Brunei Isn’t Broke — It’s Stuck

📉 Brunei’s Great Exit was never just about jobs.
Behind polite retrenchments and official optimism, families struggle with mortgages, savings shrink, and futures are put on hold.

Ministers insist our economy is “resilient.”
The public asks: resilient for whom?

In this follow-up to The Great Exit, KopiTalk with MHO uncovers what retrenchments really mean for Bruneians — and why the silence around them may cost more than money.

💬 “Brunei’s greatest risk is not losing its wealth — it is losing its will to move forward.”

👉 Read the full story here

By Malai Hassan Othman

The numbers seem fine, but the reality is tough. Beneath Brunei’s cheerful outlook, quiet job cuts are changing lives, family dynamics, and public trust - and the issues go way beyond just jobs.

Inside the Legislative Council (LegCo), it’s all about optimism. Officials brag about solid reserves, zero debt, and the goals for Wawasan 2035. “Brunei’s fundamentals are strong,” one minister said, pointing out that we can handle oil price changes. 

But outside those walls, things look different: early retirements, lost contracts, and shattered dreams show an economy that’s having a hard time adapting.

Oil still brings in over 80% of government income, but production keeps dropping. Contractors are talking about cancelled projects; engineers are quietly taking "voluntary" early retirement; fresh grads are dealing with months - or even years - of rejection letters. For families relying on these jobs, the impacts are serious: worries about mortgages, dwindling savings, and postponed dreams.

Public feelings are shifting, too. One worker put it simply: “Voluntary early retirement is just a nice way to say layoffs. Companies are letting go of higher-paid staff and not hiring anyone new. Those jobs are gone.” Another pointed out that fewer oil projects hit subcontractors hard, while smaller local businesses struggle with tight budgets and fewer opportunities.

Some voices are calling for change instead of just complaining. Ahmed Fadhil (not his real name), whose thoughts sparked this follow-up story, suggests boosting the Skim Persaraan Kebangsaan (SPK) safety net for laid-off workers: “Losing a job shouldn’t mean losing your dignity. Extending SPK support would help people bounce back, retrain, and get back to work instead of falling through the cracks.”

Others agree we need to be more proactive. Several professionals are pushing for government contracts and tax incentives to require local hiring. Some are suggesting temporary state-funded roles in tech, agri-tech, and logistics - creating 18 to 24-month positions to build skills while tackling urgent issues. “People aren’t unemployable; they’re underutilised,” one commenter said, urging Brunei to leverage its financial strength to shape its future economy instead of waiting for demand to magically show up.

LegCo records show BND 5–6 billion in annual government spending. Even a small shift - 10 to 15% towards creating impactful jobs - could change employment outcomes. Green infrastructure, AI-driven public services, tourism, and SME development are all part of the Wawasan 2035 plan, but we’re lagging on making it happen.

The stakes are getting higher. Brunei’s cushion of reserves gives us time, but it doesn’t guarantee safety. Oil doesn’t have to run out for issues to creep up; production just needs to drop enough to challenge the government’s ability to maintain subsidies, public hiring, and safety nets.

“Brunei’s real danger isn’t bankruptcy -  it’s being stuck,” one professional pointed out. “We’re not broke. We’re just not moving forward, and being stuck costs more than we realise.”

For now, job cuts are still quiet and mostly hidden. But behind closed doors and empty wallets, Bruneians are starting to ask tough questions about the nation’s readiness for what’s next - and whether staying silent is still an option.

Because in the end, Brunei’s biggest risk isn’t losing its wealth - it’s losing the drive to move ahead. (MHO/08/2025)

 

Work-Life Balance Was Promised in 2022. In 2025, It’s Still a Study.

Three years ago, Brunei said it would offer flexible hours, two-day weekends, and workplace childcare as part of the Mental Health Action Plan. Fast forward to now, and we’re still seeing burnout rates climb, families struggling with crazy schedules, and that promise just hanging out as “a study.” How much longer can we keep working on the old clock while expecting everyone to help reach Vision 2035?

By Malai Hassan Othman | KopiTalk with MHO

Brunei is looking into flexible working hours in the public sector and possibly changing the workweek. Ministers are starting to admit that the policy “has potential,” but it’s still stuck in committee reviews and service checks.

This was shared in the Legislative Council, where the Minister at the Prime Minister’s Office and Second Minister of Defence confirmed that they’re comparing practices with the private sector and overseas models, including insights from Singapore’s civil service. They’re also thinking about changing the current Monday–Thursday and Saturday schedule to find “a more suitable one.”

Brunei’s civil service hours are still tied to rules from over 60 years ago. The schedule, set back in the early 1960s, hasn’t changed much, even though life, work, and family dynamics have shifted a ton.

Officials point to the pandemic years as proof that smaller teams supported by tech can keep essential services running. But any changes now depend on the Public Service Transformation Committee and careful planning to make sure counters, clinics, and permits don’t come to a standstill.

For many families, the real question isn't whether flexibility is needed - it's that it's way overdue. Back in April, KopiTalk with MHO shared the stories of Aina, a civil servant and mom of two still working Saturdays, and Hamzah, a retail worker putting in over 50 hours on minimum wage. Their experiences show a country where long hours and low morale have become the norm.

Bruneians are putting in some of the longest hours in Southeast Asia. According to ILO data, Brunei averages 47 hours a week. For comparison, Malaysia averages 45 hours, the Philippines 43.2, and Indonesia 40.6. Singapore and Thailand are around 44–45 hours, while Vietnam is at 48. Cambodia leads ASEAN with over 49 hours a week. Even with its small population, Brunei ranks high in the region.

Parents are facing a tougher situation with the new full-day school system, where kids finish classes around 3 p.m. while office hours stretch to five. Without predictable flex times or “core hours,” families are left scrambling for childcare and racing against the clock every day.

Work-life balance was promised in the Mental Health Action Plan 2022–2025. It highlighted flexible hours, two-day weekends, and even childcare support. Three years later, things are still stalled while burnout stats keep climbing. The silence has been louder than the promises, and people are getting impatient.

A solid rollout would be easy: set up core hours for front-line services, try out compressed weeks in back offices, and publish KPIs - like queue times, call-centre response, and system uptime - to reassure everyone that efficiency won't take a hit.

The private sector is watching, too. Oil and gas companies have quietly adopted flexible practices and remote work, but most SMEs are still stuck with six-day schedules and blurred lines between work and rest. Government leadership could set a national example and help break the cycle of fatigue.

For families, real relief would mean two uninterrupted days off, school hours that align with work hours, and workplaces that treat people like humans—not machines. For the state, it would mean healthier, more productive citizens who can actually help carry Vision 2035.

The government says flexi hours “have potential.” But the people, feeling the strain day in and day out, have a sharper question: if not now, when? (MHO/08/2025)

 

Little Napoleons 2.0: When Procurement Turns SMEs Into Punching Bags

Every avoidable rejection is a surcharge on the nation. We traced the receipt

By Malai Hassan Othman | KopiTalk with MHO

A recent online complaint from late August 2025 has sparked new conversations about procurement issues. Small vendors are calling out outdated specs, unchanged purchase orders, and gate rejections that lead to cancelled orders, wasted logistics costs, and unexpected cash flow problems.

The complaint, shared on a local forum and echoed by other vendors, talks about RFQs asking for sizes that aren’t available, unchanged purchase orders, and receiving officers rejecting equivalent items after they were verbally approved at the loading docks.

Earlier reports labelled some of these behaviours as “little Napoleons.” Now, it seems these issues are creeping into procurement workflows, where even minor design flaws can seriously hurt small businesses struggling to manage cash flow.

While these posts don’t prove any systemic wrongdoing, they highlight consistent complaints from vendors that deserve attention from policymakers, auditors, and contracting authorities who oversee fair procurement practices across various departments.

In one example, a 400-gram item stayed on the purchase order even though 500-gram alternatives were available. The supplier claims they received a verbal go-ahead, but the receiver refused delivery, calling it non-compliant.

“We delivered exactly what was discussed, with catalogue pages attached,” said a small supplier who asked to remain anonymous. “But at the gate, a different officer said it wasn’t acceptable and told us to take it back.”

The vendor claims they had to cover transport and restocking costs, and the cancellation only added to their cash flow issues. Several others have shared similar stories, but we haven’t verified identities or documentation yet.

Additional complaints include delayed payments, repeated requests for paperwork, and documents that mysteriously go “missing” in financial systems. Some vendors say they’ve started quoting higher prices or even turning down work to avoid these predictable hassles.

Overall, these accounts seem to point to design failures rather than malice: unclear policies on equivalents, poor communication between issuing and receiving units, and a lack of a single point of contact overseeing the process from quote to receipt.

Without a proper record of accepted substitutions, front-line receivers feel pressured to reject anything that deviates from the purchase order, even if colleagues had previously approved variations. This leads to confusion, added costs, and growing distrust among honest suppliers.

Some vendors suggested solutions like signed acceptance letters for variants, explicit notes on line items, delivery packs with catalogues, and pre-shipment confirmations. Others mentioned that prepayment requests often don’t work, leaving small contractors vulnerable to rejection and cash flow shocks.

It’s worth noting that many officers are professional, communicate well, and expedite receipts. This report isn’t about pointing fingers; it’s about addressing process weaknesses that need attention.

Procurement experts consulted for insights mentioned safeguards used in other places: a formal Equivalents and Variants Rule, pre-shipment Acceptance-of-Variant memos, and system checks that prevent goods from being received without documented approvals when specs differ.

“If a variant is accepted, the system should show it to the receiver during scan-in,” said a senior procurement professional. “If there’s no acceptance in the record, then no delivery should be scheduled.”

Experts also suggest having a single point of contact from RFQ to receipt, with named backups during absences. This would help speed up clarifications and reduce surprises at the loading dock during critical deliveries.

Technology can make a difference, too. Simple features in e-procurement systems - like variant flags, acceptance identifiers, and mobile apps for receiving with photos, timestamps, and signatures - can create audit trails and cut down on avoidable disputes across agencies.

Policy can also spread risk more fairly. When internal errors cause mismatches, a written return-and-restocking cost-sharing agreement can encourage honesty, discourage defensive refusals, and prevent vendors from bearing all the losses.

Many contributors called for a vendor ombudsman channel with clear resolution timelines. A neutral third party could help distinguish between miscommunication and misconduct, protecting both officers and suppliers from unnecessary stand-offs.

The economic impact goes beyond just a few invoices. If small businesses start factoring in extra costs to deal with rejections and delays, competition shrinks, public costs rise, and innovation takes a hit - especially for new entrepreneurs with limited cash flow.

Verification is crucial. Vendors who want to help should keep records of RFQs, quotes, catalogues, variant approvals, purchase orders, delivery rejection notes, cancellation letters, and payment correspondence for independent review.

Agencies can rebuild trust through anonymised transparency: publish dashboards every thirty days showing variant-rejection rates, average decision times for Acceptance-of-Variant requests, payment cycle lengths, and dispute outcomes; then track improvements quarterly against clear targets.

Why does this matter? It’s simple for readers and policymakers.

When vendors raise prices to cover the hassle of rejections and delays, consumers end up paying more for the same goods and services. Less competition and higher quotes become a hidden tax on the nation.

Capable SMEs might pull back from public tenders or avoid them altogether. With fewer reliable bidders, agencies have weaker options, less negotiating power, slower delivery, and diminished innovation when quality and value should be at their best.

Just one gate refusal or purchase-order cancellation can wipe out a month’s runway for a small supplier, triggering layoffs, missed loan payments, cancelled orders, and a reluctance to bid on future projects that could help them grow.

Procurement friction doesn’t just hurt vendors; it delays hospitals, schools, utilities, and municipal services that are waiting on routine items stuck in unnecessary disputes, pushing back maintenance schedules and compromising outcomes that the public expects on time.

When processes feel random, people look for back channels and personal favours. This erodes trust, puts honest officers under suspicion, and teaches businesses that compliance might not save them from unpredictable outcomes.

Predictable, fair procurement is key to economic growth and SME expansion, which is a goal of Wawasan 2035. If contracting seems risky and inconsistent, investment slows down, entrepreneurship suffers, and national productivity slips further from tangible progress.

External investors weigh contract execution risk before putting in capital. If variants get verbally approved but rejected upon delivery, confidence drops; money flows to places where approvals are solid and handovers go smoothly the first time.

Time spent dealing with rejections, resubmitting paperwork, and arguing at loading docks is time not spent improving systems, training staff, and serving the public. Inefficiency builds up while morale dips on both sides.

The stakes are high, but the solutions are simple: clear rules for equivalents, recorded acceptances, a single accountable contact, and basic system checks to prevent surprises at receipt. Small changes can lead to big benefits for the economy.

In the end, the fix is straightforward: clear rules, documented acceptances, single ownership, traceable systems, and professional behaviour. Let’s rein in those little Napoleons with enforceable checks - and allow honest business to thrive again. (MHO/08/2025)

 

BizBelia: When the Sultan Places His Faith in the Youth

His Majesty’s new micro-finance scheme is more than just money - it’s a belief. And for thousands of young Bruneians, that belief might be the biggest breakthrough yet. It is a test of Brunei’s youth, of Bank Usahawan, and of whether Vision 2035 still has the power to inspire a nation waiting for change. 

By Malai Hassan Othman | KopiTalk with MHO

During the 20th National Youth Day celebration, His Majesty Sultan Haji Hassanal Bolkiah Mu’izzaddin Waddaulah gave an uplifting speech that many are calling a game-changer for the youth of Brunei. 

He announced BizBelia, a Shariah-compliant micro-financing scheme aimed at helping young entrepreneurs step up as job creators instead of just job seekers. It’s a much-needed boost at just the right time.

“Beta menaruh harapan yang tinggi bagi inisiatif ini,” His Majesty said, expressing his belief that this initiative will spark a wave of entrepreneurial energy and economic growth from the ground up. 

The BizBelia program is a collaboration between the Ministry of Culture, Youth and Sports (MCYS) and Bank Usahawan Berhad, designed to provide financing options for young Bruneians who haven’t been able to access traditional banking due to a lack of business experience or collateral.

His Majesty’s words spoke directly to the youth, many of whom feel sidelined in Brunei’s economic goals. 

He acknowledged the challenges they face, saying, “Beta sedia menyedari bahawa antara cabaran utama yang dihadapi ialah kesukaran mendapatkan pinjaman kewangan bagi memulakan perniagaan,” highlighting the obstacles that have kept young innovators from leaping.

With BizBelia, those barriers are starting to break down. It sends a message that youth-led businesses are legitimate and important for the country’s development and the Vision 2035 agenda. 

“The present generation of youth possesses a strong spirit and great leadership potential,” His Majesty reminded everyone.

The response from the youth has been fantastic. 

On social media and in community chats, people are calling this announcement a “milestone moment” for youth empowerment in Brunei, offering not just funding but also a sense of validation from the highest level of leadership. 

This is about more than just money; it’s about belief.

While the launch of BizBelia was widely welcomed, it also sparked questions about Bank Usahawan Berhad, the institution set to deliver the scheme. 

Founded in 2017 to become Brunei’s top financial institution for MSMEs, Bank Usahawan was meant to support micro and small businesses with accessible, Shariah-compliant financing. 

However, many in the business community feel it hasn’t strayed far from the traditional banking model, making it tough for MSMEs and youth entrepreneurs to get the funding they need due to strict collateral rules and long wait times.

So, the BizBelia scheme is more than just a new financial product; it’s a chance for Bank Usahawan to prove itself and deliver on its promises. If done right, it could be a defining moment for the bank and the young people it aims to support.

His Majesty’s speech also carried an important warning: the same challenges that make youth vulnerable to financial exclusion can also expose them to exploitation.

He pointed out reports of Bruneian youth being targeted by international drug traffickers and job scams. 

His Majesty called for a comprehensive approach that includes education, law enforcement, and strong values to protect Brunei’s youth from these dangers.

The takeaway was clear: empowerment must go hand in hand with vigilance. 

Financial inclusion only matters if it helps strengthen the nation’s moral and social fabric. 

In line with Malay Islamic Monarchy (MIB) values, His Majesty urged the youth to be not just economic drivers but also ethical leaders. 

They should move forward confidently, but with discipline, respect, and a sense of shared responsibility.

BizBelia is more than just funding; it’s about building confidence. It shows that Brunei’s youth are not a problem to fix, but a solution to embrace. 

As the country approaches 2035, its involvement is essential. With support from institutions like Bank Usahawan and national leadership backing them, we’re planting the seeds for a new wave of entrepreneurship.

Now, we’re all waiting to see how quickly the relevant agencies can turn this royal decree into reality with BizBelia. 

For youth who have been waiting for a breakthrough, the countdown has already started. And for a nation still pursuing its Vision 2035 dream, this announcement could be a pivotal moment.

When a Sultan puts his trust in the youth, the nation has every reason to believe something amazing is about to happen. (MHO/08/2025)
 
 

Kopi Talk with Malai Hassan Othman - The BND Podcast - EP. 01

https://youtu.be/k3_poiSbfbg?si=fAnQwXj8TDAIGQEJ

On Cowards, Critics and the call to contribute

In Conversations for Change, MHO unpacks:

☕ The promise of Wawasan 2035

📰 Journalism as the bridge between ambition & reality

⚖️ Holding power accountable with narrative & nuance

🎧 Watch here 👉 [YouTube Link]

https://youtu.be/_ikB4Vg1BKQ?si=3wXmZNleM0sOS7ZM

Procurement Integrity Under the Spotlight in Brunei’s Legislative Council

When public funds are on the line, who ensures the process is clean? In Brunei’s LegCo, MPs debated whether the Anti-Corruption Bureau should play a direct role in evaluating tenders. The answer reveals a policy trade-off that could define the nation’s fight against graft.

By Malai Hassan Othman | KopiTalk with MHO

BANDAR SERI BEGAWAN, 15 AUGUST 2025: With billions of public funds on the line, Brunei's procurement system is back in the spotlight after the Legislative Council's second sitting on 6 August 2025.

Yang Berhormat Awang Amran bin Haji Maidin asked if the Anti-Corruption Bureau (Biro Mencegah Rasuah, BMR) should be involved as an independent panellist in government tender evaluations. 

The Minister at the Prime Minister’s Office and Second Minister of Defence responded that BMR won't join these panels to keep its independence and avoid any conflict of interest. 

However, the bureau still has full authority under the Prevention of Corruption Act (Cap. 131) to investigate procurement-related issues and review systemic problems, including through educational outreach and integrity training across ministries and GLCs.

This procurement issue comes amid previous worries about financial discipline. 

During the 20th LegCo session on 15 March 2024, the Minister at the PMO and Minister of Finance and Economy II revealed that the National Audit Committee had received 166 reports and finished 59 reviews, with the rest still being discussed with the Audit Department - highlighting ongoing governance risks.

Public frustration over poor housing and suspected contractor misconduct has long loomed over procurement practices. 

During an unexpected visit to the Ministry of Development, His Majesty criticised “criminal elements or misconduct” in housing projects and warned that “corruption is a bridge to hell.” 

He pointed out cases where cheaper, substandard materials were used in RPN housing developments, leaving many units defective or unused. 

The titah urged ministries to choose contractors based on their performance records and enforce rules that are already “clear on paper.”

The national khutbah on 29 November 2024 echoed this sentiment, emphasising the importance of workplace integrity for national progress and labelling corruption a betrayal of trust - with serious social and spiritual consequences. 

Imams called on all employees, especially in the public sector, to help maintain a corruption-free Brunei and to report unethical behaviour.

However, catching procurement-related corruption is still really challenging. 

A joint paper from BMR and AGC officials pointed out these difficulties. 

Many cases involve cross-border accounts or witnesses, needing legal assistance from other countries. 

In one oil-and-gas case, authorities collaborated with MACC (Malaysia) and CPIB (Singapore) to arrest a suspect and recover six-figure sums held in Singapore. 

These investigations often require complex financial trails, telecom records, and digital forensics - demanding high-level expertise and accuracy. 

Surveillance operations, including consensual recordings and lawful telecom interception, are crucial but must follow strict rules to prevent abuse.

Some cases are just too big to handle efficiently. The diesel-smuggling and bribery case involving 38 customs officers is one example. 

Although six senior officers faced charges - with two convictions so far - 15 junior officers were let go without acquittal after years of scheduling issues, procedural delays, and witness problems. 

These lengthy proceedings show how complexity and volume can weaken public accountability.

This context helps explain BMR’s decision not to participate in tender panels. 

The minister reiterated that excluding the bureau aims to maintain investigative objectivity. 

However, critics argue that the most serious corruption risks often emerge at the pre-award stage - during bid evaluation, scoring, scope adjustments, and “soft benefit” exchanges. 

Without integrity oversight during these phases, red flags might only show up after problems arise and complaints are made.

The earlier audit reports indicate a clogged oversight pipeline, with 166 cases suggesting a backlog of unresolved issues. 

Whether these reports lead to timely reforms or end up gathering dust will determine if Brunei’s anti-corruption efforts are effective or just paper trails.

Brunei’s performance in regional corruption perception metrics is still pretty solid. 

A 2022 snapshot put the country at CPI 60 - ranking behind Singapore, Hong Kong, Japan, and Taiwan, but ahead of several ASEAN peers. 

While these indices are useful as a baseline, they don’t reflect specific weaknesses in procurement or the effectiveness of enforcement mechanisms. 

They might even create a false sense of security if domestic issues aren’t addressed.

Practical improvements have been suggested for a while. 

One idea is to include independent integrity observers - not decision-makers - early in high-value tender evaluations, especially during drafting terms of reference and scoring calibration. 

These observers could issue public notes after the awards if they see any irregularities. 

Real-time e-declarations for gifts and hospitality, checked against vendor registries, would add another layer of protection. Any evaluator declaring a conflict would automatically be recused. 

A digital platform that publishes anonymised timelines for major tenders - from issuance to award - could boost transparency and prevent informal manipulations. 

Formalising whistleblower and witness protection systems would help keep cases from falling apart, especially when overseas or vulnerable witnesses are involved. 

Finally, issuing quarterly integrity dashboards that include complaints, investigations, convictions, and procurement process corrections would allow Parliament and the public to track progress beyond just prosecutions.

The latest LegCo discussions reveal a key policy tension: how to balance BMR’s independence as an enforcer with the need for real-time prevention in procurement.

His Majesty’s titah, the mosque’s moral calls, and the cases piling up in court all point to one conclusion - oversight needs to happen before money changes hands. 

If Brunei’s system can spot risks early and act decisively, the next corruption headline could finally be about prevention, not punishment. (MHO/08/2025)
 
 

BND 30 Million Collected… But How Much Reached the Needy on Time?

Behind the numbers lies a backlog of thousands — and a question Brunei can’t afford to ignore.

By Malai Hassan Othman | KopiTalk with MHO

BANDAR SERI BEGAWAN, AUGUST 2025: Brunei’s zakat collections hit BND 30 million this year, putting the Islamic welfare system at a tricky spot - plenty of cash, but still dealing with delays, unresolved applications, and a growing lack of trust from the public. 

The Ministry of Religious Affairs (MoRA) acknowledges that they’ve made some progress, but the backlog remains a problem. 

His Majesty Sultan Haji Hassanal Bolkiah has reiterated his concerns, stressing that poor management isn’t just a bureaucratic issue, but a spiritual breach of trust.

 

His Majesty’s Take

During a surprise visit to MoRA on July 8, 2025, His Majesty wanted to know why applicants still have to go through countless field visits and long waiting times.

“Is it not enough for officers from the zakat department to team up with village heads to quickly check on applicants’ situations?” - His Majesty Sultan Haji Hassanal Bolkiah.

The Sultan pointed out that mismanaging zakat is “a sin” if it doesn’t reach those in need promptly and fairly. He reminded everyone that giving zakat is a religious duty, not an option.

“Zakat is a sacred obligation. Ignoring it weakens our community and harms our spiritual well-being,” he said, urging for more public education through Friday sermons, targeted outreach, and media coverage.

He also suggested forming a national steering committee to oversee zakat, wakaf, and Baitulmal governance - including religious leaders, private-sector pros, and National Welfare System (SKN) reps - to boost accountability and performance.

 

Reform Blueprint: Four Key Changes

At the Legislative Council session on August 5, 2025, the Minister of Religious Affairs laid out a plan for reforming zakat governance under the new Jabatan Urusan Zakat, Wakaf dan Baitulmal (JUZWAB), which started in July 2023.

The plan focuses on four main areas:

1. Organisational changes - JUZWAB now has six specialised divisions, including one for data systems and another for the Program Pengupayaan Asnaf Zakat (PROPAZ), aimed at economic empowerment.
2. Going digital - They’re rolling out pilot programs to use AI and blockchain for automated identity checks, eligibility assessments, and tracking.
3. Building skills - A new service scheme for JUZWAB officers has been approved, focusing on hiring, promoting, and training in areas like accounting and finance.
4. Better data monitoring - They’re working closely with SKN for real-time poverty mapping and to prevent duplicate applications.

On paper, the reforms are showing results. Processing times for SKN assistance applications have dropped from an average of 294–295 days in 2023 to 54–55 days in the first half of 2025. 

But the stats also reveal a harsh truth: 5,951 applications are still unresolved, with 2,422 stuck in “inquiry” status, and many more in various stages of investigation.

 

Ongoing Issues

The minister admitted there are still operational challenges:

• Incomplete paperwork from applicants leaves over 2,300 cases hanging.  
• Staff shortages - the same small group of officers has to handle an average of 556 new applications each month while trying to clear backlogs.
• Tech gaps - even with digital tools, a lot of the work still relies on manual processes.

In a rare acknowledgement, the ministry agreed that open sessions at district and mukim levels with applicants could help clarify decisions, clear up misunderstandings, and ease application congestion.

 

Housing Aid and the Al-Gharimin Example

Housing is a big part of zakat aid. Since 2009, when a decision was made to release large accumulated zakat funds, the ministry has built 125 houses for asnaf and has three more under construction costing BND 236,231.30. 

Another 30 houses are in the planning phase with a budget of BND 4.56 million, while 13 houses are waiting for contractors at an estimated BND 1.73 million.

Rental assistance is also a significant commitment. As of July 9, 2025, 317 asnaf households are receiving rental support totalling BND 3.32 million annually.

This echoes the 2009 “floodgates” moment the minister described, when accumulated zakat, then in the hundreds of millions, was quickly distributed to settle housing debts under the al-Gharimin category and fund new home construction.

That decision broke a long-standing pattern of under-distribution but also led to a spike in applications.

 

The SKN Connection

The SKN, managed by the Ministry of Culture, Youth, and Sports through JAPEM, was established to unify welfare data, prevent aid duplication, and profile households for targeted assistance. 

It uses tools like poverty mapping through Power BI to pinpoint geographic and demographic patterns of need.

However, the system currently only profiles existing aid recipients and applicants, leaving out potentially vulnerable households not in the database. 

Plans are in place to expand SKN to include data from old-age pensions, disability allowances, and other assistance programs. 

This move could improve targeting, but it will need significant resources and cooperation between agencies.

 

Public Sentiment: Trust Issues

While official reports highlight reform and efficiency, public feedback tells a different story. Online discussions are full of claims about years-long delays, underpayment or non-payment to amil collectors, and murkiness around zakat fund management.

One popular sentiment reads:

“It’s public money, not government money. It’s amanah from the Creator, and they’re taking their sweet time in air-conditioned offices while people suffer.”

Others have started bypassing official channels, giving zakat fitrah directly to needy families to make sure funds are used within the same year, showing a trust gap in the system.

There are even stories of promised repairs to unsafe homes going unfulfilled, with residents passing away before help arrived. For critics, these stories highlight the disconnect between policy intentions and real-life experiences.

 

Empowerment vs. Dependency

His Majesty has repeatedly stressed that zakat should be a bridge to kemerdekaan hidup - independence in life - not just a permanent income stream.

In his July 8 speech, he warned against normalising long-term aid dependency, urging that financial assistance should be paired with skills training, financial literacy, and support for entrepreneurship.

Programs like PROPAZ aim to embody this principle, but challenges remain in scaling up, monitoring, and ensuring that empowerment initiatives truly meet the needs of recipients.

 

Lessons from the Past and Ongoing Challenges

The 2009 decision to speed up zakat distribution was a game-changer - but also a cautionary tale. 

Then, as now, the risk was in systems unprepared for rising demand. Back then, releasing large funds to pay off housing debts and finance new construction led to a flood of new applicants. 

Today, the bottlenecks are different - digital processes instead of paper files, AI on the horizon - but the core tension between available funds and timely disbursement remains.

Another challenge is public understanding of zakat obligations. The ministry has ramped up outreach through its website, Facebook and Instagram, and even push notifications via DST’s MyDST app. 

Yet the fact that many applications are incomplete suggests that both public knowledge of requirements and guidance during the application process need improvement.

 

A Test of Governance and Faith

For Bruneians who find themselves in the “invisible gap” - not poor enough to meet strict official criteria but not financially secure - zakat can be the key to stability or hardship. 

Each unresolved application and each delayed payment isn’t just a number; it directly affects human dignity.

The stakes are more than just administrative. They go to the heart of the nation’s Melayu Islam Beraja identity, where governance is about more than just laws and policies; it involves moral responsibility. 

His Majesty’s interventions frame zakat governance as both a test of public administration and a reflection of spiritual values.

As the Sultan reminded everyone:

“Mismanaging zakat isn’t just inefficient — it’s a sin.”

(MHO/08/2025)