.840.000 – Rp 50.538.650 = Rp 257.301.350 Laba/ha/tahun = Rp 42.883.558

Pohon sengon dapat mencapai tinggi 30–45 meter dengan diameter batang 70–80 cm. Tajuk sengon berbentuk seperti payung dengan daun yang tidak terlalu lebat, daun sengon tersusun majemuk menyirip ganda dan mudah rontok. Daun sengon sebagaimana famili Mimosaceae lainnya merupakan pakan ternak yang sangat baik dan mengandung protein tinggi. Pohon sengon memiliki akar tunggang yang cukup kuat menembus kedalam tanah, akar rambut banyak mengandung bintil akar berfungsi untuk menyimpan zat nitrogen sebagai hasil simbiosis dengan bakteri Rhizobium. Keberadaan bintil akar membantu porositas tanah dan penyediaan unsur nitrogen dalam tanah. Bunga tersusun dalam bentuk malai berukuran (0,5–1) cm, berwarna putih kekuningan dan sedikit berbulu terdiri dari bunga jantan dan betina, cara penyerbukan oleh angin dan serangga. Buah berbentuk polong, pipih, panjang (6–12) cm, setiap polong berisi (15–30) biji. Biji berbentuk mirip perisai kecil (3–4) x (6–7) mm, berwarna hijau, bagian tengah coklat jika sudah tua biji berwarna coklat kehitaman, agak keras, dan berlilin. Jumlah biji 40.000 butir/kg, daya kecambah rata-rata 80%, berat 1.000 butir 16–26 gram. Tempat Tumbuh Sengon tumbuh baik pada tanah regosol, aluvial, dan latosol tekstur lempung berpasir atau lempung berdebu, pH tanah (6-7). Ketinggian tempat optimal (0–800) m dpl dan masih tumbuh baik sampai 1.500 m dpl, termasuk jenis tanaman tropis dengan suhu (18–27) °C, curah hujan tahunan (2.000–4.000) mm dengan kelembaban (50-75)%. Kegunaan Kayu Sengon Berat jenis kayu sengon 0,33 dan termasuk kelas awet IV – V. Kayu sengon merupakan kayu serba guna untuk konstruksi ringan bangunan rumah, forniture, papan peti kemas, tangkai dan kotak korek api, pulp, kertas dan lain-lainnya. Dengan sifat-sifat kelebihan yang dimiliki sengon, maka banyak pohon sengon ditanam ditepi kawasan yang mudah terkena erosi dan menjadi salah satu kebijakan pemerintah melalui Dephutbun untuk menggalakan ‘Sengonisasi’ Daerah Aliran Sungai (DAS) di Jawa, Bali dan Sumatra. Di Ambon kulit batang digunakan untuk penyamak jaring, kadang-kadang sebagai pengganti sabun. Ditanam sebagai pohon pelindung, tanaman hias, reboisasi dan penghijauan.

Analisa Usana Kayu Sengon a. Persiapan Lahan dan Penanaman per Hektar Biaya persiapan lahan dan penanaman per hektar dengan populasi standar 800 pohon per hektar sebesar Rp 4.315.500. b. Pemeliharaan Tanaman Selama 6 Tahun Biaya pemeliharaan tanaman selama 6 tahun per hektar dengan populasi standar 800 pohon per hektar sebesar Rp 10.886.400. c. Produksi Kayu Glondongan (Log) Populasi awal = 800 pohon Pohon layak tebang (80%) = 640 pohon Diameter batang rata-rata = 30 cm Panjang batang efektif = 7 meter Produksi kayu Log per pohon = 0,33 m3 Produksi per hektar = 211 m3 d. Laba / Rugi Biaya persiapan penanaman/ha = Rp 4.315.500/ha Biaya pemeliharaan selama 6 tahun = Rp 10.886.400/ha Biaya tebang & angkut (211 m3 x Rp 100.000/m3) = Rp 21.100.000/ha Jumlah Biaya = Rp 36.301.900/ha Pendapatan/ha/6 tahun = 211 m3 X Rp 853.000/m3 = Rp 179.983.000/ha Laba/Rugi/ha/6 tahun = Rp 179.983.000 – Rp 36.301.900 = Rp 143.681.100/ha Laba//ha/tahun = Rp 23.946.850 http://jualbibitkayu.wordpress.com/

Changing Micro and Small Enterprise in Urban and Rural Areas through Tanggung Renteng Ethos (Cultural Wisdom) in Indonesia

Changing Micro and Small Enterprise in Urban and Rural Areas through Tanggung Renteng Ethos (Cultural Wisdom) in Indonesia by Daru Indriyo

The most fundamental fact of life in our world today is change. As a rule, people are reluctant to change. We resist it. It has to do with staying in our comfort zone, which is part of human nature. Throughout human history, as changes have come to light, people have run around blowing out candles and throwing the switches, demanding continued darkness. In almost every field of endeavor --- the arts, sciences, medicine, business --- most new ideas have always met with resistance and rejection at first. And the more unique and revolutionay idea, the more sweeping and vast the change, the louder and stronger people’s opposition to it. If we look our natural resources especially the speed of destruction of forest, degradation of land, deterioration of ocean, even natural disaster, we’re frustated. We’re more than frustated, we’re angry! We feel powerless to change the way things are. Don’t you dare let anybody take your dreams away! We’re not cowards. We’re victims of a crime. The crime of the appetite for natural destruction, so they stole our Dream. We truly believe that each and every one of us has an inner fire, a basic survival instinct to fight back when the chips are down. We are ready and willing to work, no doubt about it. What we need is a vehicle to help us get back our Dreams.

Protected areas perform many functions. They deliver essential ecosystem services, such as protecting watersheds and soils, reducing CO2 levels and shileding human communities from natural disasters. Many protected areas are important to local communities, especially indigenous peoples who depend for their survival on a sustainable supply of resources from them. Protected areas everywhere are exposed to threats such as pollution and climate change, irresponsible tourism, infrastructure development and ever-increasing demand for land and water resources. Managers these places face a host of challenges. Resource economic analysis, which can describe direct and indirect benefits of conservation area, is one of the strong instruments that can be used to deal with the “other” group. The conservation- supporting group should be able to sell the economic and social argument to the decision-maker. In this case, it should be emphasised that public interest groups can play an important role in the process and bring about a more effective use of economic argument.

So we have primary tasks to ensure sustainable development in remote protected areas and to support the traditional economies of the regions indigenous peoples through the promotion of Non Timber Forest Product (NTFP) activities. We further advises and supports village organisations in establishing primary procesing units, adequate storage and packaging facilities and other infrastructural needs. NTFPs represent a direct and potentially positive connection between forest conservation and forest use. If farming communities living on the fringes of the forest also derive value from the sustainable of NTFPs, this offers them an incentive to protect the forest. NTFPs can help create or restore a positive interface betweeen agriculture and forest conservation. More particular assistance is required in the following fields: - removing legal obstacles which hinder local people who seek to manage and benefit from NTFPs - Technical and institutional strengthening (administration and marketing) - Sustainable extraction of NTFPs - Strengthening the position of women, notably who belongs to marginal groups - Information sharing and capacity building through exchange of experiences among local communities Technology is simply “a new and better way of doing something.” Technology is the engine of change that creates a new paradigm. And I believe that the best possible option available to conservation areas today is Tanggung Renteng Group System (TRGS). Tanggung Renteng Group System introduced by Center of Woman Cooperative East Java (Puskowanjati) a secondary cooperative that was born on March 1959 which consist of 20 woman primary cooperative, and then increase 46 woman primary cooperative (48.000 member). The developing system is step by step, firstly from tanggung menanggung term of resposibility between each member in the group of arisan (regular social gathering whose members contribute to and take turns at winning an aggregate sum of money), and then secondly tanggung renteng term of responsibility each member in the group of woman cooperative (regular social gathering whose members contribute to learn about cooperative, saving and loan the money, and making solidarity and also new culture/civilization).

In the manual book of TRGS, it is already admitted that "the method to stimulate borrowers to show an active interest in their groups and also their institution by financial participation and interest income has to be regarded as having failed and that any feeling of co-responsibility for the operations is missing among the members, that every member will remain dependent upon the group managers and a controlling and leading cooperative institution". The TRGS mainly supplied short-term and small loans to households and micro-entrepreneurs, either for productive or consumption purposes, with daily, twice a week, weekly or twice a month repayments depend on their business. They were typical micro-finance institutions. It was believed that this would contribute towards structural changes in the financial system, thus forming a more solid basis for substantial and sustained micro and small enterprise development.

forestPRENEUR inc tried to adopt the local wisdom mechanism to enhancing livelihood and surviving in the extreme climate change. forestPRENEUR assist cooperative groups and their member are sponsored by Ministry of Cooperative and Small Medium Enterprise and Puskowanjati, and tend to focus on skills training and financial support. One example of a financial support program is the concept of the revolving loan. The Group of Tanggung Renteng notes that more than 30 revolving-loan funds, created by Ministry, Puskowanjati, and forestPRENEUR, operate in urban and rural areas in Indonesia. The year 2005, these loans tend to be $30,000 divided by 33 groups and are payable in 6 months. If the group success, it will be increase two times for the next period time of revolving-loan fund. The loans are administered under the auspices of tanggung renteng group system, many of them rural citizens themselves, who are committed to the goal of generating more jobs in rural areas. Fund managers from local cooperative institution "carefully (screen) prospective group borrowers and closely (advise) them about their business" to help ensure their success.

Fencing Capital Through Embracing Social Change

We are all angels with only one wing. We can only fly while embracing each other. – Luciano Crescenzo By DaRu indriYo

Globalization in business, new or old thing? One mother Earth, facing global village citizen. Everybody in this world was connected, no place to be alienated. Globalization has made its way from somewhere inside the academy to circulate in the public realm of commentaries, newspaper reports, TV, political speeches and public discussions. Globalization has become one of the most powerful and persuasive ideas to have captured the collective imagination, sometimes as dream and sometimes as nightmare. Asia’s companies against Europe and America companies? The reason is that for Western economies as a whole, and huge numbers of Western companies and their workers, the rise in Asia of the biggest middle class in history offers unprecedented money making opportunities. Asia’s relatively cheap but often well educated workforce continues to provide Western, Japanese and better-off Asian firms with an attractive place to set up factories producing goods for sale in the rich world. Asia increasingly offers something more tempting, the world’s fastest growing and often the biggest markets for the rich world’s own products and services. Culturally, Companies in Western countries have rooted in philantrophy tradition as social solidarity, so undoubtedly corporate social responsibility (CSR) was literally thrust upon them. Another opinion, CSR is beginning to be a influencing factor in consumer behavior in Europe. Especially, around 75% of consumers believe environmental issues and employee treatment to be key areas that demonstrated good corporate governance (GCG). Almost 35% consumers said that a company's commitment to social responsibility would affect their decision to buy its products. A solid social responsibility program companies can have some influence, and it need a long process that required knowing exactly what you want, and also communicating it clearly. Then there is auditing, best practices education, rewarding compliance and ensuring that variances from the standard are not ignored. Flexibility is important, it’s a highly collaborative process. When the American Management Association commissioned its survey linking ethics to business success, it found that the top driver of unethical behavior was the pressure to meet unrealistic business objectives. That pressure, in turn, contributed to many other problems, such as poorer quality, more accidents and increased overtime. GCG presents to avoid its problem, through 4 principles i.e. responsibility, fairness, transparency, and accountability. According to Morris, one of the first steps in crafting a successful CSR plan is defining what good looks like. Key elements are designing upstream business processes that support good working conditions and efficient product flow. It is also important to clearly define the rules and hold Nike employees accountable for compliance with Nike principles. This includes supporting sustainable business practices, encouraging suppliers to invest in worker training and by sharing best practices and the results other Nike suppliers have seen when they implemented some of those practices in their own facilities. Nike also employs suppliers human resources department as a strategic partner. Nike and its suppliers, Van Heerden advises suppliers to work smarter, not harder, and for buyers to add incentives to finish work on time, thereby increasing productivity and maximizing income. As the first world countries become increasingly aware of working conditions throughout the world, CSR has become increasingly important to publicity and to the bottom line. Nike has become a business ambassador, teaching suppliers that regardless of their location or local operating environment it makes good business sense to treat their workers fairly. Suppliers, for their part, increasingly understand that the benefits of ethical practices can enhance their own bottom lines, through expanded markets, better quality, more business and increased revenues. Increased innovation through freedom of association, plus a more prosperous workforce and a more robust local economy are icing on the cake. By working with its suppliers rather than dictating to them, Nike really is changing the world. CSR supported the internal corporate welfare, business sustainability and making corporate as global citizen. Holistic CSR required employee welfare, product accountability, and external community welfare services. So CSR made company reputation and branded in the heart of consumers. Regarding Fombrun and Van Riel, reputation consist of vision and leadership, working environment, socially responsible, performance, emotional appeal, product and services.

From an individual street hawker to a complex multinational enterprise, every business entity has its stakeholders and its impacts on society, both positive and negative. The concept of CSR, broadly defined as the overall contribution of a business to sustainable development (SD), should therefore be equally valid for large and small enterprises. But when CSR is discussed in policy circles, academia, the media, and wider civil society, the focus tends to be on the largest companies such as multinational (MNC) and transnational (TNC). Small- and medium-sized enterprises (SMEs) are often overlooked. The CSR agenda has almost entirely focused on large enterprises. The tools, frameworks and justifications for responsible business activity tend to cater for large companies, particularly those that can benefit from investing in measures that reduce reputational risk. Where it does touch on small- and medium-sized enterprises (SMEs), this is usually in a reactive or indirect sense, either as suppliers to larger companies, or as the beneficiaries of larger companies’ philanthropic initiatives. CSR discourse has frequently identified the challenge of making the CSR agenda more relevant for SMEs. For example, the World Bank Institute ran an e-conference in early 2004 on “the possibilities and challenges of CSR among SMEs”. One of four themes within the recent EU Multi-Stakeholder Forum on CSR is ‘fostering CSR amongst SMEs’. There has also been a specific focus on the implications of the CSR agenda for SMEs in developing countries. This mechanism means that the nature of trading relationships between SMEs and buyers, and how market power is exercised within such relationships, are central to the CSR agenda. This leads to one of the most challenging critiques of the current CSR agenda – that such supply chain standards can exclude SMEs in developing countries from lucrative markets. Indeed, surveys suggest that the most likely reason for SMEs to introduce an environmental management system is “when it becomes essential to secure and retain business”, either with local or international clients. In this sense, the notion of such standards as ‘voluntary’ can be misleading. It may more appropriate to consider them as ‘market entry requirements’ or ‘economic imperatives’. In pragmatic terms, it is clear that SMEs as they stand are a major economic force, upon which large numbers of people in developing countries depend for their livelihoods. At the very least then, CSR practices should be shaped in a way that does not adversely affect the economic viability of SMEs in developing countries. One of the most challenging critiques of CSR tools, particularly codes of conduct and supply chain standards, is that they can exclude SMEs in developing countries from lucrative markets, thus harming livelihoods.

Every company need a Corporate Business Process, i.e. Objectives, Business Strategy, Key, Success Factor, Balance Score Card, Cause Effect Diagram, Key Performance Indicator, Business Monitoring and Media for Communication. Good corporate governance has proved lacking in other Asian countries since the crisis in 1997. Economic reform, corporate and financial restructuring have been urged, cajoled and demanded by major international lenders and probably, too, to avert the next financial crisis. Real economics fundamental layed in economics strength of countryside relying on farmer economics and fisherman. The soul of co-operative has proven that 99,9 % of 42 million business units in Indonesia are micro and small enterprises (around 12 million are market merchants), 99,5 % opportunity of job provided by Micro Small Medium and Cooperative (SMESCo), 57 % requirement of goods and services provided by SMESCo, 19% export is SMESCo’s product has given contribution 2 - 4 % to national growth. The World Business Council for Sustainable Development (WBCSD), a coalition of 170 international companies, currently runs a project entitled ‘Sustainable Livelihoods’. This is based on the observation that “the poor crucially lack two things: 1) the opportunity to earn a better living and thereby increase their purchasing power, and 2) a tailored supply of products and services that adequately respond to their needs and that are appropriate in their design and price”. The project “seeks ways by which business can extend the benefits of the market to serve people, address their needs and allow companies to develop their business sustainably and profitably”. The subtitle of a recent output from the project is “Learning Journeys of Leading Companies on the Road to Sustainable Livelihoods Business”. Leading Indonesia Companies have best practices in CSR, for instance Astra’s pioneering to embrace small industries to support its assembly line. Danamon Peduli made a campaign to co-opt workers in the clean up of more than 600 wet markets across the country. Exxonmobil provided health-care efforts in villages around its Aceh natural gas facilities. Sampoerna Foundation spends about $20 million a year on education. Raja Garuda Mas which operated in pulp and paper and covered million hectare plantation area,concern on fire fighting, an integrated farming scheme, fibre farms, and also environment protection. Mandiri Bank and Shell inc. have sticking to spread ”start up business” virus for young and new entrepreneurs. There is a need to develop more comprehensive business support services on CSR for SMEs. There are already well-established structures providing business development support that target SMEs, but few of these seek to integrate social or environmental issues into their activities. There is significant potential to do so, by taking insights from the CSR agenda into the enterprise development field. There is also a need for stronger involvement of business representative organisations such as chambers of commerce (KADIN, APINDO, HIPMI, Cooperative and Business Association) in CSR advocacy and awareness raising, and in providing CSR implementation support to their SME members. Any public or private support measures must take account of the national or sectoral context, and be clear about the preconditions for successful implementation. Integrating CSR into existing enterprise development and business support services for SMEs should be able to implement in each large companies. It’s not just arm twisting, these reforms would help to strengthen the overall enabling environment for CSR among SMEs. They would build SMEs’ capacity to engage with CSR, but more importantly, they would help to create the drivers for SMEs’ engagement with CSR. If we could drive this ultimate goal, we can fly without wing. Definitely, I will encourage precisely that it must be done, and the company will flying to be a ”Guardian Angel”.