A company's maturity is not measured only by whether it has the capability to be “best in the world.” It is measured by whether it has the courage to choose to be better for the world.
At DOMI, people sometimes ask us:
- “Why put so much effort into B Corp certification?”
- “Can customers actually read this certification?”
- “What does any of this do for revenue?”
These are fair questions. Every company lives with costs, orders, talent, cash flow, and pressure to grow. When a program demands time, people, and budget, any owner will ask: is it worth it?
For DOMI, though, the question may be better framed another way:
If a company is able to grow, what does it want to bring along with it?
Only revenue, scale, and market share? Or also the development of its employees, the stability of its suppliers, the resilience of its communities, and the chance for the environment to recover?
We did not become a B Corp because we first saw a certificate. We became one because we first made a decision: we want business to be more than a tool for making profit. We want it to be a force for solving problems, caring for relationships, and restoring the environment.
Only later did we come across a system that could test whether that decision was truly being carried out. It is called B Corp.
For DOMI, B Corp Is Not a Finish Line
B Corp is an international certification administered by B Lab. It assesses a company's social, environmental, and governance performance, and expects the company to be accountable to its employees, customers, suppliers, communities, and the environment, not only to its shareholders.
Today, more than 10,000 companies worldwide are certified B Corps. In Taiwan, 63 companies are currently certified, and DOMI Earth is one of them.
But we do not believe certification means a company has “done enough.” It is better understood as a public commitment:
We are willing to be examined. We are willing to admit where we still fall short. And we want the company's values to live not only in how we describe ourselves, but in how we make decisions every day.
That is why we see B Corp not as a certificate awarded to perfect companies, but as a discipline that helps a company keep practicing.
Decision One: Redefine What Success Means for a Company
A company needs to make a profit. Without steady revenue, healthy cash flow, and sound operations, even the best ideas rarely last.
So B Corp is not against profit. What it challenges is how we make that profit, and who gets better off when the company succeeds.
Some companies grow by squeezing supplier prices. Some achieve efficiency by passing pressure on to their employees. Some products bring convenience to consumers while leaving the environmental cost to society and to the next generation.
Such companies may succeed financially, yet that does not mean everything they create is positive.
B Corp reminds us that a company cannot look only at the revenue and costs on its books. It also has to see the costs that do not show up immediately in financial statements, but are very real:
- The cost of chronic overwork for employees.
- The cost of communities losing industry and population.
- The cost of unfair dealings in the supply chain.
- The cost of depleted land, forests, and water.
This does not mean a company can solve everything at once. It means a company has to start knowing what value it creates, and what costs it may be leaving with others.
Only when these impacts become visible can a company redesign its products, services, and business model.
Decision Two: Don't Let Sustainability Depend on One Good Person
In many companies, sustainability begins with one person's good intentions.
It may be a founder who believes the company should look after its people. A manager willing to back local partnerships for the long term. Or a colleague who keeps pushing for decarbonization, community giving, and a better supply chain.
These people matter enormously. But along its journey, DOMI has come to believe one thing more and more:
Sustainability cannot depend on one good person forever.
Founders retire. Managers leave. Leadership teams turn over. Markets and shareholder structures change.
If a company's commitment to people and the environment lives only in the minds of a few, that commitment is fragile.
This is why we place particular weight on what B Corp calls “stakeholder governance.”
Stakeholder governance asks a company to consider more than shareholder interests when it makes decisions. It also asks how employees, customers, suppliers, communities, and the environment are affected. Under the requirements that currently apply in Taiwan, a company seeking certification must commit, to the extent permitted by law, to taking the impact on these stakeholders into account.
To us, what governance really means is this:
- Turning one leader's good intentions into principles the whole company follows.
- Turning a statement of values into policies, responsibilities, budgets, and ways of measuring.
- Turning “we want to do the right thing” into a mechanism that does not easily disappear when people change.
What a company truly needs to pass on is never just its equity, technology, and customers. It is also why it exists and how it chooses to succeed.
Decision Three: Don't Keep Sustainability Outside the Business
For many companies, sustainability starts with events. A tree planting. A beach cleanup. A charitable donation. A volunteer day.
These actions have value, and they can be where a company's change begins. But the question is: once the event is over, what has changed in the company itself?
Has anything changed in its products, services, and purchasing? Do employees understand the company's purpose better? Has the way the management team makes decisions changed? Can the value delivered to communities and the environment last?
If sustainability always happens off to the side of the business, it easily becomes just another annual task. Finished, photographed, written into the report, and done.
The sustainability DOMI believes in should not exist only after the company has made its money, when it decides how much to give back to society. It should also be part of how the company earns its revenue.
In other words:
- Can a company grow by solving an important problem?
- Can its positive impact grow with every product it sells?
- Can its suppliers, employees, local communities, and nature be not just resources the company uses, but partners in creating value?
Once sustainability is part of the business model, it is no longer just a cost. It can become a point of product differentiation, a source of brand trust, a reason talented people stay, and a source of resilience when the future shifts.
Decision Four: Be Willing to Be Examined, Not Just Seen
It is easy for a company to say it cares about sustainability. What is hard is letting others check whether what we say and what we do match.
In 2025, B Lab introduced new standards. They move away from the old cumulative scoring system toward minimum requirements across seven impact topics, and add independent third-party audits and a five-year continuous improvement cycle.
For companies, this makes certification more rigorous. We think that is a necessary change, because what corporate sustainability needs most is not more polished claims but more credible evidence.
Being willing to be examined does not mean a company has no problems. It means the company is willing to take responsibility for them: to acknowledge where it stands, find the gaps, set the next step, and keep improving.
Real transparency is not putting your best side on display. It is staying honest when you have not done well enough.
We Are Not Perfect, So We Need the System More
DOMI did not become a B Corp because we think we have completed our sustainability transformation. We haven't.
We face the same realities every company does: limited resources, hard choices, and sometimes a wide gap between ideals and operations.
But precisely because we are not perfect, we need a system that reminds us:
- Which commitments cannot stay slogans.
- Which impacts need to be measured.
- Which relationships we cannot sacrifice in the pursuit of efficiency.
- Which things are worth pushing forward even when they are hard.
The greatest value of B Corp for DOMI is not proof that “we are a good company.” It is the steady reminder that we still have a responsibility to become a better one.
Being a B Corp Is a Question, Not an Answer
Whether a company deserves to exist depends, in the end, on more than how much money it makes. It also depends on:
- How many people have better opportunities because it exists?
- How many problems have genuinely improved because of its products and services?
- How much overlooked value has come to light because the company got involved?
- As the company becomes more successful, does its positive impact on the world grow with it?
So what B Corp certification really asks is not “How well have you done?” but:
Is your success making the world better?
That question has no answer that can be finished once and for all. It has to be brought into every product design, purchasing decision, people-management choice, client engagement, and allocation of resources.
For DOMI, this is what being a B Corp means. Not earning a certificate, but choosing a path we are willing to keep walking, even when it is not easy.
For Companies Considering This Path
You don't have to apply for B Corp certification right away. But you can start by answering a few questions with your team:
- Beyond revenue, what problem do we really want to solve?
- If the company keeps growing, who gets better off because of it?
- Which people or parts of the environment are bearing costs that no one is counting?
- Can the company's mission today outlast its founder?
- Have our sustainability efforts reached our core operations and business model?
Once these questions are being discussed seriously, transformation has already begun. A company's change never starts with a certificate. It starts when it decides what kind of company it wants to be.
If you want to start from your core business
You don't have to take this path in one leap. Most companies are not held back by a lack of resolve but by not yet seeing how sustainability connects back to the core business. The half-day hands-on “See Your Sustainability Opportunity” workshop goes beyond debating whether to act. Starting from what your company already does well, we map out a first direction worth testing together. If you later join the Sustainability Business Model Pioneer Program, the workshop fee is fully credited toward it.
DOMI Earth has long supported companies in clarifying their purpose, taking stock of their impact, and turning scattered ESG activities into a transformation path that reaches operations, culture, and business model. We believe a company's real next step is not doing more sustainability projects, but making its own growth a positive force.