Beyond the B Corp Badge: Genashtim’s Everyday Commitment to Equity
- Husna Khaidil
- Aug 30
- 7 min read
Purpose, Not Just Policy
When a company is built on the belief that meaningful work should be accessible to all, certification becomes more than just a badge—it becomes a reaffirmation of purpose. For Genashtim, a digital services company committed to empowering marginalised communities through remote employment, achieving B Corp status was not the start of a transformation, but a formalisation of the values that have always guided its operations: inclusion, equity, and sustainability.
Becoming a certified B Corporation meant aligning the business with one of the Gold Standards in ESG Certifications. But more than that, it meant codifying what Genashtim had already been living out: that business can—and should—serve a broader public good.
Governing with Purpose
B Corp certification requires companies to go beyond feel-good initiatives. It demands legal accountability to all stakeholders—not just shareholders. For Genashtim, this meant re-examining its constitution, policies, and daily practices to ensure that its values weren’t just statements on paper, but deeply embedded into its legal and operational foundations.
“As a certified B Corp, Genashtim is required to recertify every three years and meet high, verifiable standards of social and environmental performance, legal accountability, and transparency,” explains Ee Beng, ESG Services Manager at Genashtim. “So in reality, the B Corp status is a constant re-examination, not a one-time achievement.”
A central part of this effort involved amending the company’s constitution by integrating B Lab’s legal language.
“We’ve incorporated the B Lab Legal Language into our constitution to preserve our purpose—to provide sustainable, gainful, and meaningful career opportunities for the disadvantaged group. This includes an object clause on the company’s purpose and prescribes the duty of directors to consider the interests of all stakeholders in the conduct of our business.”
This shift means that Genashtim’s directors are legally obligated to prioritise the well-being of employees, communities, and the environment alongside financial goals. It’s a formal commitment that reflects the company’s founding mission—especially its long-standing focus on empowering persons with disabilities through meaningful remote work.
But this purpose-driven governance extends beyond boardrooms and legal clauses. Genashtim has translated its stakeholder-first philosophy into a range of internal policies that support its team holistically.
As we align with our legal accountability through our constitution, we also institutionalise several key HR, IT and other policies to look after our workers and their well-being. We also provide guidelines in our employee handbook to guide team members in reducing waste and using less energy while working at home.
At Genashtim, governance isn’t about ticking boxes—it’s about creating systems that centre people and the planet, and ensuring that ethical intentions are backed by enforceable commitments.
Since 2018, Genashtim has grown from 70 employees—90% of whom were Persons with Disabilities—to a thriving global team of 211 people across 35 countries and 6 continents as of July 2025. Today, the workforce includes 90 PWDs, 12 refugees, 8 seniors, and 22 individuals from other disadvantaged groups, alongside 79 non-PWD professionals. This steady expansion reflects not only the strength of Genashtim’s inclusive model but also a powerful truth championed by its leadership: “Business for Good is good for business”. By embedding diversity and equity into its core operations, the company has proven that empowering marginalised communities can go hand in hand with sustainable growth and performance.
Of course, maintaining B Corp status is not without its challenges. “The biggest challenge was to ensure all documentations that reflect our operational practices is properly documented,” Ee Beng clarified. “This is crucial to help with a smooth verification process for B Corp recertification.” The process also demands consistent self-assessment. “We constantly examine our ESG practices and commitment so that our score improves with each recertification, which happens every three years.”
Inclusion Without Exception
At Genashtim, inclusion is not a programme—it’s the foundation of how the business operates. As a fully remote company, Genashtim has long championed a work model that transcends geographic, physical, and social barriers. But what makes their approach stand out is how they’ve made inclusion equitable, not exceptional.
Genashtim’s mission to connect marginalised communities—including Persons with Disabilities (PWDs)—to the global economy is not just a statement of intent; it’s a commitment embedded in every layer of the organisation, from hiring practices to performance evaluations.
We do not differentiate between employees with or without disabilities when it comes to policies, performance expectations, or career development opportunities. All employees are treated equally, and we foster an inclusive environment where no one is singled out or segregated based on ability.
This ethos ensures that PWD employees are not treated as exceptions or “special cases,” but as professionals evaluated and rewarded based on their contributions. As part of its recruitment efforts, Genashtim proactively seeks out candidates with disabilities. However, once shortlisted, all applicants—regardless of ability—undergo the same rigorous selection process and are assessed against the same job requirements. After joining the team, every employee is held to the same standards, from performance evaluations to opportunities for promotion.
“Our compensation structure, including bonuses and salary increments, is based on both company performance and individual performance, ensuring fairness and transparency for everyone,” says Ee Beng.
Importantly, this approach offers more than just dignity—it provides job security and a pathway to growth. In Malaysia and across other countries where Genashtim operates, the company’s inclusive model allows employees with disabilities to thrive in roles that are both sustainable and empowering.
Rather than adapting systems around PWDs, Genashtim has designed a system where everyone starts on equal footing. The result? A remote work model that not only accommodates, but actively uplifts.
At Genashtim, inclusion extends far beyond simply offering opportunities. The company ensures that employees with disabilities are not confined to junior or entry-level roles, but are entrusted with key management and leadership positions. By recognising talent and potential regardless of physical ability, Genashtim demonstrates that diversity is not just about representation—it is about empowerment, influence, and decision-making at every level of the organisation. This approach breaks away from tokenism and proves that when given equitable opportunities, PWDs can lead, innovate, and shape the future of a business.
“At Genashtim, we don’t just hire for diversity—we empower it. Many of our colleagues with disabilities hold leadership and management roles, proving that ability, not disability, defines talent and success”, explained Eee Beng.
Learning without Limits
For Genashtim, inclusion isn’t just about access to jobs—it’s about access to growth. The company’s approach to training and professional development reflects the same principles that guide its hiring: equality, flexibility, and a deep respect for individual potential.
“At Genashtim, we believe in providing equal access to training and professional development opportunities for all our employees, including those with disabilities,” the company shares. “Our programs are designed to be inclusive, flexible, and accessible, ensuring that every team member can grow and thrive in their roles.”
This begins from day one. Every new employee undergoes a structured onboarding experience through Genashtim’s New Team Member Orientation platform, which includes a series of mandatory online courses. These are designed to familiarise staff with the company’s culture, values, and day-to-day expectations—setting a shared foundation for all, regardless of ability or background.
Beyond onboarding, employees are given the tools and freedom to shape their learning journey. Genashtim’s internal learning platform, My Learning Universe, offers a wide range of courses across disciplines. Staff are encouraged to explore content at their own pace, allowing professional development to be both self-directed and accessible.
To further support lifelong learning, the company sets a goal of 80 training hours per employee per year, backed by an annual training budget of USD 500. This empowers employees to enrol in external courses, attend industry conferences, or take part in forums that support their personal and professional growth.
Importantly, these opportunities are not siloed or segregated. Employees with disabilities participate on equal footing in all learning and development initiatives, including talent development programmes designed for individuals in the internal talent pool.
“These programs are merit-based and inclusive, with no differentiation between employees with or without disabilities,” the company notes. “Selection is based on performance, potential, and readiness for leadership or expanded responsibilities.”
By building an ecosystem where training is inclusive by design—not by exception—Genashtim ensures that every employee has the opportunity to move forward, regardless of where they start.
Inclusion in Action
For organisations serious about empowering Persons with Disabilities (PWDs), good intentions must translate into concrete actions. Symbolic gestures and diversity statements alone are not enough—true inclusion requires a cultural shift grounded in policy, accountability, and everyday practice.
Diversity, Equity, and Inclusion (DEI) should not just be statements on a wall. It must be reflected in day-to-day operations, leadership behaviour, and workplace norms across all levels of the organisation.
-- Thomas Ng, CEO of Genashtim
According to Thomas, action-oriented policies must be deeply embedded into the organisation’s systems and culture. That includes inclusive hiring practices, accessible work environments, unbiased performance evaluations, and equitable growth opportunities. He also highlights the need for clear anti-discrimination policies, regular unconscious bias training, and safe reporting channels as the backbone of a truly inclusive workplace.
His advice to other employers is both practical and profound: treat PWD employees like you would any other team member—with equal expectations, opportunities, and respect.
“See them as you would any other employee—with talent, potential, and a desire to contribute,” Thomas says. “Rather than focusing on their limitations, recognise them as individuals with determination and resilience.”
Changing this mindset—particularly at the leadership level—is often the first and most transformative step. Thomas reiterates that, “When organisations truly believe in the capabilities of PWD employees and treat them equitably, inclusion becomes natural, not forced. The result is a workplace where diversity is no longer a checkbox—but a source of strength and shared growth”.
Genashtim’s journey toward B Corp certification shows that purpose-driven governance, inclusive policies, and a deep respect for human dignity can—and should—coexist at the core of modern business. By treating inclusion as a standard, not a special effort, the company offers a powerful reminder: building a better world starts with how we work, who we include, and what we choose to value.
Photos in this article are courtesy of Genashtim.
Learn more about Genashtim
Discover how Genashtim is redefining inclusive, purpose-driven business. Follow their journey and explore their initiatives at www.genashtim.com or connect with them on LinkedIn, Facebook, and Instagram.
