A company operating for over 30 years in Indonesia was blind-sided by a 14-day blockade of one of its major production facilities. This, despite what the company believed to be an adequate community engagement program of dispensing ad hoc charitable donations. Organizational changes on the ground that were both effective and sustainable, were seamlessly integrated into existing management structures. This was done by providing long-term coaching support for all levels of the company -- from executives to field personnel -- and establishing a team and system to manage social issues and risks. At the same time, a gap analysis was conducted to measure the company's ability to address critical community issues. The resulting data informed a subsequent shift in community engagement from one-off donations to long-term jobs and skills development.