More than 15 years after leaving UOB, Leonard Tan returned to the Bank with a very different purpose.

It felt both familiar and different – a kind of homecoming, but with a broader perspective as he stepped into work focused on growing UOB’s social impact outcomes.

“When the opportunity arose to strategise and grow UOB’s social impact outcomes, I was excited by the prospect of leveraging my capabilities while stretching into a new and meaningful area,” shares Leonard, now the Senior Vice President and Head of Group Corporate Social Responsibility (CSR). 

At first, the move felt like a major career shift. But it soon became clear that the skills he had built over the years could be used in a new way. His experience in strategy, management, activation and reporting could now support work that creates positive change for children from underprivileged backgrounds, especially through education and the visual arts.

“At first glance, this mission was different from my previous work,” he says. “But I’ve been able to apply my experience to deliver impactful outcomes that drive positive change.” For him, this has become one of the quieter lessons of purpose-led work – using the strengths you already have to do good in a more intentional way.

How purpose takes shape from within

Returning to UOB also gave Leonard a chance to see the organisation from a different perspective. While he was already familiar with the Bank’s values and culture, what stood out this time around was how closely purpose was woven into the way the organisation worked.

But he is also clear that purpose only matters when people can see it in practice. “This only has meaning if the company truly ‘walks the talk’,” he adds. The clearest proof, in his view, is found not only in the Bank’s major commitments but also in its everyday practices – from how it supports employees to how it engages communities and helps other organisations create impact.

The small practices that build a culture of care 

Some of the examples that Leonard values most are rather simple, but meaningful.

One is “Flexi-2”, a no-questions-asked two-hour time block that employees can use each month. “On top of flexible working arrangements, I enjoy these additional thoughtful touches,” he shares. “Whether I use it for running a personal errand or for self-care, it’s definitely an added bonus.”

In a busy, high-stakes work environment such as a bank, having permission to pause without having to explain yourself can make a difference. It signals trust and tells employees that their time and well-being matter.

UOB also gives employees three days of volunteer leave each year, allowing them to take time away from work formally to support communities in need. In Singapore alone, employees can take part in more than 280 volunteering initiatives each year.

For Leonard, this makes volunteering feel like it’s genuinely part of the company culture rather than an extra activity that eats into his personal time. “It’s a wonderful and effective way to build a culture of care through volunteering,” he adds.

Seeing education as a long-term investment

Education is another area Leonard sees as central to UOB’s social impact work. “Since its founding in 1935, UOB has had a long heritage in supporting the community through education and financial support,” he reflects.

That support has included scholarships, grants and partnerships with educational institutions. More broadly, it has focused on helping children from underprivileged backgrounds access opportunities that can shape their future.

For Leonard, this is where UOB’s long-term thinking comes into play. The Bank sees its support as extending beyond providing resources for the present, laying the foundation for children to build confidence, knowledge and resilience over time. Central to this vision is UOB My Digital Space, the Bank's flagship regional education programme. Designed to bridge the digital divide, the initiative prepares children—particularly those from disadvantaged backgrounds—for a digital future by equipping them with critical digital tools and skills, while connecting them to wider learning opportunities.

Through these targeted efforts to close the digital learning gap, alongside broader programmes that support financial literacy and healthy living, UOB aims to empower the community. Though these initiatives may address different needs, they share a common purpose: to help people make informed choices for themselves and their families.
 

Helping artists build sustainable careers 

One of Leonard’s more rewarding moments each year is the opportunity to help organise the UOB Painting of the Year competition. Launched in 1982, the annual competition has become one of the region’s most recognised art competitions and embodies the Bank’s long-standing commitment to the visual arts.

For him, the bigger impact happens after the winners are announced. “The support for the artists goes beyond identifying and awarding the winning artists,” he explains. “There are efforts to elevate their profile and position them positively in the art marketplace.” The Bank taps into its networks and resources to help artists grow beyond this single moment of recognition.  

Selected artists may receive opportunities to take part in overseas residencies, exhibitions, mentoring, networking and learning journeys. These experiences can help the region’s emerging artists gain exposure and strengthen their practice, building more sustainable careers. 

Creating opportunities for clients to give back

Leonard has also seen how purpose strengthens relationships beyond the organisation. For example, each Lunar New Year, UOB’s Commercial Banking division organises fundraising efforts for charities, and the Bank’s clients are invited to take part in activities such as workshops, auctions, charity dinners and donation drives.

This has been especially meaningful for smaller corporate clients that want to give back but may not have their own community programmes or the resources to run them independently. “Collaborating with such clients gives UOB great opportunities to connect more deeply and meaningfully with them as they achieve a higher purpose together,” he shares.

These experiences have given Leonard a deep appreciation of how partnerships can multiply impact. A company doesn’t have to act alone – it can share resources and create platforms that enable others to contribute and work towards a common goal. This idea has shaped Leonard’s understanding of what it means to be a “Company of Good”.

“Leveraging partnerships and collaborations can significantly amplify our mission and impact,” he explains. “Along the way, we also support other organisations with similar intent that may not yet have the same level of experience or establishment.”  

Continuing to walk the talk as a Champion of Good  

Leonard’s journey at UOB has shown him that a good business is not just measured by success, but also by the positive impact it creates.

From his perspective, that commitment becomes visible in different but connected ways: through practices that care for employees, partnerships that help clients give back, support that expands access to education and opportunities that help artists build sustainable careers.

For Leonard, this is what good business looks like from the inside: purpose is consistently practised and shows up in ways that support people, engage communities and invite employees to take part in multiplying impact. At UOB, being a Champion of Good is an ongoing effort to make doing good part of how the Bank works every day.