The Landscape for Impact Investing in Southeast Asia

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

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This general introductory course imparts basic knowledge on inclusive business, its definition and features. The course also sets the parameters of the IB target groups and how they are involved in the value chain. It outlines the different sectors where the BoP is engaged, identifies different IB approaches and illustrates the inclusive business ecosystem. Overall, the intro course makes the case for inclusive business and highlights IB’s positive impact on the SDGs.

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Women-owned and women-led businesses are significantly underrepresented in international trade. Although about one-third of the world’s small and medium-sized enterprises (SMEs) are women-owned, globally, only about 15 percent of exporting SMEs are led by women. This paper appeals to the World Trade Organization (WTO) on economically empowering women through trade.

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Global networks offer tremendous value in the form of new markets, efficient ecosystems, continuous innovation, improved cybersecurity, and resilience and responsiveness to local supply shocks. This paper makes a case for fostering openness in global networks and presents strategies for making these networks work better.

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Remittances are crucial for hundreds of millions of families and for many countries that depend on them. This paper examines remittance trends, looks at the advantages of digital remittances, and offers recommendations for continuing to improve global money movement for everyone, everywhere.

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The business ecosystem is evolving; those who resist will find themselves at a competitive disadvantage. Business leaders should make the choice to demonstrate that their mission is serving not only shareholders but also customers, suppliers, workers, and communities.

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What makes the difference between a sustainability program that produces business value and one that doesn’t? A new survey identifies practices that distinguish value-creating companies from others.

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In this report, companies can better understand the value social enterprises can bring to the table, the ways in which companies and social enterprises collaborate for impact, and how to more effectively partner for success.

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This paper examines the results of a survey of small businesses in five developing countries (Brazil, Colombia, Malaysia, Philippines, and South Africa) and finds that firms that embraced digital commerce and cross-border capabilities before and during the pandemic have weathered the crisis better than others and are more optimistic for the future.

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Oliver Wyman’s research for Big Society Capital highlights the direct and indirect investment vehicles that are already being successfully used for social investment, such as social funds, social impact bonds and corporate venture capital.

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Explore the changing face of corporate philanthropy in Asia. Draw on 23 case studies from the region, covering innovations that illustrate how corporations are offering finance, volunteering and business know-how to non-profits and social enterprises.

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Hear from Mastercard Center for Inclusive Growth on how their efforts to connect people and businesses to digital networks is helping lift entire communities out of poverty, and how Covestro has developed innovative inclusive businesses and sustainable value chain collaborations to benefit low-income communities.

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

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How does an organization transition from one-off investments to a more strategic philanthropic approach? And how can mission-driven corporate philanthropies deliver scalable and sustainable solutions in health? Here, the Medtronic Foundation shows how it has applied lessons learned to its organizational strategy.

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This case study outlines how Rabo Foundation, Rabo Rural Fund and Rabobank are working together to scale the impact of farmer-based organisations that support smallholder farmers in developing countries.

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This case study highlights how Schneider Electric, Schneider Electric Energy Access (SEEA) impact fund and Schneider Electric Foundation are working together to provide deeper support to communities in Sub-Saharan Africa who do not have access to energy.

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The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enormous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses.

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A resource for philanthropists and philanthropic organisations to explore the development of collaborative philanthropy in Asia in countries such as Singapore, Hong Kong SAR and India in recent years.

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Finding partners who can help to maximise your impact on the ground is not easy. Through AVPN, corporations like Kellogg’s has found the right partners to scale impact and alleviate malnutrition in India.

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

Learn more about Corporate Social Impact Accelerator

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The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enormous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses.

No account yet? Register

In this report, companies can better understand the value social enterprises can bring to the table, the ways in which companies and social enterprises collaborate for impact, and how to more effectively partner for success.

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Take a look at what are some of the innovative models that businesses in Asia have experimented with to provide financial, intellectual and human capital in support of high-potential nonprofits and social businesses.

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Oliver Wyman’s research for Big Society Capital highlights the direct and indirect investment vehicles that are already being successfully used for social investment, such as social funds, social impact bonds and corporate venture capital.

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Explore the changing face of corporate philanthropy in Asia. Draw on 23 case studies from the region, covering innovations that illustrate how corporations are offering finance, volunteering and business know-how to non-profits and social enterprises.

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

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Employees are no longer just the lifeblood of companies in delivering products and services, but are essential change agents in their communities. Speaking to Devex, Paurvi Bhatt, president at the Medtronic Foundation, explained the role of employers in enabling their staff to advocate for change and shared best practices for doing so.

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In 2019, Johnson & Johnson remodeled its technology–business partnership to elevate the employee experience when engaging with any corporate technology. The transformation was a complex series of initiatives, but three decisions mattered most in making it successful.

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Gallup captures statistics on how life is going for employees in a representative sample of the world, highlighting key trends in employee engagement & wellbeing and ESG indicators. Use this as a guide as you rethink workplaces in 2021.

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It’s critical that managers and board directors have a clear understanding that value creation is not limited to maximizing today’s share price but maximizing company’s value to all shareholders & stakeholders, now and in the future.

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The business ecosystem is evolving; those who resist will find themselves at a competitive disadvantage. Business leaders should make the choice to demonstrate that their mission is serving not only shareholders but also customers, suppliers, workers, and communities.

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With the COVID 19 pandemic, health and well-being has become an established material sustainability issue for companies worldwide. This webinar explored health and well-being as a critical sustainability issue that requires a cross-departmental approach within companies.

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What makes the difference between a sustainability program that produces business value and one that doesn’t? A new survey identifies practices that distinguish value-creating companies from others.

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As companies transition to new ways of work, the number of organisations in Asia Pacific making employee experience a top priority has surged, according to a new survey by Willis Towers Watson. Explore the survey’s findings on how employers are imagining post pandemic-era.

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As the pandemic continued, Gallup asked those employed in South, East, and Southeast Asia how they were feeling- documenting life evaluations and measuring employee engagement. Despite firms’ economic recovery, employees’ wellbeing dictates region’s long-term health.

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The younger generations have different passions, priorities, and ways of thinking. Understand how Millennials and the Generation Z think and act with regards to CSR and how your organization can align itself with what is important to them.

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

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This paper maps the different ways in which the economic value that large companies create flows to households in OECD economies and examine what has changed in the past quarter-century.

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It’s critical that managers and board directors have a clear understanding that value creation is not limited to maximizing today’s share price but maximizing company’s value to all shareholders & stakeholders, now and in the future.

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The business ecosystem is evolving; those who resist will find themselves at a competitive disadvantage. Business leaders should make the choice to demonstrate that their mission is serving not only shareholders but also customers, suppliers, workers, and communities.

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Read what key leaders think about the shifts taking place within social impact, and how to increase this within business practices and core values. Learn about the ways in which social impact strategies can create both business and social value.

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A resource for philanthropists and philanthropic organisations to explore the development of collaborative philanthropy in Asia in countries such as Singapore, Hong Kong SAR and India in recent years.

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Lindsay Smalling, Head of US Sales, 60 Decibels takes us through tips and tricks of remote surveys and case studies of effective stakeholder surveys that have helped companies deepen their impact and grow their business.

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What makes the difference between a sustainability program that produces business value and one that doesn’t? A new survey identifies practices that distinguish value-creating companies from others.

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In this report, companies can better understand the value social enterprises can bring to the table, the ways in which companies and social enterprises collaborate for impact, and how to more effectively partner for success.

No account yet? Register

Hear from two successful Inclusive Businesses from Asia and how Inclusive Business, supported by robust policy, can unlock access to both financial and non-financial resources and expand opportunities for positive social impact.

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The younger generations have different passions, priorities, and ways of thinking. Understand how Millennials and the Generation Z think and act with regards to CSR and how your organization can align itself with what is important to them.

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Despite executives’ placing increasing importance on sustainability, businesses have struggled to incorporate best practises that lead to success. Explore why through the gaps & blind spots noticed in the execution of critical sustainiability levers to beneift your organisation.

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This case study on NPI (Enpai), the pioneering and possibly largest field-building intermediary in China, showcases how companies in Asia can work with intermediaries to deploy mandatory CSR and sustainability funding more effectively.

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Most companies practice a multifaceted version of CSR that spans theaters ranging from pure philanthropy to environmental sustainability to the explicitly strategic. To maximize impact, companies must ensure that initiatives in the various theaters form a unified platform.

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Clear benefits accrue to communities when firms are serious about CSR. But how does doing good affect firms’ bottom line? Here, Kellogg faculty share research and perspectives on how companies can also benefit from engaging in socially responsible activities.

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Read how corporations can reimagine the regional ecosystems in which they participate and search for systemic, multisector opportunities, mobilise complementary partners, and obtain seed and scale-up financing from organisations with a mission to alleviate poverty.

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What corporations have is a large business opportunity with respect to corporate social impact – doing good and making money. So, in addition to the private sector donating the resources and capabilities to address problems, they now have something else: a financial incentive.

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Are corporations pursuing social impact in a way that leaves a lasting impression on social and environmental issues that are important to communities? Learn how some AVPN members are striving to achieve a dual bottom line of profit and social good.

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How can you incorporate IB practises in your firm that aligns with your firm’s size and maturity? Get insights from companies like Javara, Kellogg, Essilor.

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Learn about the collaboration between impact fund LGT Venture Philanthropy and an inclusive business, Agronomika Finance Corporation, and how their partnership has impacted farming communities in the Philippines.

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

Learn more about Corporate Impact Fund

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The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enormous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses.

No account yet? Register

Read what key leaders think about the shifts taking place within social impact, and how to increase this within business practices and core values. Learn about the ways in which social impact strategies can create both business and social value.

No account yet? Register

With this novel approach of developing collective corporate impact strategies, corporate foundations and other corporate social investors can combine different financial instruments to develop more holistic and systemic strategies for societal change.

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Corporate impact investing strategies often originate from the balance sheet, but companies are increasingly using alternative structures, including off-balance sheet funds, donor-advised funds, and fund of funds. Learn about the five characteristics of effective corporate impact funds.

No account yet? Register

Oliver Wyman’s research for Big Society Capital highlights the direct and indirect investment vehicles that are already being successfully used for social investment, such as social funds, social impact bonds and corporate venture capital.

No account yet? Register

Take a look at what are some of the innovative models that businesses in Asia have experimented with to provide financial, intellectual and human capital in support of high-potential nonprofits and social businesses.

No account yet? Register

What corporations have is a large business opportunity with respect to corporate social impact – doing good and making money. So, in addition to the private sector donating the resources and capabilities to address problems, they now have something else: a financial incentive.

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Inclusive Business

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Corporate Philanthropy in Asia: Innovations that Unlock the Resources of Business for the Common Good

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State of the Global Workplace 2021 Report

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The value of value creation