INACON' History 

In November 1, 1988 INACON established in Jakarta, Indonesia initiated by Mr. Amir Sartono and Mr. Agus Nusantoro.  During the first 10 years of INACON establishment (1988-1998) there was a very big initiative from the Government bank to develop palm oil plantation.  INACON started in that sector, then we went to the government and international donors’ funded projects in Indonesia.

INACON grew in Indonesia and abroad because of the government’s difficulties. The tsunami project was the milestone of our growth. During the economic crisis of 1998, INACON entered big consultancy business because of the loans for social safety networks, poverty reduction and community empowerment.

Beforehand, INACON worked with private companies as we were agricultural scientists, and we offered the consultancy service to the big companies in Indonesia (like Sinarmas, Salim and Astra groups of companies) to help them selecting the areas for their palm oil and rubber plantations. That was our area of expertise, both of us.

We grew quite quickly because of many loans and lots of aid from other countries.

After the crisis in 1998 everything changed. Investment slowed down, some private companies stopped their operations, investment from other countries stopped and as a result, some big companies in Indonesia closed down their operations. But this crisis gave us a chance to grow-up. The crisis and natural disasters were like blessings in disguise because they made us stronger. During that time, we realized that we should contribute to our country and advise how to work during economic crisis. 

After the crisis, around 2001 we got quite substantial projects with the government focused in poverty reduction and community empowerment. It was the first time we worked with the government for international donors’ projects, before, we only worked for private companies and government budget funded projects under the Ministry of Transmigration.

With the economic crisis we worked with the government because they needed our contribution, I think all the consultancy companies were involved in that kind of work - how to help people rise after the crisis.

The social impact of projects it was very big. The community empowerment programme was the first, famous Kecamatan Development Programme. The essence of this programme was how to empower people to identify their own problems and their own potential. And then we made it easier for them to come out on the other side of the crisis. INACON helped facilitate them how to work together in community groups, how to make a living. INACON did not give the kind of training you get in class, but training in the field–participatory training. There were some different approaches to the community empowerment such as participatory rural appraisal, community-based planning mechanism, community-based monitoring and evaluation, community-based saving and loan organisation. Through these programmes people can do their planning via community groups. So, the villages then had their planning, and the central government would organize how to give funding for their programmes. So, the result was very positive. INACON call it in overall as bottom-up planning or approach.

That was a milestone. Nowadays we are still dealing with that kind of project - community empowerment. In Myanmar we are doing the very similar as we did in Indonesia but in different name or tittle. In Myanmar the program is called as National Community Driven Development (NCDD) funded by the World Bank. We are involved because of our experience in Indonesia. The NCDD is very famous in Myanmar and very similar to what we did in Indonesia before.

Before Myanmar, we did also a similar thing in Vietnam. The project is called Northern Mountain Poverty Reduction Project. That is for the Northern area of Vietnam near China. Most of them are living in poverty and need to be empowered and taught how to work together, how to plan, how to implement their livelihood, and grow their agriculture. It’s a very specific approach to empowerment. World Bank has a package containing the approach and methodologies of how to empower the people and make them self-reliant, although varies from country to country due to local conditions.

INACON has been growing in other sectors aside from community empowerment. Like in Laos, we are working in the infrastructure sector for the GMS East-West Economic Corridor Towns Development Project. In Laos we are the Construction Supervision Consultants for road, solid waste, and sanitation construction and also the Mekong River embankment as additional sub-project. We were selected as the winner in a very tough international bidding competition evaluated by Asian Development Bank (ADB). Our competitors in the bidding for the project were from Laos, Korea, US, Spain, and Sri Lanka, So it was very competitive. Luckily ADB said our proposal was the best and we won.

INACON is not involved much in the technical part, INACON are more into project management, project implementation support, and construction supervision.  INACON work with other companies when we are facing the many technical aspects like engineering design, equipment, how to measure bridge deflection for example. We don’t have that expertise, but we work together with others.

INACON are not engineering or IT people, but what we try to do is have all our experts and lines of work in one site.  We call it INACONNECTION or we name it in short as “Icon”.  Everything is there in our online system - Icon. For procurement, we have everyone connected there, including all our experts.  There are currently around 1000 international experts in our system and around 3000 local experts. We just started.

In Europe, IBF International Consulting for example, have a sister company which offers services on how to recruit experts and provide experts, provide information on bidding and organization. We also have a database which we’re trying to improve. This will make us different from other companies. How to connect to countries and people all over the world is very important to us.

Step by step. We’ve been doing those for 32 years. So we are trying to gather 33 years of experience in our database and not let it get messy. Our target is around expand the database to 50,000 experts from all over the world.

INACON wants our company to keep operating in the future, we have developed system 4.0. From our system can manage all business processes - search for businesses, partners, projects.

INACON is sure to grow as a competitive company. Maybe after that when INDONESIA grows as a developed country, a modern country, we will have the same competitiveness everywhere. The world is the same everywhere.

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