By Abg Zaabar Abg Ballia
At a time when political uncertainty has become almost routine, Sarawak is telling a different story.
The just-concluded Gabungan Parti Sarawak (GPS) Convention 2026 in Kuching was more than a customary gathering of leaders and delegates. It served as a reminder that amid shifting alliances and short-term political cycles elsewhere, a model built on stability, discipline and long-term planning is not only possible, in fact, it is already taking shape.
Since its formation in 2018, GPS has navigated a complex landscape marked by federal realignments, economic disruption, and a global pandemic. Yet, rather than being defined by these challenges, Sarawak has used them to recalibrate its direction.
Today, the state stands out for its policy continuity, growing economic confidence, and a level of social cohesion that is increasingly significant in a fragmented environment. This trajectory did not emerge by chance. It reflects a deliberate governance approach, anchored in consensus, guided by clear priorities, and sustained by a leadership that has remained focused on long-term outcomes over short-term gains.
At the centre of this approach is Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg and a coalition that has demonstrated an ability not only to hold together, but to evolve with purpose.
Leadership continuity
One of the key themes emerging from the convention was the importance of balancing experienced leadership with the introduction of new faces. This is not simply about succession, it is about sustainability.
Political systems that fail to renew risk stagnation, while those that transition too rapidly often undermine stability. GPS appears to have found a workable balance. By gradually introducing new leaders while maintaining the guidance of seasoned figures, the coalition ensures continuity without losing relevance.
This structured approach to leadership development allows emerging leaders to gain experience within a stable framework, rather than being thrust prematurely into positions of responsibility. It is a model that prioritises preparedness over expediency.
Stability as a strategic advantage
Stability in governance is often underestimated until it is absent. In Sarawak’s case, it has become a defining strength.
The ability to implement policies consistently, without disruption from internal fragmentation, has enabled the state to focus on execution rather than constant political recalibration. Decision-making within GPS is shaped by consultation and consensus, ensuring that differences are managed constructively. This internal cohesion has translated into external confidence, among investors, institutions, and the public.
In practical terms, stability has allowed Sarawak to move with clarity and purpose, particularly in navigating post-pandemic economic recovery and long-term development planning.
Lessons from crisis and leadership
What perhaps stands out most from the convention is not just the scale of achievements, but the context in which they were delivered.
The formation of GPS in 2018 came at a moment of political uncertainty. With the fall of the federal government at the time, Sarawak found itself navigating an unfamiliar position outside the national ruling structure. Questions were raised about its ability to sustain development momentum under such circumstances.
Yet, rather than retreating, the state leadership made a decisive move, to chart its own path through the formation of a local coalition grounded in Sarawakian priorities. That decision, viewed cautiously by some at the time, has since proven to be a defining turning point.
The subsequent COVID-19 pandemic tested that resolve even further. Beyond the immediate health crisis, the pandemic disrupted livelihoods, strained supply chains, and exposed structural vulnerabilities within the economy. It was within this environment that the Post-COVID Development Strategy 2030 (PCDS 2030) was conceived not as a short-term recovery plan, but as a long-term economic reset.
Crucially, the approach was not created in a vacuum. It reflected a governance model that promotes inclusivity in policymaking and was derived from discussions with economists, business leaders, and community groups. This procedure emphasises a more general idea that good leadership is consultative as well as directive.
Building economic confidence
Another critical dimension is Sarawak’s fiscal evolution.
From a position where state revenue was once limited to around RM6 billion, barely sufficient to meet operational expenditures, the government undertook bold yet legally grounded measures to strengthen its financial base. The introduction of the State Sales Tax on petroleum products, despite initial resistance, marked a significant assertion of Sarawak’s constitutional rights.
The outcome has been transformative. Increased revenue has enabled the state to reinvest in infrastructure, social programmes, and strategic assets without over-reliance on external funding.
Equally notable is the establishment of a sovereign wealth fund, designed not for immediate consumption but for long-term intergenerational benefit. This reflects a disciplined fiscal philosophy, one that balances present needs with future security.
Such financial prudence has allowed Sarawak to proceed with critical infrastructure projects even during periods of economic uncertainty. The completion of major bridges, expansion of road networks, and ongoing investments in water and energy infrastructure are tangible outcomes of this strengthened fiscal position.
Strategic control of resources
The consolidation of strategic assets is another theme that reinforces Sarawak’s long-term positioning.
From the acquisition of key infrastructure such as Bintulu Port to the takeover of the Bakun Dam, the state has progressively strengthened its control over critical economic levers. These moves are not merely symbolic, they have direct implications for policy autonomy, pricing structures, and long-term planning.
Energy, in particular, has emerged as a cornerstone of Sarawak’s development strategy. With a diversified mix that includes hydropower, solar, biomass, and low-carbon gas, the state is positioning itself as a regional energy hub.
The ambition to expand capacity and participate in the ASEAN energy grid reflects both confidence and forward planning. Beyond meeting domestic needs, Sarawak is preparing to become a net exporter of energy, turning a natural advantage into a strategic economic asset.
Forward-looking economic strategy
Sarawak’s economic strategy under PCDS 2030 reflects a shift towards a more diversified and future-ready economy.
The focus on renewable energy, digital transformation, and value-added downstream industries signals a move beyond traditional resource dependence. At the same time, initiatives such as expanding access to tertiary education highlight the importance placed on human capital development.
These are not isolated policy initiatives. They form part of a broader framework aimed at positioning Sarawak as a competitive, high-income economy over the next decade.
Investor interest and increasing international engagement suggest that this direction is gaining recognition. More importantly, it indicates growing confidence in Sarawak’s ability to deliver on its long-term plans.
Future economy
A recurring emphasis from the convention is the role of technology and human capital in shaping Sarawak’s future.
The early push towards a digital economy, once met with scepticism and has since become embedded in everyday life. The widespread use of cashless systems and digital platforms reflects a society that has adapted quickly to technological change.
Looking ahead, Sarawak is positioning itself in more advanced sectors, including semiconductor design, hydrogen energy, and data-driven industries. These are areas that will define global competitiveness in the years ahead.
However, technology alone is insufficient without the necessary skills base. This is where investments in education particularly in STEM fields become central. Expanding access to tertiary education and equipping the workforce with future-ready skills are essential to ensuring that growth is inclusive.
Diversity as working principle
Sarawak’s social fabric remains one of its most valuable assets.
In a diverse society, unity must be continuously nurtured through inclusive policies and fair representation. GPS has consistently emphasised development that benefits all communities, ensuring that no group is left behind.
This commitment to inclusivity strengthens social cohesion and reinforces public trust, both of which are essential for long-term stability.
Sarawak’s experience suggests that diversity, when managed with respect and sincerity, can become a source of strength rather than division.
Leadership, trust and continuity
A recurring message from the Premier’s address is the importance of trust.
Sarawak’s progress over the past several years has been underpinned not only by policies, but by a political culture that values sincerity, cooperation, and collective responsibility.
Within GPS, this has translated into a leadership approach that prioritises unity over factionalism. Differences are managed internally, allowing the coalition to present a stable and consistent front.
Equally important is the emphasis on leadership continuity. The deliberate effort to combine experience with emerging talent reflects an understanding that sustainable governance requires both guidance and renewal.
Model with broader relevance
What is emerging in Sarawak is not merely a story of state-level development, but a governance model with broader relevance.
The combination of political stability, consensus-based leadership, and forward-looking economic strategy offers a framework that others may find instructive. In particular, the emphasis on managing diversity, maintaining unity, and prioritising long-term outcomes provides useful insights in an increasingly fragmented political landscape.
Sarawak’s trajectory over the past several years reflects the impact of steady leadership, clear direction, and cohesive governance.
The GPS model, anchored in continuity, inclusivity, and strategic planning has enabled the state to navigate challenges while positioning itself for future growth.
As Sarawak moves into its next phase, the focus must remain on delivering tangible benefits to the people while preserving the principles that have underpinned its success.
In a time when stability is often elusive, Sarawak’s measured and consistent approach stands out, not as a claim, but as a reality that is steadily gaining wider recognition.
The writer is a Sarawak-based political activist/part time writer with a keen interest in public policy, economic development and governance. He can be reached at @azballia@gmail.com
