Education
Where the Everyday Becomes an Act of Giving
In the corner of a truck, along an ordinary delivery route, something beautiful can happen: public good becomes part of everyday work. It does not require doing something extra—only doing what one already does best, but with greater meaning. Once the system begins to move, goodwill is no longer a one-time effort. It becomes a cycle—continuously carrying books, and the joy of reading, to more children.
Duration：2014~2017
Rationale
The Taiwan Reading and Culture Foundation was founded by a group of frontline teachers.
They believe in something simple yet profound:
Teachers are the most important influence in cultivating children’s reading habits.
Their chosen approach is classroom shared reading.
Students read the same book together, discuss it, and share their thoughts—gradually learning how to express themselves, listen to others, and think critically.
Yet turning this vision into reality requires more than teachers’ enthusiasm alone.
Questions quickly arise:
How should the process be designed?
How can it be made more efficient and less burdensome?
This is where businesses can play a meaningful role.
For companies, social good does not always have to mean additional burdens.
It can also mean applying what they already do well to help solve social challenges.
At the time, we were still working in the logistics industry and were exploring how to make our CSR efforts more systematic.
After encountering the Taiwan Reading and Culture Foundation, we quickly realized:
This was exactly the kind of public initiative where logistics expertise could make a real difference.
Because whether the Philanthropic library could expand depended on a very practical issue:
book boxes are heavy.
But what concerned us was not simply “helping move books.”
The real question was this:
Within the limited time of a school semester, how could book boxes circulate faster and more efficiently to the classrooms that needed them?
That, after all, is what logistics does every day.
Initiatives
The design of the Philanthropic library is closely aligned with classroom realities.
Each township designates a school as a book hub.
Books are not donated randomly—they are organized into boxes.
Each box contains enough copies of the same book for an entire class.
A typical book hub holds around one hundred boxes covering different grade levels.
Teachers themselves decide which books are selected and purchased, avoiding the common problem of donated books that schools cannot use.
The core goal is simple: promote classroom shared reading.
In the early years, however, the entire system depended almost entirely on teachers’ dedication.
Teachers had to travel to the book hub, borrow the books, carry the heavy boxes, and transport them back to their schools.
And those boxes were not light.
We once heard a story of a pregnant teacher who rented a small truck and moved seven boxes of books at once.
To be honest, the feeling was not admiration—it was concern.
In logistics, handling safety is taken very seriously.
How could we allow teachers to shoulder such risks simply because the work was for a good cause?
So we began focusing on improving the system itself.
Together with the foundation, we discussed practical questions rather than ideals:
What is the success rate of book deliveries?
How many teachers actually participate?
How frequently are the boxes borrowed and used?
Improving processes was relatively straightforward.
The bigger question was: how do we motivate people to participate?
So we introduced incentives.
We organized the “Steps of Happiness Lectures,” inviting speakers from various fields to visit schools with outstanding reading participation.
Around Teachers’ Day, we also held an “Alternative Teachers’ Day,” where students created cards and activities to thank the logistics drivers—
because they, too, were essential to making shared reading possible.
Gradually, the drivers were no longer just delivery personnel.
They became part of the children’s reading journey.
Impact
In the end, we discovered something beautiful.
In a corner of a truck, along everyday delivery routes,
public good can quietly take place.
It does not require doing more.
It simply means doing what one already does best—with greater meaning.
Once the system starts turning, goodwill becomes more than a single act.
It becomes a cycle— continuously carrying reading opportunities to more children.
We have always believed that the value of a company lies not only in donations.
It lies in applying the everyday logic of business—
setting goals, managing processes, evaluating results, and building incentives—
to social participation with the same seriousness and commitment.
In the end, we discovered something beautiful.
In a corner of a truck, along everyday delivery routes,
public good can quietly take place.
It does not require doing more.
It simply means doing what one already does best—with greater meaning.
Once the system starts turning, goodwill becomes more than a single act.
It becomes a cycle— continuously carrying reading opportunities to more children.
We have always believed that the value of a company lies not only in donations.
It lies in applying the everyday logic of business—
setting goals, managing processes, evaluating results, and building incentives—
to social participation with the same seriousness and commitment.
