Karun Hijau emerged as a light-asset social enterprise in Malaysia, reimagining urban recycling through a tech-enabled, community-first model. Founded in 2016 by Handson Tan, the enterprise offered a simple yet powerful service: coordinating recycling pickups via WhatsApp and rewarding users with digital “green points” that fostered both behavioral change and social impact. By leveraging gig logistics, digital tools, and grassroots trust, Karun Hijau avoided the costs of owning infrastructure, allowing it to remain agile, even through the COVID-19 crisis. However, as its user base grew and the demand for structured services intensified, limitations of its lean model surfaced.&nbsp;The case study explores the strategic crossroads facing Karun Hijau as it contemplates transitioning from a decentralized, partnership-based approach to building its Integrated Resources Hub, a centralized facility aimed at enabling larger-scale recycling, refurbishment, and education. This shift would require substantial investment, formal staffing, and a potential redefinition of its core values. Simultaneously, Karun Hijau navigates Malaysia’s fragmented recycling ecosystem, limited regulatory enforcement, and a lack of institutional support for social enterprises.&nbsp;The study uses qualitative insights to examine the tension between remaining lean versus scaling up for greater impact. It challenges learners to assess whether Karun Hijau should retain its nimble model or embrace structural growth, while staying true to its mission of fostering trust, sustainability, and inclusive community engagement.&nbsp;<hr>&nbsp;Cover Photo: <a href="https://unsplash.com/@jilburr?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">Jilbert Ebrahimi</a> on <a href="https://unsplash.com/photos/black-plastic-garbage-bin-with-wheels-beside-wall-b0p818k8Ok8?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">Unsplash</a> &nbsp;

Abstract

Late one afternoon in Petaling Jaya, a WhatsApp ping lit up Handson Tan’s phone. Attached: a photo of a battered refrigerator and a message:“Hi, I need help disposing of this. Can you collect this week?”A few days later, a “City Ranger” from Karun Hijau arrived, coordinated via WhatsApp. The old fridge was gone, responsibly recycled, and the sender’s account was credited with green points redeemable for groceries or donated to local communities.In that moment, Karun Hijau did more than collect waste. It reclaimed trust. Each bulky pick-up, each bag of recyclables, became a discrete promise upheld: their mission, defined in small but meaningful actions.<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/image2_70639f1d36.jpg"></figure>Recycling is an essential mission for sustainability | Photo by<a href="https://unsplash.com/@jannerboy62?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">&nbsp;Nick Fewings</a> on<a href="https://unsplash.com/photos/sprite-plastic-bottle-on-table--2lJGRIY5P0?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">&nbsp;Unsplash</a>But beneath the surface of these everyday victories lies a looming question:&nbsp;Can Karun Hijau scale up the model that was built on gig partnerships, WhatsApp coordination, and minimal capital, without losing its soul? &nbsp;

Introduction: A Message from the Pile

In 2014, Handson Tan, then a licensed independent financial adviser, volunteered at a community recycling event and was struck by a shocking contrast: despite Malaysia’s National 3R (Recycle, Reduce, Reuse) campaign running since the early 1990s, recyclable materials were still lumped into general waste. Segregation was rare, awareness minimal, and the entire recycling ecosystem felt underdeveloped.Handson’s frustration grew as he watched reusable plastics, paper, and electronics vanish into landfills while a vast informal “sell-to-scrap” system dominated. Waste pickers offered cash for recyclables: purely transactional, deeply inefficient, and leaving most households disconnected from real environmental impact.He realized Malaysia lacked a user-friendly, trust-based channel, which means an accessible recycling service driven by accountability. Out of that void, Karun Hijau (“Green Treasure”) was born in July 2016, launched in tandem with Malaysia’s Waste Segregation Enforcement Act.Karun Hijau set out to be different: a tech-enabled, community-first recycling service that used WhatsApp for coordination, paid users in digital “green points,” and managed bulky clean-ups. The goal was clear: transform inconvenient recycling into an empowering, trusted experience, where convenience met care, and every pickup meant a promise kept. &nbsp;<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/image6_f7c8ad0424.jpg"></figure>Karun Jijau's fields of work | Source:&nbsp;<a href="https://ireka.com.my/karun-hijau/" target="_blank" rel="noopener noreferrer">Ireka Group</a>&nbsp;

The Birth of Karun Hijau

When Karun Hijau first launched, its founders made a bold decision: they would not hire permanent staff, purchase trucks, or rent warehouse space. Instead, they built a lean, flexible operation that ran entirely on partnerships, platforms, and trust. This approach became the heart of Karun Hijau’s business model.Everything started with a message. Users sent a photo of their recyclables through WhatsApp, whether it was a bag of plastic bottles or a broken washing machine. On the other end, a “City Ranger” responded, confirmed the details, and coordinated the pickup through gig-based logistics services like Grab. The team didn’t own the vehicles or employ the drivers, but they built relationships that kept things running smoothly.From the beginning, Karun Hijau’s services were designed to remove friction. Households could schedule free pickups for everyday recyclables. Those with larger items could use a paid service, PAY2PICK, that handled everything from old furniture to unused electronics. And in return, users earned “green points,” a digital rewards system that could be exchanged for household goods or donated to those in need. Over time, Karun Hijau also began collecting used laptops and smartphones, refurbishing them or passing them on to underprivileged children who needed devices for online learning.<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/image5_cdfe4b2992.jpg"></figure>Poster of PAY2PICK Services | Source:&nbsp;<a href="https://ireka.com.my/karun-hijau/" target="_blank" rel="noopener noreferrer">Ireka Group</a>When the COVID-19 pandemic brought the country to a halt in 2020, Karun Hijau’s unorthodox model became its lifeline. While traditional recycling operators struggled with workforce disruptions and fixed costs, Karun Hijau had none of the usual liabilities. There were no trucks to idle, no staff to furlough, and no rent to cover. The team continued operating through flexible partnerships and digital communication. In a time of crisis, their model not only survived, but it quietly proved its resilience.This was a deliberate strategy rooted in resourcefulness. But as Karun Hijau’s user base grew and demand for more structured services increased, the very lightness that gave them agility was beginning to show its limits. The question now was whether this efficient, digital, and decentralized model could carry them into the next phase of growth. &nbsp;

A Model Without Machines

By early 2024, Karun Hijau had quietly amassed 1,400 registered “Green Citizens” and completed pickups from more than 6,000 casual users, all driven by word of mouth and grassroots efforts. The platform’s digital-first model, which combined seamless WhatsApp coordination and meaningful rewards, was beginning to bear fruit.Social media became their amplifier. Posts of City Rangers loading recyclable materials, behind-the-scenes sorting, and community events were shared widely, especially among millennials. Engagement grew organically, driven not by big budgets, but by relatable storytelling, highlighting users who redeemed green points for groceries or donated to rural students in need of devices.That reward mechanism became more than a loyalty program: it was a catalyst for behavior change. Users were motivated to regularly recycle, tracking their own environmental impact and household savings in real time. By early 2019, the platform had already credited over 351,000 green points and diverted nearly 195,000 kg of recyclables away from landfills (~370,000 kg CO₂e emissions prevented).<figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=r_aQyEedbi4"><div style="position: relative; padding-bottom: 100%; height: 0; padding-bottom: 56.2493%;"><iframe src="https://www.youtube.com/embed/r_aQyEedbi4" style="position: absolute; width: 100%; height: 100%; top: 0; left: 0;" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></figure>Recognition and expansion soon followed. Karun Hijau entered Penang in 2020, tapping into the state’s robust green agenda and aligning with municipal recycling targets. As awareness increased, so did ambition: the team began planning an Integrated Resources Hub and setting a bold target to reach 80,000 users within three years.Meanwhile, one of Karun Hijau’s most socially impactful initiatives took shape: collecting used laptops and smartphones for under-resourced students. This program became a true embodiment of their mission: linking environmental action with community upliftment through digital inclusion.&nbsp;

Earning Trust, Building Momentum

Despite its early success, Karun Hijau was operating in a field riddled with unseen obstacles. Malaysia had long had recycling targets and regulations on the books, but enforcement was weak and inconsistent. The national recycling rate remained stagnant at under 1% of total solid waste in 2018, despite ambitious goals set in Malaysia’s Eleventh Plan (40% diversion). Environmental laws existed in name only: partial oversight, overlapping responsibilities, and ineffective monitoring rendered them largely symbolic.On the social enterprise front, Karun Hijau found itself without clear legal recognition. Malaysia lacked any formal legal category for social enterprises, so the team had to register as a private limited company (Sdn Bhd), foregoing access to incentives like tax breaks, capacity grants, or procurement preferences. While SEMy2030 (Social Entrepreneurship Blueprint 2030) offered hope, implementation remained slow, and support structures were still embryonic.Public-sector confusion compounded the problem. Multiple agencies, including the Department of Environment, local councils, and the National Solid Waste Management Department, had overlapping mandates, but coordination was minimal. Recycling bins were scarce, public-awareness campaigns were fragmented, and local motivation was weak. Karun Hijau often found itself navigating patchy local enforcement and ad-hoc recycling infrastructure. &nbsp;<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/image1_635d09658f.jpg"></figure>Comparison of various entrepreneurship ecosystems and the key enablers for social enterprise, cooperatives and MSMEs | Source:&nbsp;<a href="https://ireka.com.my/karun-hijau/" target="_blank" rel="noopener noreferrer">Ireka Group</a>Funding gaps deepened these structural cracks. With no formal SE classification, the founders had no access to grants, impact investment channels, or government-sponsored procurement schemes aimed at social enterprises. They relied on service revenue and occasional CSR projects. Those are the resources far below what capital-intensive roadmaps would demand.Perhaps most stubborn of all was a cultural barrier: recycling in Malaysia was still pegged to “3D jobs”: dirty, difficult, and demeaned. Even as Karun Hijau turned recyclables into green points and eventually into impact, many Malaysians still saw the work as second-class. Shifting public perception was a quiet but critical struggle within the journey. &nbsp;

The Landscape Is Not Level

By mid-2024, Karun Hijau had gained momentum, but scaling to the next level revealed hard truths. Despite their agility and community trust, the organization faced significant technology and capital constraints, especially as they considered building an Integrated Resources Hub.<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/image3_695e7cb5f3.jpg"></figure>Karun Hijau, from Pick Up Service to E-Waste Green Action | Source:&nbsp;<a href="https://www.kuskop.gov.my/admin/files/med/image/portal/PDF/SEMy2030/SEMy2030_Booklet_ENG.pdf" target="_blank" rel="noopener noreferrer">SEMy2030 Booklet</a>Karun Hijau’s model thrived on flexibility. But this model skirted around a critical gap: they had no permanent infrastructure for sorting, repairing, or upcycling at scale. Advanced recycling equipment, such as e-waste disassemblers, plastic granulators, or textile recyclers, remained beyond reach due to both cost and technical know-how.These limitations were not trivial. Malaysia generates approximately 40,000 tonnes of waste daily, with around 25% being recyclable. Yet, without proper sorting and treatment facilities, much of it still ends up in landfills or ends up in exporting markets. While Karun Hijau had begun small-scale upcycling, it lacked the capacity for systematic processing and meaningful volume .The Integrated Resources Hub emerged as their answer: a facility that would co-locate collection, sorting, repairing, upcycling, and educational programming. It was a bold vision that could bring greater control and impact, streamline operations, and unlock new revenue streams. But it also came with trade-offs: capital investment, staffing, compliance, and administrative overhead. Those were fundamentally altering the light-asset nature that defined Karun Hijau’s DNA.To finance this vision, Karun Hijau began courting angel investors and impact-focused backers. Proposals hinted at the potential for revenue diversification through processed materials, refurbished electronics, and educational workshops. Yet with investment came the inevitable expectations of scalability, return metrics, and structured governance, adding pressure on a team accustomed to informal coordination and grassroots agility. &nbsp;

Innovation With Limits

Late one evening in mid‑2025, Handson Tan sat in his modest co‑working space, the soft hum of fluorescent lights overhead. On one side of the table lay a detailed blueprint of the proposed Integrated Resources Hub, vast enough for sorting stations, eco‑workshop spaces, and upcycling labs. On the other side was an open spreadsheet: projected expenses, occasional revenues, and a yawning cash‑flow gap that only angel‑investor funding could bridge.A soft chime echoed from his laptop: another message from a prospective investor, requesting KPIs (Key Performance Indicators), revenue models, and board‑structure proposals. Handson leaned back, exhaling slowly. He had built Karun Hijau on trust, creativity, and community spirit. The organization’s lean, partnership‑based model had enabled it to withstand shocks like COVID‑19 and protect its mission-first culture.But the next level of impact required structure. Building the Hub meant permanent staff, compliance layers, equipment maintenance and rent, which are the fundamentals the model had strategically avoided until now. The payoff could be deeper: better sorting rates, localized repair and reuse, more predictable flows, and a tangible presence that amplified credibility and control. However, those gains came at a cost: financial risk, mission distraction, and loss of daily flexibility.Handson’s dilemma was clear:<ul style="list-style-type:circle;"><li>Remain lean and flexible, continuing to scale through partnerships, digital coordination, and community outreach, risking operational unreliability and limited sectoral influence.</li><li>Invest in infrastructure and team, pursuing dependable impact, revenue generation, and professional credibility, risking mission drift, bureaucracy, and capital dependency.</li></ul>Here, the story pauses, not at an end, but at a turning point. The next chapter depends on how Handson and his team answer this:&nbsp;Will they build on the light‑asset agility that defined them or embrace the weight of structure required to scale deeper? &nbsp;

The Crossroads Moment

Quiz

Discussion Questions

<ul style="list-style-type:circle;"><li><a href="https://ireka.com.my/karun-hijau/" target="_blank" rel="noopener noreferrer">14 Jan Karun Hijau Leading the Way on Recycling</a></li><li>Photo by<a href="https://unsplash.com/@jannerboy62?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer"> Nick Fewings</a> on<a href="https://unsplash.com/photos/sprite-plastic-bottle-on-table--2lJGRIY5P0?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer"> Unsplash</a></li><li><a href="https://ega.karunhijau.com/" target="_blank" rel="noopener noreferrer">Karun Hijau</a></li><li><a href="https://www.nst.com.my/news/nation/2022/03/778625/can-malaysia-achieve-40-cent-recycling-rate-2025" target="_blank" rel="noopener noreferrer">Can Malaysia achieve 40 per cent recycling rate by 2025? | New Straits Times</a></li><li><a href="https://www.themalaysianinsight.com/s/415344#:~:text=Malaysia's%20recycling%20rate%20is%20up,goods%20reaching%204.626%20million%20tonnes" target="_blank" rel="noopener noreferrer">National recycling rate rises to 33.2% in 2022 | The Malaysian Insight</a></li><li><a href="https://www.mida.gov.my/waste-to-energy-for-a-sustainable-future/" target="_blank" rel="noopener noreferrer">Waste to Energy for A Sustainable Future - MIDA | Malaysian Investment Development Authority</a></li><li><a href="https://www.ilo.org/resource/news/malaysia-launches-new-social-entrepreneurship-development-framework" target="_blank" rel="noopener noreferrer">Malaysia launches new social entrepreneurship development framework | International Labour Organization</a></li><li><a href="https://www.nst.com.my/news/nation/2022/04/791198/pm-social-enterprises-can-contribute-towards-changing-nations-economy" target="_blank" rel="noopener noreferrer">PM: Social enterprises can contribute towards changing nation's economy [NSTTV] | New Straits Times</a></li></ul>

Sources & Further Reading

Malaysia

Other Services

Southeast Asia

PESTEL Analysis

Sustainability

Strategic Management

Social Enterprise

As Karun Hijau prepares to build an integrated resources hub and attract investors, Handson must decide: Should the company stay true to its partnership-based model, or invest in infrastructure and hiring core staff to achieve deeper impact and growth?

Karun Hijau - How Far Can a Light-Asset Social Enterprise Scale?

Moner Bondhu is a Bangladeshi social enterprise dedicated to addressing the country’s mental health crisis through accessible and affordable support services. This case study explores the journey of founder Tawhida Shiropa, who turned personal struggles into a nationwide initiative.Key issues examined include the organization’s financial sustainability, human resource development, and the integration of AI-driven tools to scale mental health services. Despite significant social stigma, limited resources, and structural barriers, Moner Bondhu has successfully balanced its social mission with financial sustainability by diversifying revenue streams, building strategic partnerships, and leveraging technology to enhance outreach and service delivery.By analyzing Moner Bondhu’s operations, this case study offers insights into the challenges and opportunities of scaling mental health services in a resource-constrained environment. It also provides learners with an opportunity to explore innovative approaches to social entrepreneurship, strategic growth, and sustainable impact.&nbsp;

<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/185_25_moner_bondhu_9ae534be19.png"></figure>A Snapshop of Moner Bondhu | Source: Moner BondhuAmong a population of 163 million people, more than 16% (26 million people, equivalent to the population of Australia) suffer from some form of mental disorder in Bangladesh. However, mental health services are not widely available and affordable, especially for marginalized and vulnerable groups such as women, students, climate refugees, ready-made garment factory workers, LGBTQIA+ communities, or those living in poverty. Moreover, mental health remains a taboo topic in Bangladesh, which limits public awareness and hinders many people from seeking the help they need.In this difficult context, the social enterprise Moner Bondhu has played a pivotal role in raising awareness about mental health, breaking down the taboo surrounding it, and providing professional counseling and support at scale, both online and in-person.&nbsp; &nbsp;<figure class="image image-style-align-center image_resized" style="width:75%;"><img src="https://duobfe01ry0nr.cloudfront.net/185_02_moner_bondhu_4193ff3a6c.png"></figure>Moner Bondhu is Contributing to the Mental Health Support System in Bangladesh | Source:&nbsp;<a href="https://monerbondhu.com/" target="_blank" rel="noopener noreferrer">Moner Bondhu</a>In this case study, we will explore how Moner Bondhu is addressing the gaps and challenges of mental health issues in Bangladesh. We will look at the humble start of Moner Bondhu based on the founder’s personal struggles and how they managed to scale their impact to millions of people over the years by building a strong team, leveraging partnerships, digital technologies (by harnessing AI and ML), and local communities, and uniting people on the common vision to ensure that “anyone who struggles with life can get help, anytime, anywhere”. We will also dive deeper into the inspiring story of Tawhida Shiropa, the Founder and CEO of Moner Bondhu, who turned her personal struggles with her mother into a mission to help others overcome their mental health issues and live happier lives. &nbsp;

Introduction

<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_03_moner_bondhu_a442303f49.jpg"></figure>Tawhida Shiropa, Founder of Moner Bondhu | Source:&nbsp;<a href="https://www.undp.org/asia-pacific/news/barriers-and-challenges-can-be-your-best-friends-%E2%80%93-story-tawhida-shiropa" target="_blank" rel="noopener noreferrer">UNDP Asia Pacific</a>Tawhida Shiropa, Founder and CEO of Moner Bondhu, was born in a peaceful small town in the northern part of Bangladesh. Throughout her childhood, she was always one of the most hardworking students in the class, carrying the dream of helping others to have a better life in the future.&nbsp;At 15, her parents got separated. It was the first time she ever felt devastated and shattered Shiropa felt that, moving forward, she now had the responsibility to to support her mother and her younger brother. While it made her grow as a strong and outgoing youth, it also prompted her to keep most of her feelings and emotions inside.&nbsp;<blockquote>To support my mom and my family, I had to take many hard decisions. I was very friendly but not expressive. I could not show my emotions properly to other people. That was the thing I was struggling with at that time.&nbsp;- Tawhida Shiropa, in an interview with Life Line Podcast</blockquote>At 18, Shiropa embarked on a new chapter as she moved to Dhaka, the capital, to study economics at the National University of Bangladesh. She left her family and was now sharing her room with 11 other girls. Two years later, in 2008, Shiropa became a journalist at The Daily Prothom Alo, Bangladesh's largest circulated newspaper, and worked there for the next 11 years, until 2019. There were only two women in the team, and 40 men. Besides, she was much younger than the rest of the team, with an average age of 40. Shiropa felt the invisible challenge of having to prove herself 3 times: as a writer, as a woman, and as a young person. And she did.<blockquote>I did many things at the same time. Sometimes I felt exhausted but I loved all those things. When I do something, I do it mindfully and seriously, putting in all my heart and my hard work.&nbsp;- Tawhida Shiropa, in an interview with Life Line Podcast</blockquote>With a meaningful job and a supportive work environment, Shiropa developed countless skills that helped her later in her entrepreneurial journey: communication, teamwork, leadership, resilience, working attitude, storytelling, empowerment, social media, and many more. Through Prothom Alo's confession box, she read people's stories about their struggles with mental health issues. She interviewed many of them to understand more about the emotional complex turmoils that could not be expressed properly and published articles to raise awareness among the general public.The major turning point was in 2015 when Shiropa's mother fell into depression. "Mom, why are you so quiet?", she felt that something was different but could not put it into words. Both Shiropa and her brother were so busy with work that they missed the early symptoms. They started to reach out for medical help when their mother started to develop body pain and lose appetite. There were many visits and examinations but they all focused on physical issues. Little by little, Shiropa brought together all the pieces of the puzzle she had about her mother's illness: physical pain, sleep disruption, and anxiety. That’s when her family embarked on a journey of professional mental health care to save her mother from depression.Acting as a caregiver during that tough time, Shiropa had to learn many things about mental health from the Internet and even completed a 6-month diploma on psychological matters. She learned that people with mental health issues always need proper care and someone to be there for them. This life journey brought her to start Moner Bondhu, “friend of your mind” in Bengali, in 2016, a platform where anyone can seek mental health support. &nbsp;<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_04_moner_bondhu_a235cd6c07.jpg"></figure>Tawhida Shiropa was named in the Vogue Business 100 Innovators 2023 | Source &amp; Sketch:&nbsp;<a href="https://www.tbsnews.net/bangladesh/bangladeshs-tawhida-shiropa-vogue-business-100-innovators-2023-698606" target="_blank" rel="noopener noreferrer">TBS News</a>&nbsp;

Tawhida Shiropa: Turning Personal Struggles into Action

<blockquote>Mental health is a state of mental well-being that enables people to cope with the stresses of life, realize their abilities, learn well and work well, and contribute to their community.&nbsp;- The World Health Organization (WHO)</blockquote>Worldwide, there are nearly one billion people who live with a mental disorder, and more than 75% of people with mental disorders in low-income countries do not receive treatment. It costs the global economy US$ 1 trillion each year in lost productivity. Some of the common mental health disorders include depression, anxiety, bipolar disorder, schizophrenia, substance use disorders, and dementia. Curing someone from their psychosis requires both professional care and interpersonal support.In Bangladesh, a populated South Asian lower-middle-income country, it is estimated that 15–35% of the population faces mental health problems. However, the country has a severe shortage of mental health professionals and facilities. According to WHO, there were only 0.5 psychiatrists, 0.17 psychologists, 0.05 social workers, and 0.03 nurses per 100,000 people in Bangladesh in 2022. Most of these professionals were concentrated in urban areas, leaving rural areas underserved. There were only 31 psychiatric in-patient units in the country, accounting for only 8% of the total number of hospital beds. Only 0.44% of Bangladesh's total health budget was allocated to mental health.&nbsp; &nbsp;<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_05_moner_bondhu_ed9882f640.jpg"></figure>WHO's Mental Health Coordinator and Counselor talking with a child and his mother at Hope Field Hospital | Source:&nbsp;<a href="https://www.who.int/bangladesh/news/detail/06-10-2020-no-health-without-mental-health---how-empathetic-and-proactive-mental-health-care-is-helping-health-workers-address-mental-health-conditions-in-cox-s-bazar" target="_blank" rel="noopener noreferrer">WHO Bangladesh (Tatiana Almeida)</a><h5 style="text-align:justify;">Mental Health Sector in Bangladesh: A PESTEL Analysis</h5>To analyze the characteristics of the mental health sector in Bangladesh in more detail, the PESTEL framework is applied with six factors: political, economic, social, technological, environmental, and legal factors.<ul style="list-style-type:circle;"><li>Political: While mental health services are scarce, the nation has adopted several mental health policies and plans to address it, such as the launch of the Mental Health Act in 2018 and the National Mental Health Policy in 2022.</li><li>Economic:&nbsp;The economic burden of mental disorders in Bangladesh is substantial. In 2016, its annual cost was US$ 4.8 billion, equivalent to 2.1% of the gross domestic product (GDP). It includes direct costs, such as health care expenditures and out-of-pocket payments, and indirect costs, such as productivity losses and social welfare payments. Meanwhile, government expenditure on mental health was only US$ 0.07 per capita in 2016, which equals 0.44% of the total health budget and 0.003% of the GDP.</li><li>Social: The Bangladeshi social stigma and discrimination associated with mental issues are pervasive and harmful. People with mental disorders are often labeled as "pagol" (mad), "bodmaish" (bad person), or "gunahgar" (sinner) and are subjected to ridicule, rejection, isolation, and abuse. Some people with mental disorders are abandoned by their families or communities, some are taken to traditional or religious healers who may perform harmful practices such as exorcism, beating, or burning.</li><li>Technological:&nbsp;In recent years, Bangladesh has made great progress in information and communication technology (ICT), with a high penetration of mobile phones and internet access. ICT can offer many opportunities for improving mental health care delivery, such as telemedicine, e-learning, e-counseling, e-prescription, and e-monitoring. However, there is also a lack of infrastructure, equipment, skills, standards, and regulations for using ICT in the mental health sector.</li><li>Environmental:&nbsp;Bangladesh is one of the most vulnerable countries to climate change and natural disasters, such as floods, cyclones, droughts, and landslides. These events cause impacts on the people, such as displacement, loss of livelihoods, trauma, stress and depression. They also affect the availability and quality of mental health services and resources. Besides, Bangladesh is one of the most densely populated countries in the world, with high levels of urbanization, traffic congestion, and air and noise pollution. These factors can cause stress, irritability, insomnia, and respiratory problems.</li><li>Legal:&nbsp;The legal framework for mental health in Bangladesh is inadequate and outdated. The existing laws that deal with mental health issues such as the Lunacy Act 1912, the Criminal Procedure Code 1898, and the Evidence Act 1872 are based on colonial-era concepts and practices that violate human rights and dignity. Until recently, The Mental Health Act 2018 was launched as a progressive legislation that aims to align with international standards such as the Convention on the Rights of Persons with Disabilities (CRPD) and the WHO Mental Health Action Plan.</li></ul>&nbsp;

Mental Health: Not So Simple to Tackle

<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/185_06_moner_bondhu_88321154b2.jpg"></figure>Moner Bondhu's Approach to Mental Health | Source: Moner BondhuMoner Bondhu has overcome challenges and evolved significantly since its founding days. Despite all the challenges, it has always committed to the mission of making professional counseling accessible, affordable, and convenient, especially to those who are vulnerable, face social stigma, and lack awareness. Being available both online and offline, Moner Bondhu offers various services, such as individual and corporate counseling, corporate AI-based software for employee assistance programs, a 24/7 hotline, self-test tools, courses, workshops, digital awareness campaigns, and interactive games.&nbsp;Until June 2024, Moner Bondhu has reached 5.3 million people nationwide through its campaigns, served 2.5 million people via workshops and programs, and offered 670,000 hours of counseling sessions, with 101,000+ paid customers. On this journey, Moner Bondhu has also collaborated with UNDP, Citi Foundation, USAID, and garment factories to provide psychosocial support to people affected by COVID-19, climate change, and workplace stress.&nbsp;Moner Bondhu received the Best Startup award from the ICT Division at Digital World, was part of the Youth Co:Lab Summit 2020’s Top 5 Social Entrepreneurs, was awarded the UN Women 2021 Asia-Pacific WEPs Awards, won the Tommy Hilfiger Fashion Frontier Challenge 2022 and was featured in Vogue Business 100 Innovators List. Moner Bondhu has touched thousands of lives with its empathetic and professional approach. Moner Bondhu means more than just a name - it is a friend of people's minds and hearts, a home for many, and a force that drives change. &nbsp;

Moner Bondhu: A Friend in Need

For the first 3 years of Moner Bondhu, Shiropa juggled between her newborn enterprise and her current work at Prothom Alo as a journalist. She reached out to people in her network and created a team of 8. They first aimed to build both a website and an app but only managed to run the website because they lacked capital. Shiropa even put her own savings into this project. Later, when Moner Bondhu received funding from Startup Bangladesh, the ICT Division, and several other organizations, it finally came into full swing and Shiropa decided to quit the journalist job she loved and stayed with for over 11 years to go all-in for Moner Bondhu.Mental health is absolutely not the easiest sector to scale up, or even to build a business for. Moner Bondhu has mobilized the resources it needed throughout its evolution, including the team, financial sources, partnerships, and outreach to the community.<h5 style="text-align:justify;">The Team</h5>Recruiting professional counselors with relevant experience and certification was crucial for Moner Bondhu right from the start. As important for Shiropa was to find team members who are passionate, compassionate, and respectful of confidentiality.&nbsp;Moner Bondhu's 24/7 helpline responders are not counselors but must have a background in psychology, with the knowledge and necessary training to communicate with psychologically distressed people.The company also hired staff who handled the administrative, marketing, and technical aspects of the platform, covering teams on technology, content, research, management, maintaining the ethical code of conduct and WHO guidelines, or data privacy regulations and confidentiality. Moner Bondhu has its own HR, safety security, gender, and IT policies. The team grew from 5 members in 2016 to over 70 in 2023. To maintain the well-being and the collectivity of the team, there are monthly supervision sessions, weekly meetings, well-being sessions with senior counselors, and team-building activities.&nbsp;<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_08_moner_bondhu_4f3df309cc.png"></figure>Moner Bondhu's Expert Panel (2023) | Source: Moner Bondhu<h5>Business model &amp; funding sources</h5><blockquote>Our service is not free. But our motto is to be a platform that ensures that not even a single person will be left out of getting psychological support just because of a lack of money.&nbsp;- Tawhida Shiropa, in an article on The Business Post</blockquote>Moner Bondhu offers various services, for various types of customers:<ul><li>Business to Customers (B2C) services through counseling and online courses.</li><li>Business to Business (B2B) services through tailored projects for businesses.</li></ul>B2C services<ul style="list-style-type:circle;"><li>Counseling: There are 4 options for counseling services, depending on the customers’ profiles: it costs from US$ 7.3 per hour for students to US$ 22.7 for a 90-minute family session. Counseling can be booked online, or via their app, as well as via the hotline, for people who cannot afford Internet or a smartphone: they can call the hotline, and then Moner Bondhu will call them back.</li><li>Online courses: There is a wide range of online courses that customers can purchase, on mental health and wellbeing.</li><li>Free services: Aiming to be a platform for everyone in need, Moner Bondhu provides many free services, with a lot of free online courses, articles, games and tests.</li></ul>B2B servicesMoner Bondhu tailors customized employee well-being programs including counseling, assessment, meditation and training for businesses to bring well-being, increase productivity and improve work-life balance to the workplace.&nbsp;Moner Bondhu’s Employee Assistance Program (EAP) is a cutting-edge AI and data-driven solution that is transforming how organizations support the mental well-being and productivity of their teams. Their EAP solution utilizes a multimodal generative AI evaluation strategy that assesses employees' mental well-being through an engaging and interactive interface, featuring gamified situational evaluations. These evaluations use video, audio, and text-based inputs, offering a comprehensive, immersive experience that uncovers the nuances of an employee’s mental and emotional state.&nbsp;The platform goes beyond individual support, providing holistic insights into overall employee motivation, engagement, and satisfaction, empowering leaders to make informed decisions that shape a more productive, meaningful, and supportive workspace. Currently, Moner Bondhu is providing online and in-person customized employee support to 50 companies and organizations in Bangladesh and abroad. Moner Bondhu measured the impact of their interventions and technology through feedback tools where 98% of our customers reported that they were highly satisfied with the services. Workplaces, where Moner Bondhu provides employee assistance programs (EAP), saw significant increases in employee retention rates and a decrease in absenteeism and sick leaves.<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_09_moner_bondhu_eac0703c1f.png"></figure>Moner Bondhu's Counseling Services | Source: Moner BondhuBesides, Moner Bondhu also received grants from various sources, such as the World Bank, which have fueled its meaningful activities. To run as a financially viable enterprise, Moner Bondhu diversified its business model via both services and products, while also seeking grants and funds from external sources to lessen the burden of price for its customers.<h5 style="text-align:justify;">Partnerships</h5>Moner Bondhu partnered with several foundations and organizations that supported its vision and mission. For example, Moner Bondhu collaborated with UNDP to implement the 'Psychosocial Support' portion of their COVID-19 crisis response project, which aimed to provide free 24/7 telephone and video counseling for all. Moner Bondhu also worked with the UNDP to provide psychological aid to people in Dacope, one of the most remote and climate-vulnerable parts of Bangladesh’s southern coast. Moner Bondhu recently collaborated with UNDP on another campaign: 'Strengthening Mental Health Resilience Against Cyberbullying and Online Harms,' aiming to raise awareness and empower individuals, particularly women, to fortify their mental well-being in the face of online adversities. Moner Bondhu also received ongoing training and mentorship from Youth Co:Lab, co-led by UNDP and Citi Foundation.The year 2019 marked Moner Bondhu's important step: scaling up. It did three big projects and signed an agreement with the Bangladesh Garment Manufacturers and Exporters Association (BGMEA) to provide mental health solutions for 18,000 garment workers in 50 factories, as Bangladesh is known for the massive garment production industry, in which many people are working under harsh conditions.<h5 style="text-align:justify;">Outreach to the Community</h5><figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/180_10_moner_bondhu_edd833b874.png"></figure>The Vicious Cycle Between Poverty and Mental Ill-Health Exacerbates Mental Health Conditions | Source: WHO's World Mental Health Report 2022To Moner Bondhu, mental health treatment should not remain a privilege that only wealthy people can afford - it must be available for everyone. Being aware that Bangladesh's economy is in the lower-middle-income range, with many people living in poverty and other vulnerabilities, Shiropa and her team not only provide counseling services but also run online awareness campaigns.Moner Bondhu appears regularly on TV and radio, having their experts respond to the audience's live questions. Its radio show has aired about 500 episodes since 2016. It is also very active on social media with quizzes, and articles sharing from experts. Its Facebook page has almost 320,000 followers, with content both in English and Bengali, to reach not only Bangladeshis in Bangladesh but also migrants in the country and Bangladeshis who live overseas. &nbsp;

Mobilizing Resources on the Way

<a href="https://unsdg.un.org/2030-agenda/universal-values/leave-no-one-behind" target="_blank" rel="noopener noreferrer">Leave No One Behind (LNOB)</a> is one of the central, transformative principles of the 2030 Agenda for Sustainable Development and its Sustainable Development Goals (SDGs). It means that all people, regardless of their backgrounds, have rights and responsibilities to fulfill their potential in life, and lead decent, dignified, and rewarding lives in a healthy environment. It also means that the specific needs of vulnerable countries and groups, such as those living in poverty, children, youth, persons with disabilities, older persons, Indigenous peoples, refugees, and migrants, are addressed and prioritized.&nbsp;<figure class="image image-style-align-center image_resized" style="width:75%;"><img src="https://duobfe01ry0nr.cloudfront.net/185_11_moner_bondhu_c058828e71.png"></figure>Leave No One Behind is Grounded in the UN’s Normative Standards | Source:&nbsp;<a href="https://jointsdgfund.org/article/leave-no-one-behind" target="_blank" rel="noopener noreferrer">Joint SDG Fund</a>Having a strong connection with the UN's SDGs, Moner Bondhu serves different groups of people who need mental health care, such as garment factory workers, students, professionals, housewives, and people living in remote and vulnerable areas. The company offers its services through different means that can benefit a diverse group of people, such as online platforms, phone calls, video calls, on-site workshops, and counseling sessions.Significantly, during the COVID-19 pandemic, Moner Bondhu has been playing a vital role in providing psychosocial support to people who are facing stress, anxiety, depression, isolation, and other challenges due to the crisis. It organized over 80 free webinars, and launched the first-ever COVID-19 response mental health app in Bangladesh, which provides free counseling, self-help tools, resources, and community support to users.&nbsp;Moner Bondhu operated 'Stories of Healing and Healthy Mind', a US$ 60,000 project in collaboration with UNDP, to provide psycho-social support in the COVID-19 crisis. During five months, it received 11,690 calls from 52 districts across Bangladesh and from overseas, with a 100% satisfaction rate.<figure class="image"><img src="https://duobfe01ry0nr.cloudfront.net/185_12_moner_bondhu_f46c66d238.png"></figure>Key Findings of 'Stories of Healing and Healthy Mind' | Source:&nbsp;<a href="https://e6100481-97b8-4cef-940c-bf5b6b7657fe.filesusr.com/ugd/5033a0_18ffc85096364cc5b0a5d3a6c7a82f2d.pdf" target="_blank" rel="noopener noreferrer">UNDP</a><blockquote>In addition to the stigma and lack of awareness, I feel that mental health is a very neglected sector. [...] I want Moner Bondhu to become a leading force for change.- Tawhida Shiropa, in an interview with Life Line Podcast&nbsp;</blockquote>

Building An Enterprise to 'Leave No One Behind'

<ul style="list-style-type:circle;"><li>Hasan, M. T., Anwar, T., Christopher, E., Hossain, S., Hossain, M., Koly, K. N., Saif‐Ur‐Rahman, K. M., Ahmed, H. U., Arman, N., &amp; Hossain, S. W. (2021). The current state of mental healthcare in Bangladesh: part 1 – an updated country profile. BJPsych International, 18(4), 78–82.</li><li><a href="https://monerbondhu.com/about" target="_blank" rel="noopener noreferrer">About Us | Moner Bondhu</a></li><li><a href="https://play.google.com/store/apps/details?id=io.xentech.monerbondhu&amp;pli=1" target="_blank" rel="noopener noreferrer">Moner Bondhu | Apps on Google Play</a></li><li><a href="https://www.startupbangladesh.vc/portfolio/moner-bondhu/" target="_blank" rel="noopener noreferrer">Moner Bondhu | Startup Bangladesh</a></li><li><a href="https://www.youthcolab.org/post/barriers-and-challenges-can-be-your-best-friends-the-story-of-tawhida-shiropa" target="_blank" rel="noopener noreferrer">Barriers and challenges can be your best friends – the story of Tawhida Shiropa | Youth Co:Lab</a></li><li><a href="https://www.undp.org/bangladesh/stories/moner-bondhu-friend-need" target="_blank" rel="noopener noreferrer">Moner Bondhu: A friend in need | United Nations Development Programme</a></li><li><a href="https://www.who.int/initiatives/who-special-initiative-for-mental-health/bangladesh" target="_blank" rel="noopener noreferrer">WHO Special Initiative for Mental Health: Bangladesh | World Health Organization</a></li><li><a href="https://www.who.int/health-topics/mental-health" target="_blank" rel="noopener noreferrer">Mental Health | World Health Organization</a>&nbsp;</li><li><a href="https://www.who.int/bangladesh/news/detail/06-10-2020-no-health-without-mental-health---how-empathetic-and-proactive-mental-health-care-is-helping-health-workers-address-mental-health-conditions-in-cox-s-bazar" target="_blank" rel="noopener noreferrer">World Mental Health Day - No Health Without Mental Health | World Health Organization</a></li><li><a href="https://www.who.int/publications/m/item/mental-health-atlas-bgd-2020-country-profile" target="_blank" rel="noopener noreferrer">Mental Health Atlas 2020 Country Profile: Bangladesh | World Health Organization</a>&nbsp;</li><li><a href="https://www.worldbank.org/en/country/bangladesh" target="_blank" rel="noopener noreferrer">Bangladesh | World Bank</a>&nbsp;</li><li><a href="https://unsdg.un.org/2030-agenda/universal-values/leave-no-one-behind" target="_blank" rel="noopener noreferrer">Leave No One Behind | UNSDG</a>&nbsp;</li><li><a href="https://www.jica.go.jp/Resource/english/news/field/2021/20220311_01.html" target="_blank" rel="noopener noreferrer">15 Asian startups participated in an accelerator program, held Emerging Tech Pitch Final in Asia | JICA</a></li><li><a href="https://businesspostbd.com/back/moner-bondhu-making-mental-healthcare-accessible-to-all-2023-02-10" target="_blank" rel="noopener noreferrer">Moner Bondhu: Making mental healthcare accessible to all | The Business Post</a></li><li><a href="https://www.tbsnews.net/feature/panorama/moner-bondhu-friend-need-164950" target="_blank" rel="noopener noreferrer">Moner Bondhu: A friend in need | The Business Standard</a></li><li><a href="https://www.tbsnews.net/bangladesh/bangladeshs-tawhida-shiropa-vogue-business-100-innovators-2023-698606" target="_blank" rel="noopener noreferrer">Bangladesh’s Tawhida Shiropa in Vogue Business 100 Innovators 2023 | The Business Standard</a></li><li><a href="https://www.tbsnews.net/thoughts/unmasking-mental-health-stigma-bangladesh-732622" target="_blank" rel="noopener noreferrer">Unmasking mental health stigma in Bangladesh | The Business Standard</a></li><li><a href="https://www.dhakatribune.com/bangladesh/295625/undp-moner-bondhu-provide-mental-health-support" target="_blank" rel="noopener noreferrer">UNDP, Moner Bondhu provide mental health support for climate change victims | Dhaka Tribune</a></li><li><a href="https://buildbangladesh.com.bd/2023/05/08/startup-focus-moner-bondhu/" target="_blank" rel="noopener noreferrer">Startup Focus: Moner Bondhu | Build Bangladesh</a></li><li><a href="https://www.thedailystar.net/life-living/news/factory-floors-vogues-top-100-tawhida-shiropas-moner-bondhu-earns-international-recognition-3416311" target="_blank" rel="noopener noreferrer">From Factory Floors to Vogue's Top 100: Tawhida Shiropa's Moner Bondhu Earns International Recognition | The Daily Star</a>&nbsp;</li><li><a href="https://www.thedailystar.net/life-living/news/next-moner-bondhu-i-am-the-solution-youthful-event-focusing-mental-health-3315186" target="_blank" rel="noopener noreferrer">Next-Moner Bondhu I am the solution: A youthful event focusing on mental health | The Daily Star</a></li><li><a href="https://www.thedailystar.net/star-youth/news/moner-bondhu-circle-empathetic-listeners-1897906" target="_blank" rel="noopener noreferrer">Moner Bondhu: Circle of empathetic listeners | The Daily Star</a></li><li><a href="https://www.voguebusiness.com/sustainability/the-vogue-business-100-innovators-class-of-2023-sustainability-thought-leaders" target="_blank" rel="noopener noreferrer">The Vogue Business 100 Innovators: Sustainability Thought Leaders | Vogue Business</a></li><li><a href="https://borgenproject.org/mental-health-in-bangladesh/" target="_blank" rel="noopener noreferrer">The State of Mental Health in Bangladesh | The Borgen Project</a></li><li><a href="https://www.aa.com.tr/en/asia-pacific/bangladesh-mental-health-stigma-a-barrier-to-care/2208229" target="_blank" rel="noopener noreferrer">Bangladesh: Mental health stigma a barrier to care | Anadolu Agency</a>&nbsp;</li><li><a href="https://www.reuters.com/article/bangladesh-climate-health-idUSL8N3AG2IU" target="_blank" rel="noopener noreferrer">Climate change takes heavy toll on mental health in Bangladesh | Reuters</a>&nbsp;</li><li>Cover photo: <a href="https://unsplash.com/@marlis_akbar" target="_blank" rel="noopener noreferrer">Marlis Trio Akbar</a> on Unsplash</li></ul>&nbsp;

Bangladesh

Health & Wellness and Beauty

Entrepreneurship

Theory of Change

Business Model Canvas

South Asia

Innovation Management

Tawhida Shiropa founded Moner Bondhu, a mental health platform inspired by her family's struggles. After 7 years, it has supported over 5.3 million people in Bangladesh through AI, digital tools & counseling. How did Shiropa and her team make it happen?

Moner Bondhu - Empowering Millions of People to Take Care of Their Mental Health

Hand Social Enterprise, established in 2016 and headquartered in Thailand, is a pioneering organization dedicated to combating corruption and promoting good governance. Founded by Dr. Torplus Yomnak, it empowers citizens to foster transparency through research, training, project management, and innovative communication strategies. Leveraging social media and partnerships with over 50 agencies, Hand Social Enterprise disseminates knowledge, engages communities, and advocates for systemic change in Thailand’s socio-political landscape.This case study examines Hand Social Enterprise's innovative efforts to address deeply rooted corruption and systemic barriers, such as limited public engagement and resistance to transparency. Notable initiatives include promoting open data, advocating for legal reform through the "legal guillotine," and building an anti-corruption ecosystem. The case also highlights the organization's balance of social impact and financial sustainability, providing valuable insights into its strategies and stakeholder engagement.&nbsp;&nbsp;

In the heart of Thailand, a country renowned for its rich culture and vibrant economy lies a pervasive challenge that is common and familiar in the global space: corruption. In a society where this issue often remains veiled in shadows, social enterprises have emerged as beacons of transparency and good governance. With a specific focus on Thailand, a nation grappling with corruption, there is an organization working towards this cause: Hand Social Enterprise.Hand Social Enterprise, a Thai social enterprise, has embarked on a remarkable mission - to promote good governance and effectively combat corruption. With a diverse array of projects, knowledge-sharing initiatives, and collaborative networks, Hand strives to drive an anti-corruption ecosystem across Thailand. Behind Hand Enterprise’s drive, is a team of passionate people - one of them is co-founder and chief advisor, Torplus Yomnak, Ph.D. whose passion for good governance has driven him and his team to establish Hand Social Enterprise.<blockquote>I founded Hand Social Enterprise because I believe in taking real action. My goal for Hand is to be a part of a society where everyone can easily access information. That's why I chose the name "Hand" to represent this idea.- Torplus Yomnak, Director of the Knowledge Hub for Regional Anti-Corruption (KRAC) and co-founder of HAND Social Enterprise</blockquote>Beyond the theoretical realm, this social enterprise has rolled up its sleeves, putting the concept of "doing" into practice and offering a tangible path to reducing corruption in a society where it has taken root. But Hand's journey is not without its share of challenges and complexities.In this case study, we will embark on a journey through the world of social enterprises and their relevance in addressing pressing societal issues, exploring Thailand's unique landscape, grappling with corruption issues, and the emergence of social enterprises as change-makers. Through the lens of Hand Social Enterprise, we will examine its mission, services, and accomplishments in the pursuit of a corruption-free society, the challenges they've faced, and their strategic visions for the future. How do social enterprises like Hand navigate complex issues in their quest for societal betterment, and what lessons can be drawn from their journey?

Traditionally, social problems and issues have been solved and supported by charities, often not-for-profit organizations. Financial support often comes from donations and grants. In the same traditional sense, the opposite of charity and donation work is the concept of doing business to make a profit for business owners. In more recent years in the 2020s, the business landscape has shifted away from traditional profit-making or simply solving social problems as separate entities. This transition allows social enterprises and social entrepreneurs to come up as a hybrid profit-making business to support social problems.When it comes to Social Enterprise, the United Kingdom (UK) is widely recognized as a leading country in the social enterprise sector. The term social enterprise refers to a business with clear social objectives, and a significant portion of its income is derived from the sales of goods and services. A major part of those profits are then reinvested back into the company to support in achieving its social objectives.&nbsp; It is a special type of business that prioritizes making a positive impact on society and the environment over simply earning money. Unlike regular businesses, the primary goal of social enterprises is not just to maximize profits for shareholders; they also aim to create benefits for the greater good. These companies use their profits to support programs that address important social issues, making the world a better place.<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/202_TOMS_b480d54f39.jpg"></figure>TOMS | Photo by<a href="https://unsplash.com/@jeremyperkins?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">&nbsp;Jeremy Perkins</a> on<a href="https://unsplash.com/photos/pair-of-brown-toms-loafers-on-brown-sand-WpdpUUcbGJM?utm_content=creditCopyText&amp;utm_medium=referral&amp;utm_source=unsplash" target="_blank" rel="noopener noreferrer">&nbsp;Unsplash</a>An example of a well-known social enterprise is TOMS Shoes. TOMS is a company that sells shoes and follows a "one-for-one" business model. For every pair of shoes they sell, they give a pair to a child in need. The company also partners with non-profit organizations to support 3 main areas: mental health, access to opportunity, and ending gun violence. They have expanded their mission to include eyewear and providing clean water, showing that a business can make money while doing good for others.However, Social Enterprise is often confused with Corporate Social Responsibility (CSR). While similar sounding, they are different in many ways. The key distinction between Social Enterprise and CSR is in their origins and approach. Social Enterprises are born with the specific goal of creating social change and integrating this into their business model. In contrast, CSR programs are secondary activities that companies engage in to create social impact as an add-on to their primary business operations. Social Enterprises are proactive in pushing for social change, while CSR tends to be a response to social issues. Social Enterprises are characterized by their proactive commitment to social good, woven into their core business model. CSR, in contrast, represents a reactive approach where companies engage in social initiatives alongside their primary business activities.<h5 style="text-align:justify;">Social Enterprise in Thailand</h5>Thailand has a rich history of social enterprises, with a variety of forms and a growing focus on supporting these ventures. Social enterprises play an essential role in addressing social and environmental issues, as well as promoting sustainability. In Thailand, co-operatives, which align with social enterprise criteria, have operated for over a century. In the 1970s, early entrepreneur-led social enterprises emerged, including royal projects that aimed to provide employment for ethnic minorities in remote areas, which had limited access to public services. These projects evolved into more commercial business models to ensure financial sustainability. Social Enterprises aim to develop, assist, or solve social or environmental problems by seeking revenue and generating profit.&nbsp; While profit is necessary, social enterprises often don’t aim for the highest profits - just enough to become self-reliant and maintain operations sustainably to produce tangible social outcomes.In addition to these, various well-known social enterprises were initiated by the Population, and Community Development Association, such as Cabbages &amp; Condoms Restaurants and Birds &amp; Bees Hotels. In the late 1990s, more social enterprises emerged, including Chaophya Abhaibhubejhr Hospital, GreenNet Co-operative, and Dairy Home. Recent social enterprises, established from 2010 onwards, have received support from the government, which introduced a social enterprise promotion policy.These social enterprises in Thailand have diverse backgrounds, ranging from entrepreneur-led businesses to community enterprises and co-operatives, many of which fit the typical criteria of social enterprise. The Thai government has officially recognized the recent surge in social enterprises through the Thai Social Enterprise Office (TSEO) and the National Board on Social Enterprise Promotion. They focus on driving social and economic development, addressing social problems, and promoting sustainability across the country.&nbsp;Unfortunately, social enterprises in Thailand face many barriers and often struggle to find success.&nbsp;<a href="https://www.sethailand.org/resource/pioneer-post-se-report/" target="_blank" rel="noopener noreferrer">According to a report by SE Thailand</a>, a third of respondents face difficulties in finding investors due to a limited network. Building connections with investors is crucial for securing both financial and non-financial support. A constrained network may hinder social enterprises from accessing the resources needed for growth. A significant obstacle for Thai social enterprises is access to capital, both in the form of loans and equity.Approximately a quarter of businesses surveyed reported this as a major challenge. This lack of financial support can impede their ability to scale operations, invest in innovation, and sustain growth. Another major obstacle is the lack of awareness among the general public and customers. About 23% of respondents reported this as an issue. Limited awareness can impact the market reach and demand for products or services offered by social enterprises, hindering their growth potential.

The World of Social Enterprise

Hand Social Enterprise is a Thai organization committed to fighting corruption and promoting good governance. Their primary goal is to create a society free from corruption and built on principles of transparency. They emphasize the importance of involving people from all sectors in their mission. Hand Social Enterprise provides a range of services aimed at empowering citizens to access information and actively participate in the fight against corruption.Their journey began with an academic seminar on "Expanding new ideas to prevent corruption." This seminar served as the inspiration for connecting anti-corruption networks and working towards long-term sustainability. The name "Hand" represents their belief that everyone can contribute to reducing corruption by starting with things that are easily accessible. Over time, Hand Social Enterprise has expanded its scope to include various projects and collaborations involving more than 50 agencies and institutions. They use social media to make academic work accessible and easy to understand, with the goal of raising awareness among the wider society.<h5 style="text-align:justify;">Leading Through Passion: Dr. Torplus Yomnak</h5>Dr. Torplus Yomnak, an Assistant Professor of Economics at Chulalongkorn University, is one of the co-founders and driving forces behind Hand Social Enterprise's anti-corruption efforts. His unwavering passion for addressing corruption has been instrumental in the establishment and success of Hand Social Enterprise.<figure class="image image-style-align-center"><img src="https://duobfe01ry0nr.cloudfront.net/202_Dr_Torplus_1840489b19.png"></figure>Torplus Yomnak, Ph.D. |&nbsp;Srouce: <a href="https://hand.co.th/about-us" target="_blank" rel="noopener noreferrer">Hand Social Enterprise</a>Dr. Torplus's journey into anti-corruption work began as a student at Chulalongkorn University, where he researched corruption issues. He continued his research during his doctoral studies at the University of Cambridge, where he focused on strategies to combat corruption in Thailand's construction industry. His work reflects his deep commitment to the fight against corruption.The establishment of Hand Social Enterprise is attributed to some societal pain points. First, access to government documents and projects was limited. This could be due to Thailand’s paper-based system. While government bodies are transitioning to digital-based systems, it is still majority paper-based. Second, if data is available, they’re often not up-to-date. Hand Social Enterprise aims to fill these gaps with the mission to prevent, reveal, and educate the Thai people.Dr. Torplus firmly believes in the power of collaboration and transparency. He emphasizes that combatting corruption requires collective efforts from individuals in various sectors, rather than relying solely on individual initiatives. To support his research and anti-corruption activities, he founded the Corruption Research Center, "Siam Lab," at the Faculty of Economics, Chulalongkorn University. Additionally, he co-founded "HAND Social Enterprise" with friends to engage in projects with government agencies, the public, and the private sector. Dr. Torplus's work has significantly contributed to the reduction of corruption in Thailand, as demonstrated by improvements in the Corruption Perception Index.

Hand Enterprise: Company Background

In Thailand, like in many parts of the world, corruption has been a longstanding challenge. It undermines the integrity of institutions, hinders economic development, and erodes trust within society. Recognizing the detrimental impact of corruption, Hand Social Enterprise has made it their mission to tackle this issue head-on.Hand Social Enterprise understands that one of the fundamental strategies to combat corruption is to enhance transparency. They are determined to develop tools that empower citizens to access critical information, thus breaking down barriers that exist in obtaining information related to corruption and good governance. The following are the key roles that Hand Social Enterprise engages in for the fight against corruption.<ul style="list-style-type:circle;"><li style="text-align:justify;">Academic Work and Research: Hand Social Enterprise is engaged in extensive research to understand the various facets of corruption, good governance, and transparency. Their research efforts are instrumental in developing knowledge in these areas.</li><li style="text-align:justify;">Project Management: The organization actively manages projects related to anti-corruption and good governance. They prioritize transparency and involve civil society and citizens at every stage of project execution.</li><li style="text-align:justify;">Training: Hand Social Enterprise organizes training programs to equip individuals with the skills and knowledge required to promote good governance and participate in the fight against corruption.</li><li style="text-align:justify;">Communication: To make academic work accessible and comprehensible, Hand Social Enterprise creatively communicates its research to the public. They strive to create awareness in society.</li><li style="text-align:justify;">Assessment: The organization evaluates project results and social impacts in its efforts to promote good governance and anti-corruption mechanisms towards sustainability.</li><li style="text-align:justify;">Consultation: Hand Social Enterprise acts as a middleman, facilitating cooperation between various organizations and ensuring the smooth and efficient coordination of anti-corruption initiatives.</li></ul>

Hand Social Enterprise’s Fight Against Corruption in Thailand

Corruption poses a significant challenge to Thailand, permeating various sectors and eroding the foundation of the rule of law. To tackle this deeply rooted issue effectively, a comprehensive and multifaceted approach is imperative. Justice reform is a pressing concern in Thailand. Challenges manifest in various aspects of the justice system, including the investigation process, the correctional system, and the overall legal framework. Achieving a fair and efficient justice system is of paramount importance in light of these challenges.Public participation, particularly at the grassroots level, presents a significant challenge. The limited involvement of the public in the process of enacting or amending laws is a considerable barrier to achieving comprehensive and just legal reforms. Inclusion of the public's perspectives and needs in the legislative process is vital to ensure that laws are designed to benefit all segments of society.In the context of these overarching challenges, HAND Social Enterprise faces its own set of obstacles as it strives to address corruption and promote justice reform. The organization's efforts are contingent on navigating a complex legal landscape and promoting open government and transparency in a society that has historically struggled with corruption and a lack of accountability.HAND Social Enterprise focuses on promoting open data and encouraging the disclosure of government information as a means to address corruption. However, they face the challenge of pushing for transparency in a system where information is often selectively disclosed, making it difficult for the public to engage effectively and demand accountability.Additionally, the organization works on legal reform, particularly advocating for a "legal guillotine" to eliminate outdated and redundant laws. This initiative simplifies the legal framework and promotes fair, modern, and efficient laws. Nevertheless, it requires overcoming resistance to change and ensuring that relevant stakeholders support the process.Overall, HAND Social Enterprise's challenges include advocating for greater transparency, overcoming resistance to legal reform, and engaging a public that may not yet fully grasp the importance of these initiatives in combating corruption and promoting justice reform in Thailand.

The Challenges and Future Ahead

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Thailand

Operations Consulting

Mishell Albores

Corruption is a common and complex problem that many nations face. How does Hand Social Enterprise battle corruption, drive good governance, and redefine transparency in Thailand?

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