As a social enterprise, we do not have a CSR division nor do we claim a special day or time for CSR. Every minute and everyday, we integrate building relationships with the marginalised, helping grow the under-privileged into leaders and enabling transformation to happen in individual lives and organisations.

1. HUMAN RESOURCE EXCELLENCE AWARDS 2015
Submission by Leaderonomics
Category: Excellence in CSR Practices

2. QUICK FACTS ABOUT
LEADERONOMICS
• Established: 2008
• No of employees: 58
• Vision: Growing people into leaders,
building communities of love,
transforming the nations
• Overview: Leaderonomics is a social
enterprise dedicated to transforming
developing nations through leadership
development. Why leadership? We
believe that leaders can profoundly affect
the social, economic and spiritual health
of the individuals and communities that
they influence. Our hope is that as we
help individuals to grow in their
leadership capacity and experience, they
will be able to “build communities of love”
as they lead and manage different teams.
We hope that these multiple
“communities of love” will then go on to
“transform nations”. Our 58 employees
(“Leaderonomers”) make up the
following teams:
Youth: Developing 12–19 year olds via
DIODE camps, clubs in school and
DropZone (a youth inspiration centre)
Campus: Developing university students
via camps, clubs and programmes
Do Good: Developing leaders of
non-profit organisations via workshops
and an online portal
Corporate Services: Developing
employees of companies at all levels
TV: Producing and distributing leadership
content in video form
Leaderonomics.com:
Publishing leadership articles online and
weekly in The Star
Part One:
VISION AND GOALS
As a social enterprise dedicated to leadership development, Leaderonomics views CSR in a
completely different light. Instead of something ancillary to the company’s core operations,
we see it as a fundamental part of who we are.
As a result, our “Community” initiatives, as we term them, have been up and running from day
one of Leaderonomics’ existence. Our clients and partners are aware of this, and know that
engaging us for any product or service helps ultimately to further our Community efforts.
From HR’s standpoint, we work to ensure every employee of Leaderonomics
(“Leaderonomers”) is aligned with the company’s heartbeat for the community. Just like it is
integral to the identity of Leaderonomics, involvement and support of our Community
initiatives must also be seen as intrinsic in the life of a Leaderonomer.
Particular goals for HR include:
(i) Ensuring employees understand that we are serious about our company values
This is particularly so for our values of Giving (serving people passionately and generously)
and Building the Future (playing an active part in moulding the future)
(ii) Nurturing an environment of true collaboration and synergy
We want employees not just to be involved in Community initiatives as an item on their to-do
list. Even in everyday operations, we seek to cultivate an environment where employees,
regardless of division, are always on the lookout for opportunities and ideas to further
improve our Community work.
The very structure of our organisation reflects our commitment to Community efforts. Heads
of Community divisions sit on the senior leadership team, and everyone, from the CEO to
team leaders and members, expects constant communication and updates on our efforts in
this space during regular employee meetings and on-the-go on our company-wide Whatsapp
group.
During the employee onboarding process, individuals are expected to get involved in a youth
programme in some capacity to be exposed to our Community work. Team leaders give them
time off their usual work to do this.

3. Part Two:
IMPLEMENTATION
Our Community initiatives encompass three key areas (defined by the target group we want to impact):
Youth (individuals aged 7-19), Campus (university students) and Do Good (leaders of non-profit organisations).
For the purposes of this submission, we wish to especially highlight our initiatives in the area of Youth leadership development.
Leaderonomics Youth
Why Youth?
We see leadership development as a key strategy to nation-building,
hence our dedication to leadership as an organisation.
Whilst working with corporations on leadership development is
essential as they are key decision-makers in today’s society, our
young people will dictate Malaysia’s future. Because of this, we see
our efforts in the Youth space as crucial to investing into the quality
of tomorrow’s leaders.
Our aims here are to make youth confident, build their leadership
skills and most importantly, help them realise their potential to make
their future a better tomorrow.
We have 4 key initiatives in this space:
Special
Projects

4. DIODE is our brand of leadership camps catering to 7 to 19 year olds. It provides a temporary
community that allows youth to explore and experience their leadership potential through project
management, value-based games, mentorship and many more experiential learning activities.
Among the camps we offer are the highly-acclaimed Youth Leadership Camp (YLC), Tween
Camps, School Leavers Camp (SLC) and more recently, Leaderonomics Kids Programmes.
As we aim to bridge the gap between the privileged and underprivileged, more than 25% of our
campers are sponsored from homes, while the remaining pay subsidized fees to cover the basic
costs of the camp.
At our DIODE leadership camps, youths come together with facilitators to mentor and guide them throughout
the duration of the camp. Our employees make up a large proportion of these facilitators.
DIODE Camp was one of my life’s
best experiences. It helped me to
realise that people aren’t all that
hard to talk to and that asking
questions is always better than
sitting quietly and not knowing
anything.
Throughout the entire camp, the
mentors taught me that to lead
people is not about dictating what
others should do. Rather, a leader
is a person who gets people to do
great things.
– Brandon Kuan,
DIODE SLC Camper
“
”

5. Leaderonomics Clubs are housed in schools as part of their extra-curricular
programmes. Here, youth learn leadership skills and then practise these in
their immediate community.
We bring our passion for leadership building to the secondary school
setting through Leaderonomics Club, which provides students with
consistent leadership skills training and an avenue to grow and
channel their leadership potential.
So far, we have set up in 9 public secondary school in the Klang Valley,
and 1 in Penang. Our Clubs run on a Leaderonomics-developed 5-year
syllabus that incorporates character-building modules and community
projects. All Clubs are run on a weekly basis and for free, aside from
the nominal fee of RM10 for the workbook.
This year, Leaderonomics Club members from 3 schools in the Klang valley collaborated to organise
“LEAD Convention”, a platform for youth to make a difference wherever they are.
Leaderonomics Club has taught me many things. It helped me find my true ability,
the side I never thought I had. This club has taught me how to reorganise my life
and shape it to be to be what I want it to be. I have used the many tips my dear
Leaderonomics facilitators taught me.
– Tara Jegathesan, 15, SMK Sultan Abdul Samad
“
”

6. At DropZone, we run activities that focus on the personal and creative development of youth.
We aim to inspire leadership excellence, meaningful friendship and a sense of responsibility towards the community.
DropZone is our youth inspiration centre in PJ Old Town that is open to secondary
school students for free. Doors are open from 1pm-6pm daily on weekdays to provide
an alternative space for young people to hang out while having a sense of belonging,
and be inspired and mentored.
Activities are organised almost on a daily basis to engage youth to look beyond
themselves through creative conversations, fun games and community involvement.
An average of 20 to 30 students from the schools in the neighbourhood drop in daily.
Dropzone means the world to me. It
is a place I went to get away from
the stress of school or college.
Though I could do my work there
with ease. I met the most wonderful
people that I could call family.
– Zayd, 20, DropZone 2011 – present
“
”

7. Throughout 2014 and 2015 to date, Leaderonomics has run 16 special projects in the youth development space.
Leveraging on our experience and expertise in this area, these programmes were customised specifically to the needs of
the young participants, in partnership with schools, NGOs or companies.
One example is the SPARK Leadership Programme which ran from 14 – 23 December 2014 with the support of ECM
Libra Foundation at Epsom College in Malaysia. In this 10-day residential programme, all 98 participants were fully
sponsored Malaysian youth aged 13-16 (Form 1 to Form 4 students) selected from all over Malaysia.
Contents of the programme were developed by Leaderonomics, and were experiential in nature. They included
community-based projects, game-based learning, leadership sharing by leaders, field trips to various parts of Putrajaya,
sports and fun group activities, and numerous growth and development opportunities for the participants.
Leaderonomers getting involved at SPARK Leadership Programme 2014, helping to guide youth in activities and community projects
SPARK was a real adventure
for me. I learned about
myself, how to be a better
person and leader, and I
realised my potential,
strengths and flaws.
Now, I'm better at time
management and working
together with new people.
Plus, I discovered the great
qualities of a leader and
how to apply these in my
daily life.
– Ai Ling, 15, SPARK 2014
Special
Projects
“
”

8. Leaderonomers equipping Student Leaders to empower their fellow students
Another series of special programmes that we have successfully carried out in 8 schools across
Semenanjung Malaysia is the Prefects Programme. Rallying the maxim of student leading student
our aim is to equip and empower student leaders to utilise delegation and mentorship techniques
to guide their younger peers to become the next generation of leaders in their school.
Special
Projects
On the 13th and 14th of March this year
my school requested the help of
Leaderonomics to conduct a leadership
camp for the prefects and they did not
disappoint. Throughout the two days
many activities were carried out. When
we went back to school, the teachers
were amazed with the transformation.
The students trust the prefects even
better and we were also acknowledged
in the school assembly by our counsellor.
We owe our thanks to Lederonomics.
The prefects are now more independent,
so much so that we organised a
leadership camp for the junior prefects
to help them build their leadership traits
by closely following the activities
conducted by Leaderonomics, and it
was a success. Leaderonomics has
created many prominent leaders and
will keep on doing so.
Thank you Leaderonomics.
– Rishaanthan a/l Shantha Seelan,
Head Prefect, Smk Methodist, Acs Klang
“
”

9. Dedicating Leaderonomics talent
to the cause of Youth
As an affirmation of our commitment to the Community case of Youth leadership development, Leaderonomics has fully dedicated 6 full-time staff
to Youth development (close to 10% of Leaderonomics’ total workforce).
On top of this, employees from non-Youth divisions are encouraged and given the time to lend their efforts, skills and time to help facilitate and
organise Youth initiatives.
We communicate these opportunities to employees via the following routes:
• Once key dates for initiatives (especially DIODE leadership camps) have been confirmed, these are announced company-wide via email to call
for volunteers. This is further emphasised at employee meetings, the company-wide Whatsapp group and informal conversations between
employees
• Sign-ups are facilitated through online sign-up forms
• Participation in initiatives are highly emphasised during new employee onboarding sessions, where people are referred directly to online
sign-up forms
Employees from non-Youth divisions also participate in the following ways:
• In the planning stage of programmes, they may collaborate with the Youth team to lend their skills and ideas. For example, the recent
Leaderonomics Kids programme was spearheaded by a team which included one individual from Finance, and another from Media Business
Development.
• Demonstrating the synergy we like to promote, Leaderonomers also spot opportunities that may enhance the content of our Youth programmes.
For example, in December 2014, Leaderonomics corporate faculty member Jamie Andrew, a double-amputee mountaineer and regular presenter
at The International Institute of Management Development in Switzerland, was in Kuala Lumpur for Leaderonomics’ corporate clients. During his
stay, it was arranged for Andrew to speak to a group of youths at a DIODE camp that was running at the same time.
Throughout the year, consistent updates on initiatives are also provided to the entire company via our Whatsapp group. It is a common occurrence
on all days of the week to receive photos from camps, clubs, DropZone or special projects so every employee is kept in the loop on progress.

10. Part Three:
IMPACT Employees from other divisions have demonstrated extraordinary dedication
to all our Community initiatives, including Youth development.
Participation has come in
consistently from 100% of
departments, including support
functions like Admin & Finance.
Our staff accounted for 49% of
facilitation needs at DIODE leadership
camps. 54% of this figure is made of
employees from non-Youth departments.
To the credit of Leaderonomers,
even previous employees and interns
continue to volunteer in our initiatives.
In DropZone, non-Youth
employees made up 65% of
the total amount of external
volunteers at the centre.
In Youth Special Projects,
employees made up 72% of
facilitator needs. 65% of this is
non-Youth employees.
100% powered by Leaderonomers
Leaderonomics Club is 100% run by Leaderonomers.
36% of facilitators are from non-Youth divisions.
This continual involvement of Leaderonomers in
Leaderonomics’ Community initiatives has worked
to reinforce employee connection to the vision of
Leaderonomics.
This connection with the company purpose and
identity is reflected in employee engagement levels,
but also in the way employees interact with clients
and partners, and their consistent demonstration of
commitment to Community initiatives beyond their
job scope.
100% 49% 47%
65%

11. Testimonials from Employees
Being primarily involved in serving corporate
organisations, getting the opportunity to spend
with some time with our nation's youth in last
year’s YLC was an experience I will always
cherish. Connecting directly with young,
energetic youth and encouraging them in their
leadership journey was a wonderful privilege.
– Hui Yi-Wen, Head, Products & Publicity,
Learning & Acceleration
Being able to volunteer as a Facilitator at YLC
was the highlight of my year, as it reminds me
of the purpose of Leaderonomics - to transform
the nation through leadership development.
The young people taught and inspired me far
beyond my wildest expectations, showing me
that there is much hope for our beloved Malaysia.
– Ian Lee, Head, Organisational Diagnostic & Growth,
Learning & Acceleration
I’ve been admiring the great work of my colleagues
in the social space since I joined Leaderonomics.
Last year, I volunteered for SPARK Programme as
I saw it as a chance to get involved in making an
impact. During camp, I didn't realise what a signifi-
cant difference I had made until I received so many
words of encouragement and appreciation from
campers and colleagues. I knew then that I am very
lucky to be able to work where I’m working now.
– Rahilah Najumudeen
When I joined Leaderonomics, I was bought by their
vision of transforming the nation through leadership
development. DIODE YLC is where I truly see this
mission truly carried out as I see potential future
leaders being developed at a young age, setting their
values and beliefs in the right path early. What I enjoy
most in the camps is watching kids from different
backgrounds work together and help each other to
achieve their goals as a team. Every time i return from
camps I am truly re-energized knowing that we are
grooming great future leaders for our nation.
– Rishen Philip, Growth Partner, Development & Programme
Management, Learning & Acceleration
Working with youths has always been a passion of
mine so when I heard Leaderonomics encouraged
time off to work in their community arm, I jumped at
the chance. Volunteering in camp and working with
the Youth team has given me a chance to grow in
unexpected ways. Simple things like remembering a
camper's name and sharing small moments with them
become such valuable lessons to take back to my role
in sales. I am constantly grateful for the opportunity
to be part of a team inspiring change in the young.
– Ameera Hussain, AVP, Business Development,
Leaderonomics Media
Speaking to the kids during a CSR programme
organised by the Youth division of Leaderonomics
enabled me to reflect Leaderonomics core
principle of cradle to grave leadership. The session
empowered the kids to learn and practice the
heart of leadership, which is to handle adversities
at all situations, strive to achieve excellence and to
embrace the period of painful growth.
– Dinesh Dorai Raj, Talent Partner, Organisational Diagnostic
& Growth, Learning & Acceleration

12. Part Four:
EFFORTS FOR CONTINUAL IMPROVEMENTS
Investing into the Community will always remain at the core of Leaderonomics.
Youth leadership development is only one of the numerous initiatives we operate consistently in our organisation. Our other programmes include
Do Good (serving the non-profit community) and Campus (to inspire and develop university students).
Internally, we also have access to the Do Good fund, where Leaderonomers are encouraged to apply for funding for community projects they
want to spearhead.
In the coming years, we intend to be even more effective and efficient in our Community efforts, by:
• Continuing to increase the frequency and locations of our initiatives. For example, for Youth, we are targeting 9 new Clubs,
introduction of 2 new camps and 2 special projects, among others, next year.
• Increasing participation and involvement in a variety of roles from all divisions in every Community initiative.
• Support and design programmes that build on the personal interest and passion of Leaderonomers. For example, one Leaderonomer is an avid
paraglider and we are exploring a programme for youths to enhance their personal leadership, problem solving and adaptability in the sphere
of paragliding/extreme sports.
• Encourage Leaderonomers to coach/mentor 2 youth alumnus (for eg. 3 months) in the area of personal leadership.
• Encouraging integrated engagement with clients and partners, so that companies that we work with in the area of Corporate Services also
collaborate with us in our Community efforts.
We believe the level of our dedication to the Community is unique, with full-time manpower and employees from all divisions of the company
being involved on a consistent basis.
In applying for this award, we’d like to take the opportunity to recognise the commitment of our people to the cause of leadership development
in the community. We believe that their efforts and creativity have truly been exemplary and worthy of formal acknowledgment.