By: Puteri Arta Lestari
The government continues to demonstrate its commitment to building transparent, professional, and accountable governance in both public administration and the management of State-Owned Enterprises (SOEs). One clear form of this commitment is the legal certainty and transparency applied in appointing Deputy Ministers (Wamen) as commissioners in various SOEs. This step is not only legally valid but also a synergistic strategy aimed at strengthening the connection between government policies and corporate implementation on the ground.
In modern governance systems, the coordinating and supervisory roles of ministries over SOEs are critical to ensuring integrated development objectives. Appointing Deputy Ministers as commissioners represents a governmental innovation designed to enhance policy effectiveness, program implementation efficiency, and inter-agency integration. The government sees this as a significant opportunity to accelerate the transformation of SOEs into modern, competitive companies that contribute optimally to the national economy.
Hasan Nasbi, Head of the Presidential Communication Office (PCO), emphasized that the dual role involving Deputy Ministers as SOE commissioners does not violate any laws. Constitutional Court (MK) Decision Number 80 of 2019 explicitly does not prohibit Deputy Ministers from holding such dual positions. Thus, from a legal standpoint, this policy is both lawful and constitutional. The government is acting in accordance with existing regulations while ensuring that every appointment process is carried out transparently and responsibly.
Hasan further explained that the prohibition on holding multiple positions applies only to top structural officials, such as ministers and minister-level officials. However, policy space remains open for Deputy Ministers as long as it aligns with the law and supports the ministry’s supervisory and advisory functions over SOEs. This demonstrates the government’s cautious approach in balancing bureaucratic effectiveness with the interests of state corporate governance.
This strategic move has also gained support from the legislative sector. Herman Khaeron, a member of Commission VI of the Indonesian Parliament, stated that appointing Deputy Ministers as commissioners is not only permissible but also potentially creates positive synergy between ministries and SOEs. With their experience and capabilities, Deputy Ministers can serve as communication bridges and policy implementers directly involved in SOE operations, thereby supporting the acceleration of transformation and the achievement of national strategic targets.
Beyond just holding a position, the role of Deputy Ministers as commissioners adds value by linking ministerial policy orientation with the needs and dynamics of the business world. For instance, a Deputy Minister of Agriculture serving as Chief Commissioner at PT Pupuk Indonesia can bridge food security policies with national fertilizer distribution more effectively. This synergy enhances corporate performance, accelerates public services, and directly benefits farmers and the broader community.
The government is not standing idle in safeguarding the accountability of this decision. Every appointment process is grounded in principles of transparency, information disclosure, and regular evaluation of the performance of officials holding dual roles. Reporting and oversight mechanisms are implemented to ensure that these dual roles genuinely provide strategic value and are not merely symbolic.
With a management system increasingly based on data and results, the performance assessment of public officials, including Deputy Minister-Commissioners, is conducted objectively. This demonstrates the government’s seriousness in ensuring professionalism remains the foundation of every decision-making process. Moreover, public participation in monitoring officials’ performance is maintained through accessible public information channels.
This policy aligns with the government’s broader vision of creating a responsive, collaborative, and progressive bureaucratic ecosystem. As national development agents, SOEs require full support from policymakers who understand both regulatory frameworks and field dynamics. Strengthening strategic positions within boards of commissioners through the presence of Deputy Ministers enables SOEs’ transformation into superior and globally competitive entities to be achieved more swiftly.
This governmental effort reflects courage in taking measurable reform steps—not merely preserving the status quo, but offering progressive solutions to strengthen inter-agency synergy and accelerate public service delivery. The government believes that such governance innovations are part of the adaptive process towards a digital bureaucracy and modern corporate governance.
In conclusion, the government’s decision to place Deputy Ministers as commissioners in SOEs reflects the courage to formulate policies based on tangible benefits, not just public perception. It is a reflection of the government’s continuous efforts to deliver an adaptive, solution-oriented, and transformative bureaucracy. As long as this policy is executed transparently and in accordance with the law, it is not only legitimate but also worthy of appreciation as part of the broader national economic transformation strategy.
The author is a journalist and public governance observer.
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