Executive summary
“Doing good” in Asia is not a single strategy but a spectrum of business decisions—rooted in values, governance, employee engagement and stakeholder relationships. Our research reveals that companies are increasingly rethinking their role in doing good for society; moving from discretionary altruism towards structured responsibility. They recognise that intentionally and strategically deploying resources to generate long-term public benefit is key to their survival, legitimacy and business strategy.
Companies face fundamental questions as they explore their purpose and impact in society: how can they prioritise doing good? How can it be measured and sustained for long-term impact? How can these choices be integrated into everyday business decisions while remaining profitable?
This briefing paper is the second report in The Business of Doing Good in Asia series, supported by the Institute of Philanthropy. Our whitepaper explored the unique factors influencing companies to do good and developed profiles on the approaches they take across the region. This report moves beyond the “why” of doing good to examine the “how,” drawing on twelve case studies across business models, sectors and markets in Asia. These examples, which are based on interviews, questionnaires, internal reports and desk research, highlight how companies do good and the strategic benefits that can accrue when ethical commitments align with core capabilities. The following key findings capture the most significant lessons from this research and offer insights for business executives, policymakers and other stakeholders seeking to maximise both the financial and societal impact of businesses on their communities.
Key findings
Doing good demands a long-term mindset, which may mean accepting short-term loss.
Businesses that stick to their purpose despite setbacks often reap social and strategic returns over time. Tata, one of India’s largest conglomerates, demonstrates how a century-old mission and governance can ensure continuity of values across generations. Tamer Group's ethos of advancing public health has guided the evolution of the Saudi Arabian healthcare company for more than 100 years. Meanwhile, SARAYA, a Japanese sanitation, health foods and hygiene firm, made early investments in low-cost disinfectant production in order to support hand hygiene in Uganda. These were initially unprofitable, but enabled the company to scale rapidly during the covid-19 pandemic. Likewise, Saitex, a Vietnamese sustainable denim manufacturer, committed to radically reducing the environmental footprint of denim, despite this increasing production costs. This long-term focus on sustainability not only distinguished it from low-cost operators but also built trust and partnerships with like-minded companies.
Trust is a strategic asset, not just a reputational accessory. Organisations that deliberately cultivate trust unlock access to markets, partners and capital. This takes many forms: KOMIDA, an Indonesian microfinance co-operative, established trust by tailoring services to women in rural areas, strengthening its reputation in underserved communities. This credibility later enabled it to access commercial bank loans without external guarantees, demonstrating how trust-building can translate into tangible business value. The University of Central Asia illustrates how acts of solidarity, such as repairing storm damage in local villages, can build relationships with the right partners and strategically strengthen trust with authorities. Together, these examples show that trust is not just a by-product of doing good but a strategic decision that enables success.
Employee voices turn purpose from posture to practice. Doing good is impactful when employees are directly involved in shaping and implementing values. Giving employees a genuine say in how a company approaches and implements doing good improves internal legitimacy, surfaces practical, locally relevant ideas, improves retention and strengthens authenticity. Ayala Corporation, a Philippine conglomerate, created a structured forum called the “Mirror Board”, which has translated employee concerns into concrete policy changes. This culture extends to broader public benefits, with employees contributing over 400,000 paid volunteer hours by the end of 2024. Microsoft supports employee volunteering by enabling staff to contribute to causes they are passionate about. The company’s extensive paid volunteering programme supports and encourages the expression of employees' values, which then guide the organisation’s broader community priorities. Saitex’s human-centred approach is exemplified by Rekut, a programme that provides under-privileged individuals and persons with disabilities with equal opportunities, reinforcing dignity and inclusion in the workplace.
Data can amplify impact, but could increase complexity. Handled well, data can amplify impact, but it also carries the risk of misinterpretation. The rural revitalistion programme established by Ant Group, a Chinese tech giant, illustrates that data can extend reach and results, provided digital-literacy support is offered to aid interpretation of results. UBS Optimus Foundation, the international bank’s grant-making foundation, developed an Impact Rating Tool that highlights the role of standardised, data-driven assessment in comparing projects and aligning them with strategy. However, the foundation’s reflections highlighted that reliance on such tools introduces challenges, such as ensuring the quality of data supplied by programme partners, engaging stakeholders in interpreting and using ratings, and avoiding misleading comparisons across diverse contexts.
Partnerships make purpose scalable. Partnerships can significantly enhance a company’s ability to do good by combining resources, expertise and reach. Ant Group’s Rural Revitalisation Department, aligned with mainland China’s national rural revitalisation strategy, shows that public-private collaboration can be the enabling element in implementing wide-scale county-level demonstration projects. DEEP C, an eco-industrial zone developer in Vietnam, demonstrates that through business-government partnerships, successful trials can support development of new industry practices and regulatory frameworks. Smilegate, a South Korean video game developer, demonstrates through its Hope Studio foundation and in-game fundraising campaigns that partnerships with industry actors and its player community can mobilise funding for social causes. These cases reveal that partnerships can unlock transformative potential when incentives and values are aligned.
Questions for reflection
Explore 12 business case studies that bring the profiles to life, showing different ways to do good and why it matters to “do good better”.
Whitepaper
Learn how companies across Asia are approaching "doing good" as they aim to stay relevant, responsible and resilient in a region with ample opportunity to reshape the role of business.
Programme snapshot
Explore the factors shaping how businesses “do good” in Asia through six profiles from our research, each showing how companies respond to their growing role to help face societal challenges.
