SISTEMA DE CONFISCAÇÃO DE ATIVOS DE CORRUPÇÃO BASEADO EM PANCASILA JUSTIÇA PARA REALIZAR O RETORNO DAS PERDAS DO ESTADO E DO BEM-ESTAR COMUNITÁRIO

Autores

  • Ratna Dwi Lestari
  • Hartiwiningsih
  • Adi Sulistiyono

DOI:

https://doi.org/10.18623/rvd.v23.6264

Palavras-chave:

Asset Confiscation, Corruption, Justice, Pancasila, State Losses, Community Welfare

Resumo

A corrupção na Indonésia atingiu o nível de um crime extraordinário, causando enormes perdas financeiras estatais e tendo um impacto sistêmico no bem-estar público. Embora o sistema de direito penal convencional tenha sido implementado, Os dados mostram uma falha fundamental na criação de um efeito dissuasor adequado e, mais crucialmente, na recuperação de ativos Do crime. Essa restrição se deve principalmente à abordagem de confisco de ativos baseada em condenação, que requer uma condenação criminal com força legal permanente, permitindo assim que o perpetrador evite a punição e esconda sua riqueza. Este estudo examina a urgência do sistema de confisco de ativos corruptos com base na justiça Pancasila para realizar o retorno das perdas do estado e do bem-estar público, adotando o mecanismo de Confisco de Ativos Baseados em Não Condenação (NCB) ou confisco de ativos sem criminalização. Usando métodos normativos de pesquisa jurídica, este estudo argumenta que o modelo NCB, que se concentra no confisco de ativos (in rem) em vez da punição dos perpetradores (in personam), é uma incorporação concreta da justiça substantiva enraizada nos valores de Pancasila, especialmente o Quinto Preceito: Justiça Social para todo o povo indonésio. As descobertas mostram que o sistema de confisco da corrupção Ativos baseados na justiça Pancasila é um conceito inovador que integra os valores fundamentais dos indonésios Nação com mecanismos modernos de erradicação da corrupção através de uma abordagem restauradora que não apenas pune o Perpetradores, mas também recupera perdas estatais e melhora o bem-estar das pessoas

Referências

Abdullah, F., Eddy, T., & Marlina. (2021). Asset forfeiture of non-conviction based assets forfeiture based on Indonesian law and the United Nations Convention Against Corruption (UNCAC) 2003. Scientific Journal, (1).

Abidin, F. (2021). Asset recovery of corruption crimes: A progressive legal approach. Sinar Grafika (Bumi Aksara).

Ade Mahmud, et al. (2021). Substantive justice in the process of recovering assets resulting from corruption crimes. Journal of Legal Voices, 3(2).

Anggraini, N. S., Indrawati, A., & Novianto, A. (2024). Asset forfeiture bill: Dream or solution? INNOVATIVE: Journal of Social Science Research, 4(4).

Attorney General of Indonesia. (2024). The attorney general reveals 10 sectors prone to corruption: Here’s the list. The Attorney General’s Office of the Republic of Indonesia. https://story.kejaksaan.go.id/agenda-pimpinan/jaksa-agung-ungkap-10-sektor-rawan-korupsi-ini-daftarnya-89449-mvk.html

Azzahra, A. P., Jania, C., & Andrian, S. D. (2025). The impact of corruption on the economy and social life. Journal of Multidisciplinary Academic Sciences, 2(2).

Central Statistics Agency. (2024, December 6). Anti-corruption behavior index 2024. https://www.bps.go.id/id/publication/2024/12/06/66e636bc0a8fa4f90e0d6c6d/indeks-perilaku-anti-korupsi-2024.html

Corruption Supervision in Indonesia. (2024, October 15). ICW: State losses due to corruption during 2023 reached IDR 56 trillion. Kompas. https://nasional.kompas.com/read/2024/10/15/11141271/icw-kerugian-negara-akibat-korupsi-selama-2023-capai-rp-56-triliun

Harmono, H. (2024). The problem of legal considerations by judges in realizing justice in society. Lex Generalis Law Journal, 5(10).

Huda, M. N. (2025). Asset forfeiture without a basis for a verdict: The perspective of presumption of innocence and the principle of legality. Walisongo Law Review (WALREV), 7(1).

Kontan. (2024, October 15). 6 corruption cases seized public attention in 2024, state losses of Rp 310 trillion. Kontan. https://nasional.kontan.co.id/news/6-kasus-korupsi-sita-perhatian-publik-di-2024-kerugian-negara-rp-310-triliun

Pramudita, W. S., Mursyid, A. M., & Wulandari, C. (2025). Asset recovery of corruption crimes through non-verdict-based asset confiscation. Progressive Politics: Journal of Law, Politics and Humanities, 2(2).

Putri, A. A., Jania, C., & Andrian, S. D. (2025). The impact of corruption on the economy and social life. Journal of Multidisciplinary Academic Sciences, 2(2).

Refki, S. (2017). The challenge of implementing asset forfeiture without criminal charges (non-conviction based asset forfeiture) in the asset forfeiture bill in Indonesia. Integrity: Journal of Anti-Corruption, 3(1).

Rozah, U., & Nashriana, N. (2023). Analysis of criminal policy and penal philosophy of non-conviction based forfeiture of stolen assets in corruption crimes. Journal of Indonesian Legal Development, 5(3).

Sakinah, T. I., & Sumardiana, B. (2025). The concept of asset forfeiture policy based on non-verdict through in rem lawsuits based on legal economic analysis. Legal Reform, 29(1).

Saputra, R. (2017). The challenge of implementing asset forfeiture without criminal charges (non-conviction based asset forfeiture) in the asset forfeiture bill in Indonesia. Integrity: Journal of Anti-Corruption, 3(1).

Siburian, R. J., & Wijaya, D. (2022). Corruption and bureaucracy: Non-punitive-based asset confiscation as a more effective countermeasure. Journal of Law Enforcement and Justice, 3(1).

Syakila, R. M., & Saleh, M. (2024). The confiscation of assets of convicted of corruption crimes is a state financial recovery. Journal of Law, Humanities and Politics (JIHHP), 4(4).

Tamza, F. B. (2022). Prison sentences in providing a determining effect for corruption crimes. Corruption, 3(2).

Tantimin. (2023). Preparation of corruption proceeds through non-conviction based asset forfeiture as an effort to recover state losses. Journal of Indonesian Legal Development, 5(1).

Konovalova, V., Mitrofanova, E., Mitrofanova, A., & Gevorgyan, R. (2022). The impact of artificial intelligence on human resources management strategy: Opportunities for the humanisation and risks. Wisdom, 2(1), 88–96. https://doi.org/10.24234/wisdom.v2i1.763

Lakshmi, G. V. S., Dutta, M., & Kumar, P. (2024). Reshaping talent management strategies using technology in workplace to provide better employee experience. In R. K. Misra, S. A. Purankar, D. Goel, S. Kapoor, & R. B. Sharma (Eds.), Resilient businesses for sustainability, PT A: Artificial intelligence, technology, supply chain management and society (Vol. 34A, pp. 139–152). https://doi.org/10.1108/S1877-63612024000034A012

Lin, L. H., & Wang, K. J. (2022). Talent retention of new generations for sustainable employment relationships in work 4.0 era — Assessment by fuzzy Delphi method. Sustainability, 14(18). https://doi.org/10.3390/su141811535

Madanchian, M., & Taherdoost, H. (2025). Barriers and enablers of AI adoption in human resource management: A critical analysis of organizational and technological factors. Information, 16(1). https://doi.org/10.3390/info16010051

Mann, S., & Mann, S. (2025). Human resource development in the digital era: Talent management and skill enhancement. In Immersive technology for the gig economy: Transformative business practices (pp. 381–407). https://doi.org/10.4018/979-8-3373-1290-3.ch0014

Martínez-Morán, P. C., Urgoiti, J. M. F.-R., Díez, F., & Solabarrieta, J. (2021). The digital transformation of the talent management process: A Spanish business case. Sustainability, 13(4), 1–18. https://doi.org/10.3390/su13042264

McLean, G. N., & de Zárate, A. G. O. (2024). Revolutionizing HRD through digitalization. Human Resource Development International, 27(5), 756–775. https://doi.org/10.1080/13678868.2024.2399492

Montero Guerra, J. M., & Danvila-Del Valle, I. (2024). Exploring organizational change in the age of digital transformation and its impact on talent management: Trends and challenges. Journal of Organizational Change Management, 37(6), 1273–1294. https://doi.org/10.1108/JOCM-10-2023-0419

Murtianingsih, U., & Udin, U. (2026). Digital transformation in talent management: A bibliometric overview and future research directions. Multiscience, 8(2). https://doi.org/10.31893/multiscience.2026036

Nicolás-Agustín, A., Jiménez-Jiménez, D., & Maeso-Fernandez, F. (2022). The role of human resource practices in the implementation of digital transformation. International Journal of Manpower, 43(2), 395–410. https://doi.org/10.1108/IJM-03-2021-0176

Noel, E. A., & Sharma, K. (2024). Transhumanizing HR: AI for enhanced workforce efficiency. In Enhancing the modern workforce through transhumanism (pp. 283–308). https://doi.org/10.4018/979-8-3693-8855-6.ch013

Noerman, T., Riyadi, Yuliaji, E. S., & Natasha, C. A. M. (2025). The impacts of social influence and hedonic motivation on experience and continuance intention of using AI in SMEs’ HRM. Cogent Business & Management, 12(1). https://doi.org/10.1080/23311975.2025.2542422

Patra, G., Datta, S., & Bose, I. (2023). Managing talent and branding in learning organization. The Learning Organization. https://doi.org/10.1108/TLO-04-2023-0067

Paul, J., & Criado, A. R. (2020). The art of writing literature review: What do we know and what do we need to know? International Business Review, 29(4). https://doi.org/10.1016/j.ibusrev.2020.101717

Prasad, K. D. V., & De, T. (2024). Generative AI as a catalyst for HRM practices: Mediating effects of trust. Humanities & Social Sciences Communications, 11(1). https://doi.org/10.1057/s41599-024-03842-4

Sakka, F., Ghadi, M. Y., & Goldman, A. (2022). Talent management and professional development of employees using digital technologies. TEM Journal: Technology, Education, Management, Informatics, 11(4), 1612–1619. https://doi.org/10.18421/TEM114-23

Santos, S. K., Freitas, J. C. D. J., & Cabral, P. M. F. (2025). Talent retention of information technology professionals in light of employee experience: Artifact proposition. Human Behavior and Emerging Technologies, 2025(1). https://doi.org/10.1155/hbe2/5462842

Sun, A. (2024). Talent management and organizational change in corporate mergers and acquisitions. Frontiers in Business, Economics and Management. https://doi.org/10.54097/dcjd4ghk

Taechasapasith, T., & Silakorn, N. (2023). Systematic talent management & succession planning. https://doi.org/10.2118/216818

Teresa, G., & Fantinelli, S. (2025). Managing the future of talents: Digital innovation in learning organizations. The Learning Organization, 32(4), 554–580. https://doi.org/10.1108/TLO-06-2023-0096

Thakurta, R. (2025). Technology-driven talent management practices — A sociotechnical framework. Systems Research and Behavioral Science. https://doi.org/10.1002/sres.3176

Ul Ain, Q., Haqqani, F. A., & Zeshan, M. (2024). Exploring the role of digital leadership on side hustle thriving and performance in Pakistan: A perspective of human resource analytics. Journal of Chinese Human Resources Management, 15(1), 27–41. https://doi.org/10.47297/wspchrmWSP2040-800503.20241501

van Riel, A., & Snyder, H. (2024). Enhancing the impact of literature reviews: Guidelines for making meaningful contributions. Spanish Journal of Marketing – ESIC, 28(3), 250–265. https://doi.org/10.1108/SJME-05-2024-0125

Vashishth, T. K., Sharma, V., Sharma, K. K., & Chaudhary, S. (2024). Future-proofing talent management: Anticipating the evolution of AIoCF model in the digital economy (pp. 153–171). https://doi.org/10.1201/9781003440901-10

Virmani, N., Sharma, S., Kumar, P., Luthra, S., Jain, V., & Jagtap, S. (2025). Navigating the landscape through digital human resource management: An initiative to achieve sustainable practices. Sustainable Futures, 9. https://doi.org/10.1016/j.sftr.2025.100621

Wider, W., Ho, C. P., Wu, C. H., Lee, H. P. T., & Tee, M. (2025). Adopting AI for HRM in the Malaysian hotel industry: A Delphi study. Journal of Hospitality and Tourism Technology. https://doi.org/10.1108/JHTT-03-2025-0202

Xie, H. J., Fang, Y. R., Wang, M., Liu, J. M., & Lv, A. Q. (2023). Providing digital technology training as a way to retain older workers: The importance of perceived usefulness and growth need. Work, Aging and Retirement, 9(4), 376–392. https://doi.org/10.1093/workar/waad004

Yorks, L., Abel, A. L., & Rotatori, D. (2022a). Digitalization, artificial intelligence, and strategic HRD. In Management for professionals (Vol. Part F365, pp. 69–80). https://doi.org/10.1007/978-3-030-95775-9_4

Yorks, L., Abel, A. L., & Rotatori, D. (2022b). The scope of human resource development: Both an academic discipline and professional practice. In Management for professionals (Vol. Part F365, pp. 3–19). Springer Nature. https://doi.org/10.1007/978-3-030-95775-9_1

Zahoor, N., Christofi, M., Nwoba, A. C., Donbesuur, F., & Miri, D. (2024). Operational effectiveness in post-pandemic times: Examining the roles of digital technologies, talent management and employee engagement in manufacturing SMEs. Production Planning & Control, 35(13), 1625–1638. https://doi.org/10.1080/09537287.2022.2147863

Zahrani, A. A. (2024). Impact of work environment, leadership, human resources practices and technology on organizations performance. Entrepreneurship and Sustainability Issues, 12(1), 92–111. https://doi.org/10.9770/jesi.2024.12.1(7)

Downloads

Publicado

2026-05-12

Como Citar

Lestari, R. D., Hartiwiningsih, & Sulistiyono, A. (2026). SISTEMA DE CONFISCAÇÃO DE ATIVOS DE CORRUPÇÃO BASEADO EM PANCASILA JUSTIÇA PARA REALIZAR O RETORNO DAS PERDAS DO ESTADO E DO BEM-ESTAR COMUNITÁRIO. Veredas Do Direito , 23(7), e236264. https://doi.org/10.18623/rvd.v23.6264