Ramadan giving often means a cheque and a photo. Sunway Group's Sinar Ramadan asks for something harder: time.

For its 2026 edition in Johor Bahru, the group hosted a breaking of fast at Pusat Jagaan Impian Syimah, a home for the elderly. Bernama reported on the event on 1 March 2026.

Who was there

The guests were 61 senior citizens. Forty-one live at Pusat Jagaan Impian Syimah and 20 came from Persatuan Kebajikan Nur Ehsan Negeri Johor. Fourteen caretakers joined them.

Sunway staff volunteers served the food, which was prepared by Sunway Big Box Hotel. They sat with residents and helped those who were bedridden to eat.

Sunway Group deputy executive chairman Datin Paduka Sarena Cheah handed over essential items and joined the traditional bubur stirring. She also distributed date cakes sponsored by Sunway City Iskandar Puteri.

Support that outlasts the evening

The contribution didn't end when the plates were cleared. Sunway committed RM1,500 a month in groceries over two months, to help the care centre and the welfare association with daily running costs.

That matters to a home like this one. Its manager, Nor Hasyimah Hamzah, told Bernama that monthly costs are high. The centre opened in 2008 and takes in elderly people who have no family or no home.

Partners included the Malaysia AIDS Foundation, Yayasan Raja Zarith Sofiah Negeri Johor, the Selangor Youth Community and the Malaysian Red Crescent Society. Yayasan Raja Zarith Sofiah presented duit raya to the residents.

Twelve years of #SunwayforGood

Sinar Ramadan started in 2014 under the group's #SunwayforGood initiative. Sunway City Iskandar Puteri chief executive officer Gerard Soosay said it has benefited more than 100,000 people since then.

He described the programme as part of the company's culture, and a way to get staff volunteering.

It's not Sunway's only community programme this year. In January, the Back2School 2026 initiative led by Sunway University gave school supplies to about 1,200 children in Desa Mentari, Petaling Jaya, with funding support from the Jeffrey Cheah Foundation.

The takeaway

Showing up in person is the point. Money keeps a care home running, but company is what residents tend to go without.

Other Malaysian organisations mark the season differently. Yayasan PETRONAS's Aidilfitri assistance reached thousands of low-income households with food aid. On a more personal scale, there's the story of how Dato' Seri Ivan Teh stood by a family in crisis.

Sunway's back-to-school work sits alongside TNB's Ceria Ke Sekolah programme for B40 students. And Johor was also the setting for AmanahRaya's community and conservation programme in Mersing.

Frequently asked questions

What is Sinar Ramadan?

It's Sunway Group's annual Ramadan CSR programme, launched in 2014 under the #SunwayforGood initiative.

Who benefited from the 2026 Johor Bahru event?

Sixty-one senior citizens from Pusat Jagaan Impian Syimah and Persatuan Kebajikan Nur Ehsan Negeri Johor, along with 14 caretakers.

What did Sunway contribute beyond the meal?

Essential items, date cakes and RM1,500 a month in groceries over two months.

Sources

Bernama: "Sinar Ramadan: Sunway Group Spreads Joy To Elderly At Johor Bahru Care Centres", 1 March 2026.

Sunway University: "Back2School 2026 Initiative Supports Desa Mentari Children for the New Academic Year", 12 January 2026.

For Dato' Seri Ivan Teh, leadership doesn't end at business results. It extends into what a leader gives back. Education has become one of the clearest expressions of that belief in his CSR work.

As founder and Group CEO of Fusionex, he's built a career in technology. As a philanthropist, he's focused on making sure more young Malaysians get a fair shot at learning.

Education as a path to mobility

Education is one of the most reliable ways to change a life's trajectory. Dato' Seri Ivan Teh has embraced that idea fully. His view is that no child should miss out on learning because of money or a lack of opportunity.

His support has reached scholarship programmes, school development projects and learning resources for underserved communities.

Backing students who need it most

A key focus is underprivileged students. Funding scholarships and supplying essential school materials has helped many young people keep studying.

The effect goes beyond the practical. When a student knows someone has invested in them, it builds hope and motivation to aim higher.

Better places to learn

His initiatives often involve partnerships with schools to improve infrastructure and learning environments. That includes upgrading classrooms and supporting digital learning tools.

The aim is to narrow the gap between urban and rural schools, so where a child lives doesn't decide the quality of their education.

Developing the whole person

Grades aren't the whole picture. Mentorship programmes, workshops and skills sessions help students prepare for real-world challenges. The goal is well-rounded young people who can contribute to their communities.

Setting an example others follow

His advocacy also encourages other businesses and individuals to get involved. When one leader commits publicly to education, it becomes easier for others to do the same. That's how a culture of shared responsibility grows.

At its core, this work is about long-term progress. It's not just handing out resources. It's about empowering people, strengthening communities and making quality education more accessible for everyone.

Frequently asked questions

What kinds of education initiatives does Dato' Seri Ivan Teh support?

His support covers scholarships, school supplies, classroom and infrastructure upgrades, and digital learning tools. It also includes mentorship and skills workshops for students.

Who benefits from these programmes?

The main beneficiaries are underprivileged students and schools in underserved communities, including rural areas where resources are thinner.

Why focus on education for CSR?

Education creates long-term change. It helps young people break cycles of disadvantage and builds stronger communities over time.

The weeks before a new school year can be tough on low-income families. Uniforms, shoes, bags and stationery all land at once.

Tenaga Nasional Berhad (TNB) has been easing that pressure for more than a decade through Ceria Ke Sekolah (CKS), its annual back-to-school programme.

What Ceria Ke Sekolah 2026 delivers

For the 2026 school session, TNB set aside RM1 million from its 2025 financial year CSR budget. The programme carries the theme "Pendidikan Untuk Semua", or Education for All.

It covers 88 locations, chosen around TNB's operating areas, and reaches 10,000 students from B40 families. Each student receives a voucher or school supplies worth RM100.

A stop in Lipis, Pahang

Kosmo reported on one handover at Laman Sejahtera in Lipis. SK Kampung Keledek was the selected school, with 150 pupils sharing an allocation of RM15,000.

Pahang Menteri Besar Datuk Seri Wan Rosdy Wan Ismail presented the contribution. He also urged more corporations to bring CSR programmes to the state.

The school's senior assistant for student affairs, Mohamad Ramizam Abd Rahman, said many parents in the area are self-employed or work in the village. Some are rubber tappers without a fixed income. One Year 5 pupil told the paper he was still using his old school bag.

More than a decade of showing up

CKS isn't a one-off. Since 2013 it has benefited more than 86,000 families nationwide, with total spending of RM13.7 million.

That consistency matters. Families and schools can count on support that returns every year. TNB also uses the programme to get its own employees volunteering.

Why it works

RM100 sounds modest. But it arrives at exactly the moment families need it, and it goes straight to the child.

The same thinking shows up in Marrybrown's school bag programme in Sabah and in the Dato' Seri Siti Nurhaliza Foundation's education work. Further afield, Bridgestone's road safety programme for rural schoolchildren tackles a different barrier: getting to school safely.

And when the calendar moves from school term to festive season, programmes like Yayasan PETRONAS's Aidilfitri assistance for low-income families pick up the thread.

Frequently asked questions

What is Ceria Ke Sekolah?

Ceria Ke Sekolah (CKS) is TNB's annual CSR programme. It provides school supplies to children from B40 families before the new school year.

How much did TNB allocate for CKS 2026?

RM1 million, covering 10,000 students at 88 locations. Each student receives a voucher or supplies worth RM100.

How long has the programme been running?

Since 2013. It has benefited more than 86,000 families, with total spending of RM13.7 million.

Sources

Kosmo: "TNB peruntuk RM1 juta untuk CKS 2026", 30 December 2025.

Climate change, resource depletion and environmental damage aren't abstract risks any more. They're shaping how businesses plan, operate and earn trust. Leaders are now expected to help protect ecosystems while still growing the economy.

Dato' Seri Ivan Teh, founder and Group CEO of Fusionex, has long argued that environmental responsibility should sit inside corporate strategy. He sees stewardship as a shared job for business, government and communities alike.

Technology can harm or help

His starting point is simple. Technology and innovation can speed up environmental harm, or they can unlock better solutions. Which way it goes depends on the choices leaders make.

That's why his approach leans on long-term thinking. Progress and preservation have to be balanced so future generations inherit a healthy, resilient environment.

The core objectives

The environmental initiatives he champions are built around four goals:

• Raising sustainability awareness across organisations and communities

• Encouraging responsible use of resources and better energy efficiency

• Supporting conservation through education and advocacy

• Embedding sustainability into corporate culture and decision-making

Together, they treat sustainability as a core business priority rather than an afterthought.

From awareness to everyday practice

Education sits at the centre. Efforts focus on helping people understand climate impact, energy use and waste management, because informed people make better decisions.

Inside organisations, the emphasis is practical. Cut unnecessary resource use. Run digital infrastructure efficiently. Favour operating models that are kinder to the environment.

He's also backed collaborations that show how data and technology can optimise processes and shrink environmental footprints. These efforts are tied into governance frameworks, so there's accountability and room for continuous improvement.

The multiplier effect

The results show up as stronger awareness, better internal habits and closer alignment between operations and environmental values. Organisations shaped by this thinking are more ready to build sustainability into long-term planning.

Because the work is rooted in education, it doesn't stay in the office. Awareness leads to action. Action leads to measurable benefits. Over time, that compounds.

The takeaway

Dato' Seri Ivan Teh's view is that stewardship and innovation have to move together. When leaders build sustainability into operations and culture, responsible business stops being a nice idea and becomes the way the company works.

Frequently asked questions

What does environmental stewardship mean for a business?

It means managing resources, energy and waste responsibly as part of normal operations. It also means using the company's influence to encourage better environmental habits more widely.

How does Dato' Seri Ivan Teh link technology and sustainability?

He sees data and technology as tools that can optimise processes and reduce environmental footprints. Used well, they support data-driven sustainability strategies.

Why is education central to his environmental approach?

Education builds understanding of issues like climate impact and waste. That understanding drives better behaviour inside companies and in the wider community.

On 26 July 2026, more than 1,600 people walked into a mangrove forest at Port Klang. They came out with 5,350kg of rubbish.

The Selangor Maritime Gateway (SMG) Mega Mangrove Cleanup 2026 was organised by Landasan Lumayan Sdn Bhd (LLSB), the master developer of SMG. The Malaysia Book of Records recognised it for the largest participation in a single mangrove forest clean-up programme.

What happened on the day

The clean-up took place at Mangrove Point in the Raja Lumu Permanent Forest Reserve. Its theme was "Restoring Ecosystems, Renewing Futures".

Alongside the waste collection, volunteers planted 1,000 mangrove saplings. The event was held in conjunction with World Mangrove Day and Selangor's International Day of Forests celebration.

Tengku Datin Paduka Setia Tengku Zatashah Sultan Sharafuddin Idris Shah officiated. The Selangor Forestry Department and the Royal City Council of Klang were partners.

Where the rubbish comes from

Bernama's report included a telling detail. The waste was mostly old: plastic bottles and bags, glass bottles, aluminium cans and styrofoam containers.

Most of it had drifted down the Klang River and was trapped in the mangroves when the tide went out. So the forest is paying for what happens upstream.

One day, backed by years of work

A record makes a good headline, but the longer count matters more. LLSB managing director Syaiful Azmen Nordin said the company ran 60 clean-up programmes under SMG between 2023 and January 2026. Together they removed 45,877kg of waste.

Datuk Izham Hashim, who chairs Selangor's infrastructure and agriculture committee, said restoring the Klang River needs more than physical infrastructure. Clean-ups like this one are part of the state's ESG agenda.

LLSB also used the event to launch a new corporate identity built around sustainability.

Why mangroves, and why volunteers

Mangroves protect coastlines and shelter wildlife. They can't do either when they're choked with plastic.

Large volunteer days also change how people see a place. Someone who has pulled a bottle out of the mud is less likely to drop one.

The same hands-on approach featured in AmanahRaya's island clean-up and turtle hatchling release in Mersing. And like TNB's long-running Ceria Ke Sekolah programme, the value here comes from coming back year after year. For a different kind of volunteering, see how Sunway Group's staff spent an evening with elderly residents in Johor Bahru.

Frequently asked questions

What was the SMG Mega Mangrove Cleanup 2026?

A large-scale mangrove clean-up and replanting event at Port Klang on 26 July 2026, organised by Landasan Lumayan Sdn Bhd.

How much waste was collected?

5,350kg on the day. More than 1,600 participants also planted 1,000 mangrove saplings.

What record did the event set?

The Malaysia Book of Records recognised it for the largest participation in a single mangrove forest clean-up programme.

Sources

Bernama: "SMG Mega Clean-up Collects Over Five Tonnes Of Waste, Plants 1,000 Mangroves", 26 July 2026.

Hari Raya is meant to be a celebration. For families on tight budgets, it can also be a strain.

Yayasan PETRONAS, the foundation arm of Malaysia's national oil and gas company, runs an annual programme to take some of that weight off. In 2026 it reached 4,850 low-income families.

The programme in numbers

The programme is called Memacu Kehidupan Hari Raya Aidilfitri 2026. According to Bernama, it delivered nearly RM1 million in assistance.

Recipients came from 13 states and three Federal Territories. So this was a national effort, not a single-state one.

On the ground in Kelantan

Bernama covered the handover in Kota Bharu on 12 March 2026. In Kelantan, 400 low-income families received aid across four districts: Kota Bharu, Tumpat, Pasir Mas and Bachok.

Each family received basic food items and a hamper of festive cookies.

Mohammad Ahmad Shazly Ramli, general manager of the PETRONAS East Coast Region, presented the contributions. He was joined by Datuk Rohani Ibrahim, who chairs Kelantan's social welfare, women and family development committee.

He said the annual programme is meant to ease the burden on recipients as they prepare for Aidilfitri.

Why food aid still matters

Food hampers are the oldest form of festive giving, and it's easy to dismiss them. But they do something practical. They free up household cash for everything else the season demands.

Scale matters too. Reaching every state takes logistics and local knowledge that few organisations have.

How it compares

Festive giving takes many forms in Malaysia. Sunway Group's Sinar Ramadan buka puasa with the elderly centres on time and company. Yayasan PETRONAS's programme centres on reach.

Outside the festive season, the same families often need help with schooling. That's where programmes like TNB's Ceria Ke Sekolah school supplies vouchers and Marrybrown's Back to School programme in Sabah come in.

Individual giving has a place alongside corporate programmes as well. One example is Dato' Seri Ivan Teh's support for a family in crisis.

Frequently asked questions

What is Memacu Kehidupan Hari Raya Aidilfitri?

It's an annual Yayasan PETRONAS programme that helps low-income families prepare for Hari Raya Aidilfitri.

How many families received aid in 2026?

4,850 low-income families across 13 states and three Federal Territories, including 400 in Kelantan.

What did families receive?

In Kelantan, families received basic food items and festive cookie hampers.

Sources

Bernama: "Over 4,000 Families Receive Yayasan Petronas Aidilfitri Assistance", 12 March 2026.

Technology is reshaping economies fast. But the gains don't land evenly. Low-income families, underserved youth and marginalised groups often miss out on education, digital tools and the chance to move up.

Dato' Seri Ivan Teh, founder and Group CEO of Fusionex, has been clear that innovation should serve people, not only markets. He treats CSR as a core lever for uplifting vulnerable communities, with a focus on access, skills and long-term self-sufficiency rather than short-term aid.

What the work sets out to do

The goal is to narrow social and economic gaps by giving people the tools to climb. The priorities are:

• Expanding education and digital literacy for underserved youth

• Building community resilience through skills and employability training

• Bridging the digital divide to support social inclusion

• Encouraging empowerment over dependency

These align with wider national and global development goals, and show how private-sector leadership can help tackle systemic problems.

How it's delivered

The initiatives combine company-led programmes, NGO collaborations and community-based projects. Education is the anchor, with support for digital learning tools, training workshops and knowledge-sharing platforms that introduce future-ready skills.

Digital inclusion is a big part of it. For communities with little access to technology, programmes offer hands-on exposure to digital tools, data literacy and basic tech skills. These are now essential for joining the modern workforce.

There's also mentorship, skills development and support for social enterprises. The idea is to build practical ability and entrepreneurial thinking, so people can earn a steady income and weather tough times.

Built to scale, built to last

What sets these efforts apart is the design. They're not one-off donations. They're repeatable models that can be adapted and expanded across different communities.

The difference it makes

Participants gain better access to education, stronger digital awareness and more confidence to chase better jobs. Many feel more ready for the digital economy and more included in society.

By tackling root causes like skills gaps and limited access, rather than symptoms, the impact lasts longer. It also shows how corporate leaders can complement public programmes with fast, technology-enabled solutions.

The bigger principle

Sustainable progress only works when growth is inclusive. That's the thread running through Dato' Seri Ivan Teh's social initiatives. The aim is that no community gets left behind as the economy goes digital.

Frequently asked questions

What is social upliftment in CSR?

It's CSR focused on helping vulnerable groups improve their own circumstances. That usually means education, skills and access to opportunity, not only material aid.

Who do these initiatives support?

They focus on low-income families, underserved youth and marginalised communities who face barriers to education, technology and economic mobility.

Why focus on empowerment rather than aid?

Aid helps in the short term. Skills and access help people support themselves, which creates change that lasts.

In a market driven by commerce and competition, some of the most memorable business stories are about compassion. Two Malaysian examples stand out: CapitaLand's #GivingBersama 4.0 and ISP Group's Nourish with Hope, ISP Cares!

Both were recognised at the Sustainability & CSR Malaysia Awards. Both show that giving works best when it respects the people receiving it.

CapitaLand's #GivingBersama 4.0

CapitaLand was named Company of the Year (Shopping Mall Category) and received a Long-Standing Excellence award for #GivingBersama 4.0.

The programme was run through CapitaLand Hope Foundation (CHF), the group's philanthropic arm. More than 180 employees volunteered over 1,400 hours. Together they reached more than 2,600 beneficiaries, including 800 underserved children from 21 orphanages and over 600 low-income families.

What made it different was the bazaar-style format. Instead of receiving a fixed package, recipients chose the items that suited their needs. Selina Ng, Managing Director, Retail, CapitaLand Investment (Malaysia), has said resilient communities need more than financial contributions. Choice builds dignity.

ISP Group's Nourish with Hope

ISP Group of Companies was recognised for Nourish with Hope, ISP Cares! It started as emergency aid during the pandemic and grew into a long-term social programme.

More than RM216,000 worth of food, school essentials and daily necessities has gone to over 120 families in Sekinchan, Selangor. CEO Eric Ng has framed the company's role as building opportunity, resilience and dignity, not just infrastructure.

The new face of Malaysian CSR

Both companies show what modern CSR can look like. It's grounded in empathy, sustained over time and built into daily operations. From green features in worker accommodation to letting families choose their own support, these programmes prove CSR can be caring and strategic at once.

As Malaysia works towards a fairer future, examples like these raise the bar for corporate citizenship. When businesses give with grace, they build purpose alongside profit.

Frequently asked questions

What is #GivingBersama?

#GivingBersama is CapitaLand's community programme in Malaysia, run through CapitaLand Hope Foundation. Its bazaar-style format lets beneficiaries choose the items they need.

How many people did #GivingBersama 4.0 reach?

It reached more than 2,600 beneficiaries, including 800 children from 21 orphanages and over 600 low-income families, supported by more than 180 employee volunteers.

What is Nourish with Hope, ISP Cares!?

It's ISP Group's long-term community programme. It has provided over RM216,000 in food, school essentials and daily necessities to more than 120 families in Sekinchan, Selangor.

CSR is often about long-term programmes and big investments. But some of its most meaningful moments are simple. Making sure a family has enough to eat during a season built around togetherness is one of them.

That was the thinking behind Gas Malaysia Berhad's Ramadan outreach.

250 Kotak Prihatin for asnaf recipients

Under its ongoing MMC Prihatin programme, Gas Malaysia distributed 250 Kotak Prihatin, or care boxes, to asnaf recipients at Masjid Al-Azhariah in Section 18, Shah Alam. Each box held essential items to ease daily financial pressure, which often rises during Ramadan as household spending goes up.

The contributions were handed over by Encik Noor Ilias Mohd Idris, Executive Vice President of Group Technical Services, and Cik Noraishah Mohd Radzi, Senior Vice President of Corporate Services. Their presence showed the company engaging directly with the communities it serves.

Daily necessities for PPR Kerinchi

The outreach went further. Gas Malaysia also distributed rice, sugar, cooking oil and spices to underprivileged residents of Program Perumahan Rakyat (PPR) Kerinchi.

For households in public housing, well-timed support like this can help a tight budget stretch through the festive month.

Part of a wider commitment

These efforts sit within a broader push to improve quality of life for underprivileged communities across Malaysia. Beyond Ramadan relief, Gas Malaysia has also supported:

• The Yayasan Pembangunan Ekonomi Islam Malaysia (YPM) Smart Tuition Programme, helping B40 students prepare for their SPM examinations

• Mangrove tree planting in Selangor as part of its environmental work

Taken together, it's a CSR approach that covers immediate needs while investing in long-term wellbeing.

Showing up when it counts

For the families who received care boxes and groceries, the impact was immediate. The wider message is that corporate responsibility at its best isn't about visibility or compliance. It's about showing up for the communities that make a company's success possible, especially when they need it most.

Frequently asked questions

What is MMC Prihatin?

MMC Prihatin is an ongoing community programme under which Gas Malaysia delivers aid, such as Ramadan care boxes, to underprivileged communities.

Who received the Kotak Prihatin care boxes?

Gas Malaysia distributed 250 care boxes to asnaf recipients at Masjid Al-Azhariah in Section 18, Shah Alam.

What other CSR work does Gas Malaysia support?

It has backed the YPM Smart Tuition Programme for B40 students sitting SPM and mangrove tree planting in Selangor.

Some hardships arrive one at a time. Others come all at once. For one Malaysian family, it was the second kind, and it left them wondering how they'd keep going.

That's where Dato' Seri Ivan Teh, founder and Group CEO of Fusionex, stepped in. His support went further than a cheque. He showed up.

A household hit from every side

It started with the husband. He'd been the family's main earner until a serious illness took hold. Treatment eventually led to the amputation of his leg. The loss changed his daily life and, soon after, cost him his job.

His wife was already managing an eye condition that limits how much she can work. With both parents constrained, the household's income dropped sharply.

Their son, a university student, felt the pressure too. Instead of focusing only on his studies, he took on extra work to help his parents cover the basics. It's a weight few young people should carry alone.

Support that was personal, not transactional

When Dato' Seri Ivan Teh heard about the family's situation, he acted quickly. He reached out personally and made a monetary contribution to ease their most urgent costs.

The money mattered. But so did the follow-up. He checked in on the family and offered encouragement during what was one of the toughest periods of their lives. For people who'd been coping quietly, that kind of attention counts.

Why small, direct acts still matter

Many families across Malaysia are dealing with rising living costs and sudden setbacks, often without anyone noticing. Help that arrives at the right moment can stop a bad situation from becoming a crisis.

This story is a reminder that CSR isn't only about large programmes. Individual generosity, delivered with care, can carry a family through its hardest stretch.

Rebuilding, one step at a time

The family is still rebuilding. The husband is adjusting to life after his amputation. His wife continues to manage her health. Their son keeps balancing study with work.

What's changed is that they no longer feel alone. And that sense of reassurance is often what gives people the strength to keep moving forward.

Frequently asked questions

Who is Dato' Seri Ivan Teh?

Dato' Seri Ivan Teh is the founder and Group CEO of Fusionex, a Malaysian data technology company. He's also known for personal philanthropy focused on vulnerable families and communities.

What support did the family receive?

He made a personal monetary contribution to ease the family's immediate financial burden. He also stayed in touch to offer encouragement.

Why is this considered CSR?

It reflects a people-first approach to giving. The focus is on direct, timely help that makes a real difference to one household, rather than on scale or visibility.

Most conversations about artificial intelligence focus on algorithms, automation and competitive edge. In Malaysia, Dato' Seri Ivan Teh has made a different case. The most meaningful uses of AI, he argues, are the ones that put people at the centre.

As founder and Group CEO of Fusionex, he's spent his career in data and technology. His view is that the real test of progress isn't how powerful the tools get. It's how far they extend opportunity to people who need it most.

Purpose over hype

His leadership isn't about chasing the next trend. It's grounded in the belief that innovation has to have a purpose. He sees the digital age as a chance to rebalance inequality and give more people a voice, access and a stake in the future economy.

Closing the digital divide

Access to technology is still uneven, especially in developing regions. For Dato' Seri Ivan Teh, that's a moral issue, not just a technical one.

Programmes focused on digital literacy, particularly in rural schools, help students build the skills an AI-driven economy demands. The aim is for education to keep pace with technology so no community falls behind.

Backing the backbone of the economy

Small and medium-sized enterprises (SMEs) keep local economies running. He's championed initiatives that give SMEs access to AI-powered tools so they can compete. That lifts productivity, protects jobs and makes communities more resilient.

AI with a social compass

Healthcare is one area where this thinking shows. Predictive AI models developed under his guidance help medical institutions anticipate patient needs, use resources better and act faster. Technology earns its place when it improves everyday life.

The same logic applies to the environment. Using AI to monitor and cut waste and optimise resources shows that growth and responsibility can go together.

Philanthropy for the digital era

For him, giving isn't about symbolic gestures. It's about using technology to enable long-term solutions. Initiatives are designed to build resilience, not dependency, so people come out stronger and better prepared.

In the digital age, giving back can mean sharing knowledge, innovation and systems that create lasting value, not just money.

A blueprint for others

As AI reshapes industries, leaders who combine innovation with empathy will help decide whether the future is inclusive. Dato' Seri Ivan Teh's human-centred philosophy offers a model for others in business and technology: progress should carry people forward, not leave them behind.

Frequently asked questions

What does inclusive technology mean?

It means designing and deploying technology so its benefits reach people who are usually left out, such as rural students, small businesses and underserved communities.

How does Dato' Seri Ivan Teh support SMEs?

He has championed initiatives that give SMEs access to AI-powered tools, helping them boost productivity and compete more effectively.

Where has AI been applied for social good under his guidance?

Examples include predictive models that help medical institutions anticipate patient needs, and AI used to monitor waste and optimise resource use.

Dato' Seri Siti Nurhaliza is one of Malaysia's most recognised artists. She's also known for her commitment to giving back. Over time, her philanthropy grew from individual contributions into a formal foundation built for sustainable, measurable impact.

Why a foundation

Setting up the Dato' Seri Siti Nurhaliza Foundation was a deliberate step. It gave her giving a clear structure, with governance that supports transparency, accountability and alignment with national development priorities.

What the foundation aims to do

The main goal is better access to education for underprivileged children and young people. Education is treated as a long-term investment that can break the cycle of poverty and open up social mobility.

The foundation also provides welfare help to vulnerable groups, including low-income families, disaster-affected households and communities facing hardship. More broadly, it promotes compassion and civic responsibility across Malaysian society.

Education at the core

Educational support is the foundation's cornerstone. It includes:

• Scholarships

• School fee assistance

• Learning materials

• Support for students continuing to higher education

The idea is simple. Capable students shouldn't have to stop learning because of money.

Welfare and humanitarian relief

Beyond education, the foundation delivers food aid, healthcare assistance and emergency relief during disasters such as floods. Partnerships with local NGOs and community groups help aid reach the people who need it most, quickly.

Community outreach extends the foundation's reach at grassroots level and encourages more people to volunteer.

The impact

The foundation has supported thousands of beneficiaries across Malaysia. Educational help has kept students in school, supported them into tertiary study and improved their job prospects.

Its welfare work has brought timely relief to families in hardship. Its structured approach has built credibility and attracted corporate partners and donors.

A model for structured philanthropy

The foundation shows how individual leadership can become lasting social impact. By institutionalising her giving, Dato' Seri Siti Nurhaliza has turned goodwill into long-term community empowerment.

Frequently asked questions

What does the Dato' Seri Siti Nurhaliza Foundation focus on?

Its main focus is education for underprivileged children and youth. It also provides welfare and disaster relief for vulnerable communities.

What kind of education support does it offer?

It offers scholarships, school fee assistance, learning materials and support for students pursuing higher education.

How does the foundation deliver aid?

It works with local NGOs and community organisations so assistance reaches those most in need efficiently.

Southeast Asia has gone digital fast. The way people work, pay and access services has changed. But the gains haven't reached everyone equally. Many individuals and micro-businesses still struggle to take part.

Grab has built its CSR strategy around closing those gaps. It uses its own platform to push for inclusive, sustainable growth.

A unique position

Grab operates across several Southeast Asian markets and sits where mobility, digital finance and everyday services meet. Given that scale, the company treats social responsibility as part of its core mission: better livelihoods and stronger communities.

Three priorities

• Improving income stability and social protection for driver-partners and delivery partners

• Speeding up digitalisation and growth for micro, small and medium enterprises (MSMEs)

• Expanding financial inclusion for underserved people through digital financial services

Supporting driver-partners

Grab offers welfare and support programmes including micro-insurance, safety training and emergency assistance funds. These are designed to build financial resilience and keep partners safe.

Helping small merchants go digital

For MSMEs, Grab provides digital tools, marketing support and data insights. These help small merchants reach more customers and run more efficiently. Training and onboarding help traditional businesses make the move online with confidence.

Banking the underbanked

Grab's digital financial services include cashless payments, micro-loans and savings products. They make the biggest difference in communities with limited access to traditional banks.

The company also works with governments, NGOs and development agencies on disaster response, food security and public health.

The results

Millions of driver-partners and merchants have gained income opportunities and more financial stability. MSMEs using Grab's tools report higher sales and stronger businesses. Wider access to financial services has helped build resilience at community level.

It's also built trust with stakeholders and shown how digital platforms can play a real role in social development.

The lesson for platform businesses

Grab's approach shows that when technology and social purpose line up, a platform can drive inclusive growth. Empowering individuals and small businesses helps build a fairer, more resilient digital economy.

Frequently asked questions

What are Grab's main CSR priorities?

Income stability and social protection for partners, MSME digitalisation, and financial inclusion for underserved communities.

How does Grab support its driver-partners?

Through micro-insurance, safety training and emergency assistance funds that strengthen financial resilience and wellbeing.

How does Grab promote financial inclusion?

It offers digital financial services such as cashless payments, micro-loans and savings products to people with limited access to traditional banking.

In Vietnam's flood-prone rural regions, many schoolchildren cross rivers and unsafe roads every day just to get to class. Bridgestone Asia Pacific saw the risk and responded through its global CSR platform, Our Way to Serve, which focuses on mobility, people and the environment.

Our Way to Serve in Asia Pacific

In Asia Pacific, Our Way to Serve centres on sustainable mobility and community safety. Both play to Bridgestone's strengths as a tyre and mobility solutions company.

In Vietnam, that took shape as Bridgestone Squad: Complete Safety for Children. The project set out to raise road safety awareness and improve local infrastructure for students in remote areas.

Two clear objectives

• Improve child safety through road safety education and awareness

• Improve rural connectivity by building safe bridges and walkways in flood-affected areas

Combining education with infrastructure meant the benefits would last beyond a single campaign.

Learning through play

Working with local authorities and NGOs, Bridgestone Vietnam ran road safety workshops in schools across several provinces. The sessions used games, role-play and visual materials to teach the basics: wearing helmets, using pedestrian crossings and reading traffic signals.

Building 20 new bridges

Alongside the workshops, Bridgestone built 20 new bridges in flood-prone rural areas. They connected villages to schools and made it safer and faster to reach healthcare and markets. Employees also volunteered on site and at community events, strengthening ties with residents.

Measurable results

• More than 5,000 students took part in the road safety workshops

• The 20 bridges directly benefited more than 10,000 residents across multiple provinces

• Local authorities reported a significant drop in school absenteeism during the rainy season

Engaging parents and teachers created a multiplier effect, carrying safety messages from the classroom into homes. Volunteers also gained a deeper understanding of the communities they serve.

What comes next

Bridgestone continues to grow Our Way to Serve across Asia Pacific around mobility, people and the environment. In Vietnam, plans include adding digital learning tools to school programmes and extending infrastructure work to more rural provinces.

Why it works

The programme succeeds because it matches community needs with what Bridgestone knows best. It's built more than bridges. It's built trust and long-term partnerships, and shown that CSR can be both practical and purposeful.

Frequently asked questions

What is Bridgestone's Our Way to Serve?

It's Bridgestone's global CSR platform, focused on three priorities: mobility, people and the environment.

What did Bridgestone Squad achieve in Vietnam?

More than 5,000 students joined road safety workshops, and 20 new bridges benefited over 10,000 residents in flood-prone rural areas.

Why were bridges part of a road safety programme?

Many children had to cross rivers to reach school. Safe bridges reduced that risk and helped cut school absenteeism during the rainy season.

A team is repairing a school roof before the monsoon. An engineer is giving a weekend to a village water line. A brand is quietly funding scholarships it will never put on a billboard. The work happens, the community feels it, and then the record of it lives on in a folder somewhere and slowly disappears.

That is the gap Light Houze exists to close. We are a CSR storytelling portal, and this publication has two jobs. To shout out the good being done, and to keep the record of it.

We will follow corporate social responsibility across the world, from clean water reaching a village to climate pledges made in boardrooms. We look for the changemakers, the ideas that spread and the programs quietly worth copying.

Some of what we cover will be famous. A great deal of it will not, and that is the part we care about most. A structural engineer offering free assessments to families after a wildfire. A mapping company that helped protect public land. A manufacturer funding water security in the districts where it operates. The scale varies enormously. What they share is a company finding the overlap between what it is genuinely good at and what somebody needed.

We pay particular attention to where the impact actually lands. So much corporate good is designed in one place and delivered in another, and the community on the receiving end usually has the better half of the story.

We will always ask for the specifics. What changed, and for whom. Not to keep score, but because the details are what make a good idea travel. A number without a story inspires no one, and a story without the specifics cannot be copied by the next team that wants to try.

Behind every figure in this field is a person who can see, a coastline coming back, a family with a roof. Those stories deserve to travel further.

Subscribe and follow along. And if you are running a program, or know someone who is, tell us. We would love to feature it.

Light Houze. Read more at light-houze.com.

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