At our recent Impact in Action on strategic CSR, leaders from Danone Indonesia, BUMA International Group (BIG), and ecosystem experts all pointed to the same thing: impact is no longer a side project. It’s becoming part of business strategy.
Here are the key insights from the discussion.
Purpose-driven companies build impact into their operations
Karyanto Wibowo, Senior Director of Public Affairs & Sustainability at Danone Indonesia, shared that as a purpose-driven company whose mission is to provide nutritious products and support community wellbeing, addressing systemic issues comes natural to them.
When they faced a pressure around plastic waste, Danone Indonesia invested in building a circular waste ecosystem rather than relying on donations or short-term fixes. They worked with collectors, recycling partners, and local communities to create long-term solutions.
Companies are moving past charity toward long-term impact
Neglasari Martini, General Manager of ESG at BUMA International Group (BIG), shared that BIG used to rely on annual charity. Over time, they realized these donations didn’t solve recurring problems, which pushed them to shift to sustainable approaches.
This transition didn’t come without its own challenge. Their biggest challenge was pushing for mindset shifts and cultural change across leadership and teams.
ESG supports business performance and compliance
BIG’s BUMA School shows how ESG can deliver multiple strategic benefits at once. Instead of treating a regulation to hire local workforce as a box to tick, BIG turned it into a chance to train SMK students and prepare future talents. It fulfills compliance needs and supports their operational needs at the same time.
When ESG is embedded into operations, it can strengthen operations instead of feeling like an obligation.
ESG works when it is integrated into decision-making
Joseph Hendrik, Senior Manager for Litigation, Community Development, and Government Relations at MR DIY asked a question which led to a discussion on governance: Should ESG sit under the CFO?
Neglasari shared that at BIG, ESG reports directly to the CEO because it’s related to many functions at the company. This is to make sure that sustainability topics are part of early strategic conversations among the board rather than late-stage budget discussions.
Karyanto added that Danone’s reporting structures have changed globally over time. But what matters is that sustainability is cross-functional, integrated, and led by leadership. Their quarterly reviews involve finance, marketing, and other key functions.
At the end of the day, it’s less about to whom ESG reports and more about whether it’s integrated into strategy and operations.
Impact should drive CSR, not budgets
Herry Ginanjar, Chairman at The Indonesian ESG Professional Association (IEPA) reminded corporates that many CSR programs still start with the question “How much budget do we have?” when it should be “What impact do we want to create?”
CSR is often seen as “budget allocation.” But real sustainability happens when impact goals align with business priorities and community needs.
Policy and market conditions determine how far sustainability can go
Karyanto pointed out that internal commitments are not enough if not supported by enabling policies. While Danone’s global ESG commitments are clear, its implementation in Indonesia depends on regulations, infrastructure, even market conditions. This highlights the need for collaboration across corporations, government, and enablers to create the right conditions for sustainability to scale.
All in all, when ESG is intentionally integrated into business strategy, it could strengthen business growth and drive long-term value.
This article is part of our #INScope column, where we explore key trends, challenges, and solutions shaping the industry. Through #INScope, we share our perspectives on the evolving impact ecosystem and offer insights for sustainable growth and positive change.