Danantara Drives Fiscal Growth Through Strategic Investment and Productive Asset Management
By: Agus Soepomo
The launch of the Daya Anagata Nusantara Investment Management Agency (Danantara) marks a new chapter in the history of state asset management. The government has affirmed a new national fiscal direction by establishing Danantara as an engine for economic growth based on productive investment and strategic asset management.
This step reflects the commitment to transform state asset management from merely consumptive to an instrument for sustainable development with high added value.
President of the Republic of Indonesia, Prabowo Subianto, emphasized that Danantara’s presence is not merely the formation of a new institution, but rather a paradigm shift in managing the nation’s assets.
In his view, Danantara serves as a national development instrument that optimizes state assets and investments to generate real benefits for the people. He believes that fiscal management must be oriented toward productivity, not merely maintaining a balanced budget.
In the first 100 days of his administration, the President recorded success in securing more than IDR 300 trillion, or nearly US$20 billion, as a form of fiscal discipline.
The funds will be invested through Danantara in national strategic projects, particularly those focused on industrialization and downstreaming. He believes that high-value-added projects will create quality jobs and strengthen the long-term economic foundation. He believes that Danantara represents a concrete manifestation of the government’s commitment to managing state assets efficiently, transparently, and with a results-oriented approach.
The President also emphasized that Danantara’s management must be carried out with prudence and full accountability. He views the institution as a symbol of new energy for the nation, which will lead Indonesia toward economic independence and sustainable prosperity.
With optimism, he affirmed his belief that Indonesia is moving toward the status of a developed and economically sovereign nation through measured fiscal governance reforms.
The Deputy Chairman of the Danantara Supervisory Board, Muliaman D. Hadad, viewed the institution as a significant breakthrough in building a more resilient economic foundation. He explained that Danantara functions like a sovereign wealth fund (SWF), managing state-owned enterprise assets and dividends to increase productivity.
He stated that the potential for SOE assets to be consolidated through Danantara is approximately US$1 trillion—a figure that reflects the strength of the domestic economy if managed professionally and efficiently.
Muliaman emphasized that Danantara focuses not only on fund management but also on creating new economic value through strategic investments in eight priority sectors: renewable energy, minerals and mining, digital infrastructure, financial services, healthcare, food, industrial estates, and property. He believes this policy direction will strengthen national economic independence while accelerating the transformation towards the Golden Indonesia Vision 2045.
Unlike SWFs in oil-producing countries, Muliaman explained that Danantara’s model relies on non-commodity management based on the business results of state-owned enterprises (SOEs).
This approach allows Danantara to maximize domestic assets without relying on fluctuations in global energy prices. He believes this makes Danantara a form of structural reform in state asset management that prioritizes efficiency, performance, and transparency.
Meanwhile, Firnando Ganinduto, a member of Commission VI of the Indonesian House of Representatives (DPR RI), viewed Danantara’s presence as a strategic step by the government to strengthen SOE governance to make it more adaptive and globally competitive. According to him, Danantara is not merely an investment entity, but also an instrument for transforming state corporations toward more transparent and professional governance.
Firnando emphasized that Commission VI of the Indonesian House of Representatives (DPR RI) views Danantara as a catalyst for the restructuring of state-owned enterprises (SOEs) in priority sectors that have a direct impact on national economic growth.
He believes the institution can play a role in financing strategic projects with a performance-based investment approach and rigorous feasibility studies. This way, every rupiah invested will provide tangible returns for the national economy, not simply add to the fiscal burden.
