After the 2015 Nepal earthquake, the Chaudhary Group, a billion-dollar conglomerate in Nepal decides to play a pivotal role in re-building the country. The Group's philanthropic arm (Chaudhary Foundation) works with stakeholders and develops a blue print for short and long- term relief measures. The management needs to address several questions as they navigate the foundations' course. What element of relief work should the foundation focus on? Should they go beyond addressing the immediate need for shelters and adopt a more holistic development plan? How should they acquire technical expertise and organize themselves to successfully execute this effort? The case focuses on how businesses can drive entrepreneurship and disaster management efforts and be agents for social change in the emerging markets grappling with institutional voids. How should they work with the government in this endeavor? How do they ensure an alignment of these efforts to the group and foundation's long-term focus areas and objectives?