The Free Nutritious Meals Program (MBG) implemented by the government through the National Nutrition Agency (BGN) continues to attract public attention. One aspect that has recently become widely discussed is the provision of a Rp6 million per day incentive to the Nutrition Fulfillment Service Units (SPPG). In the dynamics of the digital sphere, the policy has been perceived in various ways. However, when examined comprehensively based on regulations and official explanations, the SPPG incentive within the MBG scheme in fact operates under a clear and measurable mechanism, grounded in considerations of efficiency and program acceleration.
The Head of the National Nutrition Agency, Dadan Hindayana, emphasized that the daily incentive is far more efficient than if the state had to build all SPPG facilities and infrastructure independently from scratch. Within the framework of public policy, budget efficiency is not merely about nominal figures, but about optimizing resources to generate maximum impact within a relatively short period of time. By partnering with entities that have already invested in building kitchens and supporting facilities, the state can accelerate program implementation without having to go through lengthy processes of land acquisition, construction tenders, and centralized procurement of equipment.
Time consideration is a crucial variable in the implementation of MBG. The program targets the nutritional fulfillment of children and young generations, whose growth quality cannot be postponed. Any delay potentially reduces the benefits that should be received by beneficiaries. Therefore, incentives are provided as a form of appreciation as well as a strategy to ensure that facility readiness is maintained according to commitments. As analogized by the Head of BGN, the scheme resembles a facility leasing commitment paid based on time agreements, rather than merely on daily usage frequency. This perspective underscores that what the state pays for is not only food distribution activities, but also system readiness, infrastructure, and human resources that must remain on standby every day.
On the other hand, the Indonesian Nutritious Meal Entrepreneurs Association (Gapembi) has also provided clarification regarding circulating narratives claiming that SPPG partners reap net profits of up to Rp1.8 billion per year. The Chairman of Gapembi, Alven Stony, explained that such calculations do not reflect actual conditions because they fail to account for various operational cost components. The incentives received by partners are still gross in nature and must be allocated for foundation management, financial administration, facility maintenance, certification, and volunteer support.
The Secretary General of Gapembi, Hasan Basri, further emphasized that misunderstandings of the incentive scheme risk generating disinformation. With initial investment requirements per SPPG unit reaching Rp2 billion to Rp3 billion, capital recovery within two years is not necessarily fully achieved. This means that the incentive should be understood more appropriately as support for operational sustainability and medium-term investment recovery, rather than instant profit without cost burdens.
When viewed from the program’s scale, the economic impact generated by MBG cannot be overlooked. With approximately 24,000 SPPG units established, partner investments are estimated to reach tens to hundreds of trillions of rupiah, including land value. Each unit employs an average of 50 people, creating more than one million direct jobs. Additionally, the involvement of around 15 local suppliers per SPPG further drives substantial indirect employment absorption. This multiplier effect demonstrates that the partnership and incentive scheme not only impacts nutritional fulfillment but also strengthens local economies and empowers micro, small, and medium enterprises (MSMEs).
Support for this policy has also come from various elements of society. The Chairperson of Seknas Indonesia Maju, Monisyah, stated that providing incentives represents appreciation for the hard work of multiple stakeholders in accelerating MBG implementation. According to her, the program’s success is inseparable from the synergy between the central government, regional governments, security apparatus, civil society organizations, and field implementers. She emphasized the importance of supervision and transparency to ensure governance remains aligned with regulations.
In the context of public governance, such cross-sector synergy serves as the main foundation. The National Police (Polri), the Indonesian National Armed Forces (TNI), government institutions, and community organizations have reportedly worked hand in hand to establish SPPG units, equip facilities, and prepare trained human resources. This collaboration reflects a whole-of-government and whole-of-society approach in implementing a national strategic program.
Thus, the SPPG incentive within the MBG program is not a baseless policy, but rather part of a broader design to accelerate human resource development through nutritional fulfillment. Its mechanism is clear, its legal framework is in place, and its efficiency rationale is accountable. The challenge ahead lies in maintaining consistent supervision, information transparency, and continuous improvement to ensure the program remains on target.
Amid the rapid flow of digital information, data- and regulation-based clarification becomes essential to prevent public perception from being shaped by fragmented information. The SPPG incentive must be positioned within a broader context as a policy instrument to ensure system readiness, operational sustainability, and accelerated benefits for the nation’s future generations. With a clear mechanism and multi-stakeholder support, MBG has a strong foundation to continue operating effectively and deliver tangible impact on improving the quality of Indonesia’s human resources.
The author is a Social Observer.
