This is a project located in #Malaysia.

Related SDGs:

• #SDG12 (Responsible consumption and production)
• #SDG15 (Life on land)

Data collection methods: Interview

Updated since: 2014

Background

Wild Asia is a social enterprise that provides environmental consultancy in the areas of standards compliance and improvement of business practices. Through consultancy projects, assessments, and training, Wild Asia provides the technical knowhow to companies to ensure that their practices are environmentally and socially sustainable.

Among the different areas focused on are:

1. Palm oil: Wild Asia works with small, medium and large companies, in all stages of the supply chain from plantations to retail. Services provided include consultancy or advisory support, social and environmental assessments, risk assessments and assurance programmes, as well as training and capacity building. One of the schemes under the palm oil initiative is the Wild Asia Group Scheme for Small Producers (WAGS), which supports small producers in their farming practices to reach international standards such as RSPO, to increase marketability.
2. Responsible tourism: Wild Asia has held its annual Responsible Tourism Awards since 2006, recognising tourism operators that try to run their businesses sustainably. Similar to its palm oil initiative, it also provides consultancy and training to businesses that are interested to green their practices.
3. Biodiversity: On biodiversity, Wild Asia works on spreading awareness and providing consultancy on areas with High Conservation Values (HCV). It was one of the earlier implementers of HCV concepts of the HCV Resource Network, and is endorsed by RSPO to provide HCV assessments.
4. Sustainable building: Wild Asia provides technical assistance to individuals and project developers to build low-impact buildings, and to retrofit existing buildings. It draws upon its in-house expertise in Earthship Biotecture to create rainwater harvesting and hydroponic systems for its clients.

About the Wild Asia Group Scheme for Small Producers

Philosophy/Values/Traditional knowledge

The tagline of Wild Asia is “promoting change, inspiring people, engaging businesses”. These encapsulate the philosophy that the organisation operates with, that can be seen as a form of humanistic capitalism. It sees the industry as potential change makers. In equipping companies with the solutions and technical capabilities to improve their practices, Wild Asia achieves its financial, social and environmental goals. In providing training and showcasing best practises (in the Responsible Tourism Awards), it provides inspiration to people on existing efforts and tangible possibilities.

Organisational model

Wild Asia is a registered business which operates as a social enterprise.

Sustainability from the Triple Bottom Line

Environmental: Wild Asia provides environmental services as their core business, focusing on improving existing business practices towards sustainability. By advocating for change in environmentally sensitive sectors and providing tangible solutions to companies to change their processes for the better, Wild Asia brings about a multiplier effect with every project run. A tangible example is the reduction of pesticides used, through education on proper practices in agriculture.

Social: In terms of social sustainability, Wild Asia works from two angles: external and internal to the organisation. External to the organisation, the consultancy projects and training programmes aim to improve the well-being of people who work within various parts of the palm oil supply chain, including worker welfare or livelihoods of small-holders. Within the organisation, the working culture supports work life balance of its employees. Many of its employees do not work full time, and are given flexible office hours.

Economic: Wild Asia has expanded from its beginnings in providing online information on sustainable tourism in Borneo to a business of improving business practices in other areas as well. It is economically sustainable, run by an office of 16 employees in Malaysia and five to six associates posted in other parts of the world for different projects.

Challenges faced

• It is difficult to find and retain good talent, especially from the younger generation.
• Some companies that they work with are unwilling to pay a premium for quality work, as there are competitors in the market who offer lower prices with less quality. As the company has the image of a non-profit and non-governmental organisation, it affects the rates that clients are willing to pay.
• There is no legal entity for social enterprises to provide tax breaks or incentives, which makes it harder for the company to survive while competing with regular enterprises which do not have a social mission.