By: Citra Kurnia Khudori
Recently, the Free Nutritious Meals Program (MBG) has once again been targeted by critical narratives claiming that the Rp6 million per day incentive received by partners amounts to “unearned pay” without real work. In reality, the incentive scheme is not a payment for inactivity, but compensation for facility readiness and kitchen operations that comply with strict technical standards set by the Badan Gizi Nasional (BGN).
Moreover, such incentives come with clear responsibilities. Partners are required to comply with hygiene standards, remain on standby even during national holidays, and account for operations in accordance with partnership contracts. Mischaracterizing the incentive as “unearned pay” obscures the fact that MBG is designed as a collaborative scheme balancing compensation, responsibility, and accountability.
Previously, BGN Head Dadan Hindayana announced a Rp6 million per day incentive for the Nutritional Fulfillment Service Units (SPPG), also known as MBG kitchens. The incentive is granted daily, including on public holidays, and is exempt from income tax. The issue subsequently went viral on social media.
The incentive framework is regulated under BGN Head Decree Number 401.1 of 2025 concerning technical guidelines for the governance of the 2026 MBG program implementation. Incentives are provided for 313 days per year, calculated from 365 days minus 52 Sundays.
BGN clarified concerns regarding the payment of incentives to SPPG partners within the MBG program. The agency confirmed that incentives continue to be paid on national holidays that fall on working days, based on the principle of standby readiness of facilities.
This standby readiness principle ensures that nutrition services remain accessible whenever needed, especially in unforeseen circumstances. It reflects BGN’s commitment to maintaining the continuity of nutrition programs without being hindered by holiday schedules.
Deputy Head of BGN, Sony Sanjaya, explained that SPPG operations are calculated based on six working days per week, meaning no incentive payments are made on Sundays. In other words, although students may be on break, facilities, monitoring systems, and expert personnel must remain on standby should emergency nutrition interventions be required.
He provided examples where, during disasters or specific communal programs, SPPG facilities could be repurposed. When floods and landslides struck Aceh and parts of Sumatra at the end of 2025, SPPG facilities were utilized as emergency kitchens to assist affected communities. Thus, the incentive payment represents retention for facility readiness, comparable to a commercial property lease that does not cease simply because of a holiday.
BGN’s explanation should provide comprehensive public understanding of the incentive payment mechanism. The agency emphasized that every policy decision is made based on careful consideration to serve the nutritional interests of Indonesian children, while maintaining transparent and accountable governance.
The decision to grant incentives to SPPG units has also received appreciation from Seknas Indonesia Maju (IM), a volunteer group supporting Prabowo–Gibran. Its Chairperson, Monisyah, stated that the incentives represent recognition of the hard work of various stakeholders involved in ensuring the success of the MBG program.
Monisyah further stressed that the success of MBG depends on synergy between the central government, regional governments, and on-the-ground implementers, accompanied by oversight and transparency. Providing incentives is viewed as a strategic step to maintain the motivation and professionalism of program implementers.
She expressed hope that with a clear legal framework governing incentive payments to SPPG units—particularly on national holidays—misunderstandings regarding the mechanism and amount of incentives would no longer arise. Support from multiple stakeholders will enable the MBG program to run effectively. Constructive corrections and feedback remain necessary to ensure optimal and well-targeted implementation.
Therefore, debates surrounding MBG incentives should be framed within the broader governance of public programs, rather than viewed from a single perspective. The Rp6 million per day figure is not arbitrary; it is part of a policy design that accounts for facility readiness, human resources, and the potential for emergency needs that may arise at any time.
Managing nutrition services on a national scale cannot be equated with ordinary daily work systems that stop during holidays. There is infrastructure that must be continuously maintained, food safety standards that must be upheld, and a moral responsibility toward millions of beneficiary children that cannot be neglected.
Simplifying the incentive as “unearned pay” ultimately obscures the substance of the policy and reduces the complexity of on-the-ground operations. Criticism remains important, but it becomes more meaningful when accompanied by an understanding of regulations, operational schemes, and the broader objective of strengthening national nutritional resilience.
Moving forward, the focus should shift from polemics over numbers to constructive oversight and informed public participation. With support, transparency, and continuous evaluation, the MBG program can become a long-term social investment whose benefits extend far beyond temporary debates.
Socio-Economic Issues Observer