​​​ One Step at a Time

2nd School SMK Lubok Buntar Adopted (Kedah, Malaysia), Employment created for new teachers, intern

1st School SMK Taman Ehsan Adopted(Selangor, Malaysia), Provided Seed Funds for 10 Projects for TFM Fellows to explore programmes in Robotics, English, STEM, Career Coaching, Performing Arts, and Human and Career Development Programme

SASTRA

2018 - 2020

Partnership Expansion Continued 

2014

2016

Transferred modules to national and international organisations to explore and pilot the programs (UK, New Zealand, Philippines)

New Operation team to establish, Advisory Council, Product  & Programme Development 

Project Maturity 

Empowering Communities, Ending Poverty, Shaping the Future

HUB

2012 - 2014

Research & Development continued for the upcoming technological disruption

2025 - 2027

SASTRA was incorporated as a Social Enterprise Concept to improve the Malaysian School Counselling Department - Supported by Social Enterprise Start Up Grant (SEGS)

SASTRA Restructuring process to reduce cost and project handover to school to take lead

SASTRA HUB was established for Social Entrepreneurs to take over the project from SASTRA Education Development

2021 - 2024

Preliminary research was conducted to identify practical solutions to the challenges faced by school counseling departments, unemployment, and poverty.

SASTRA Waters was established to generate revenue

New Social Investors Exploration, Appointment of TRI to Transform, Reinvent, Innovate SASTRA HUB 

2017

2015

Ministry of Education Approved Pilot Project 

ABOUT SASTRA

Founded on May 12, 2014, SASTRA Education Development (Strategic Transformation via Education Development) was established as a social enterprise dedicated to driving strategic transformation through education. With a mission to develop human capital and eradicate poverty, SASTRA positions itself to serve the ASEAN region and beyond through impactful educational initiatives. By collaborating with corporate partners, non-profits, foundations, government agencies, and social enterprises, we ensure our efforts align with a shared vision of empowerment and progress. As a self-sustaining entity, we reinvest our profits into advancing SASTRA and its projects, ensuring long-term impact and continuous innovation. In 2020, all SASTRA projects were unified under SASTRA HUB, a pioneering initiative that champions social entrepreneurship by equipping individuals with the knowledge, resources, and networks necessary to create lasting change.


VISION

To be a responsible and self-sustaining organization that operates with integrity and delivers high-quality programmes in the education sector to end poverty across ASEAN and beyond.


MISION
To develop human capital in urban and rural areas by establishing the Human and Career Development Centers and Programs in schools by partnering with corporations, non-profits, foundations, government agencies, other social enterprises, and the community.

SASTRA HUB
SASTRA's projects all fall under an umbrella initiative known as SASTRA HUB, which focuses on social entrepreneurs to end poverty.

OUR MILESTONES

​​​​​​​​​​​​​​​​​​​​​​​2012 - The Beginning (Building a Sustainable Future Through Education)


Driven by a vision to address poverty, unemployment, and support for the underprivileged, the founding member embarked on a mission to create sustainable education initiatives. Through extensive research, he identified the Social Enterprise Model as a powerful approach to ensure long-term impact. With a focus on Human and Career Development Centers & Programs, he explored their role in empowering students in urban and suburban schools. To bring this vision to life, Founding member sought support from FEM, an independent investment company, to help launch the initiative. Leading the way, he engaged with diverse stakeholders, working from the ground up and top down—immersing himself in rural and urban schools across Malaysia to validate and implement practical, research-driven solutions.


​2013 - The Validation Process (Strengthening Global Partnerships for Education)


A global initiative was launched to engage corporations and non-profits, securing their support for the pilot project through strategic discussions that address each stakeholder’s needs. Building on this, international collaborations, research, and data were established, focusing on ASEAN and global education efforts, with backing from on-the-ground stakeholders already working to tackle key challenges.


​2014 - The Execution Process (Pioneering Education for a Sustainable Future)


After years of research and strategic discussions, the founding member secured a Social Enterprise Start-Up Grant(SEGS) from FEM to officially establish an entity focused on education for the underprivileged. Before incorporation, the priority was to build a strong foundation, including:

  • Mobilizing a Board of Trustees—passionate individuals committed to educational reform and governance.
  • Creating a team of Advisors—volunteers sharing expertise and experience.
  • Identifying fresh graduates—dedicated individuals eager to make a meaningful difference in education while building careers.

In Q1 2014, a small team piloted the Human & Career Development Programs at a school in Selangor, Malaysia, designed in collaboration with educators and trustees. The overwhelming positive impact demonstrated the necessity of structured career development programs for government schools, solidifying the decision to officially incorporate SASTRA. On May 12, 2014, SASTRA Education Development Sdn. Bhd was established in Malaysia as a social enterprise, positioning itself as a hub for Asia and beyond. The entity ensures 100% of its profits are reinvested into expanding education projects, with careful growth planning to support children in reskilling and upskilling, adapting to constantly evolving academic and career landscapes. By the end of Q1 2014, SASTRA had engaged various organizations to improve national schools, particularly through the creation of Human and Career Development Centers (HCDC). By Q2 2014, the Ministry of Education Malaysia (MOE) supported SASTRA’s initiatives by facilitating approvals, enabling revenue generation for scalability.

SASTRA launched an internship pilot program to further its mission, with two key objectives:

  • Training unemployed graduates with relevant skills and placing them in upcoming HCDC centers.
  • Providing internship opportunities to assess students' readiness for employment, especially in education-focused fields.

2015 - The Strengthening and Structuring Process - (Malaysia Focus)


SASTRA has evolved into SASTRA HUB, a dynamic platform dedicated to education and other cause-driven projects. By actively researching and engaging like-minded organizations focused on learning and development, SASTRA is forging strong partnerships to amplify its impact. Over the past year, SASTRA Education Development has achieved remarkable growth, overcoming challenges while staying committed to empowering rural and underprivileged children through career development programs in Malaysia. In 2015, its Human and Career Development Modules were further strengthened with insights from both internal and external teams.

With the support of stakeholders, SASTRA has reached 2,000 schoolchildren in fragile environments—an increase of over 75% since 2014. Recognizing the need for even greater impact, SASTRA is expanding through SMART partnerships, working with stakeholders to establish Human and Career Development Centers, Bright Champ Fellowship Programs, and other initiatives. In May 2015, the SASTRA Strategic Plan (2015–2018) was introduced, outlining clear targets, strategies, and milestones to enhance program quality and ensure financial sustainability through services and products. With a strong focus on employing graduates and placing them in schools, SASTRA continues to prioritize children's education and humanitarian needs, aiming to reach over 70,000 Malaysian schoolchildren by 2030.

Since its incorporation on May 12, 2014, SASTRA has focused on Malaysia, ensuring its teams directly impact children through education while generating sustainable revenue. As a social enterprise, it remains committed to impact first, revenue second, ensuring that funds are strategically reinvested into its educational initiatives. SASTRA seeks graduates eager to make a meaningful impact in schools before transitioning to other roles within the organization. However, research has revealed that many graduates prefer corporate environments, indicating a skills gap between university education and real-world employment opportunities. This insight reinforces SASTRA’s mission to identify and empower genuine changemakers willing to work in HCDC centers and rural provinces, ensuring education remains at the forefront of transformation. 



​2016 - Our  Achievements (Expanding Education & Social Impact)


​In 2016, SASTRA Education Development strengthened its commitment to transforming education and human capital development through strategic collaborations and impactful initiatives.

National & Global Expansion

  • Continued engagement with the Ministry of Education Malaysia, supporting the 2013–2025 National Education Blueprint (Shift 9).
  • Approved to work with 10,000 schools across Peninsular Malaysia, Sabah, and Sarawak, laying the foundation for Human and Career Development Centers & Bright Champs Fellowship Programs.
  • Established two out of 14 targeted Human and Career Development Center Hubs—in Selangor (Central) and Kedah (Northern).


Empowering Students & Educators

  • Provided internship opportunities for university students, creating employment pathways.
  • Identified over 2,000 schoolchildren in need of educational support.
  • Conducted career development programs for refugee children at IDEAS Academy, supported by UNHCR.
  • Collaborated with 50+ outreach partners in Malaysian schools and global organizations.
  • Worked alongside MNCs and education institutions to enhance learning opportunities for rural and underprivileged children.
  • Supported LYFE, a New Zealand-based social enterprise addressing similar challenges.
  • Established partnerships with Be Friend a Child (UK) and Gawad Kalinga (Philippines) to promote human capital and social entrepreneurship.


Sustainable Growth & Innovation

  • Introduced Osh in School, an initiative for Malaysian government schools.
  • Identified social impact investors interested in the SASTRA Bright Champs Alumni.
  • Launched the SASTRA Drinking Water Project, generating revenue to reduce reliance on sponsorships.
  • With a strong foundation and a vision for self-sustainable education, SASTRA remains committed to empowering communities, fostering entrepreneurship, and redefining learning experiences for generations to come.


                                                                     2017 – Strategic Re-Evaluation

In 2017, SASTRA undertook a full re-evaluation of its projects, processes, and operations to optimize impact and expand reach beyond Malaysia. As it approached its third year, SASTRA focused on reducing major expenses while ensuring the continued success of its Human and Career Development Center (HCDC) initiative in urban and suburban schools. TRI STRATEGY have been appointed to reincubate SASTRA HUB

Key milestones included:

  • Establishing two HCDC centers in Selangor and Kedah.
  • Launching the SASTRA HCDC Implementation Grant for schools interested in adopting the model.
  • Partnering with the Ministry of Education Malaysia, formally adopting SMK Taman Ehsan (Selangor) and SMK Lubok Buntar (Kedah).


SASTRA also transitioned select projects to interested stakeholders, fostering new ownership and investments to increase scalability and reduce operational costs. This approach enabled SASTRA to maintain its role as a strategic partner, ensuring projects continue to thrive while exploring further expansion across Asia and globally. To strengthen governance, SASTRA also restructured its Board Charter policies, identified new Trustees, and expanded its Volunteering Board of Advisors, ensuring sustained leadership and expertise to drive long-term impact.

                                                            2018 – Alumni & Volunteers Take the Lead

By 2018, SASTRA transitioned key operations to its Alumni and Volunteers, focusing on the SASTRA Fellowship Program within Malaysian national schools and HCDC centers. Supported by Board Members and 275 volunteer teachers, this initiative helped launch HCDC models in multiple schools. To maintain financial sustainability, SASTRA eliminated donations, funding operations entirely through SASTRA Drinking Water sales and in-kind support, reducing overhead costs by 95%. While this strategy slowed project expansion, it allowed alumni to serve unconditionally, mentoring children and ensuring education remained accessible.

SASTRA’s ecosystem led to the creation of impact-driven ventures, including:

  • Leadspire Academy (Performing Arts, 2015 – Kedah).
  • Good Wood Football Club, empowering underprivileged youth through sports.
  • Young researchers and social entrepreneurs developing businesses with SASTRA’s support.


                                             2019–2030 – Scaling Through Revenue & Smart Partnerships 

From 2019 onwards, SASTRA shifted focus towards expanding revenue streams and fostering Smart Partnerships to scale its social impact.

Key initiatives:

  • SASTRA Water Sales—primary revenue source.
  • Research & launch of Publication, Food Truck, and Farm Projects, collaborating with socially-driven partners via SASTRA HUB.
  • Strengthening partnerships with stakeholders and alumni to increase outreach to underserved communities.
  • Publishing a case study on SASTRA Education Development, sharing insights and lessons learned.


Looking ahead to 2025, SASTRA envisions launching additional projects, developing new products and services, and advancing its mission of poverty eradication and job creation. Through resilience, adaptation, and strategic expansion, SASTRA continues to empower communities, drive sustainable change, and shape the future of education. TRI Strategy has been appointed to reincubate SASTRA HUB by identifying new strategic shareholders or partners to spearhead a renewed phase of development, innovation, and strategic growth. This initiative will focus on refining its vision, enhancing its impact, and fostering groundbreaking solutions to drive sustainable progress. With this appointment, SASTRA HUB is set to enter an exciting era of transformation and reinvention. SASTRA is open for discussion with new strategic shareholders. Invest in us!