This chapter discusses the multi-layering of CSR programs as distilled from the experiences of two companies in postcolonial and post-authoritarian Indonesia. While CSR in Indonesia continues to be underpinned by a nation building flavor, a stronger consciousness toward sustainability, particularly in the environmental realm, is observed. This shift is partly due to the country’s engagement with the Sustainable Development Goals but also because of its previous experience with irresponsible environmental practices in the extractive industries. This chapter examines how the domestic, family-owned company and the multinational corporation prioritized their CSR in response to national needs and their own in areas of education and vocational training, livelihood generation, health, recycling and nation building. The empowerment of communities and the inclusion of women and their emerging but highly effective economic roles are apparent as power negotiation occurred that turned initial suspicion and resistance to collaboration. The companies also employed social mapping, strategic partner selection and participatory approaches of engagement within their organizations, beneficiary communities and other stakeholders such as NGOs, government and community-based organizations. The CSR status and practices of these two companies appear to go against the grain of how CSR in Indonesia has been depicted in the literature. These companies provide a positive voice and alternative paths to sustainable CSR that admittedly included some instrumentalist approaches and community relations-type activities that show the intersectionality of PR and CSR.