Show your social spend created value —
not just that you spent it.
India mandates the spend; it does not measure the change. We turn CSR and community programmes into measured outcomes and a defensible SROI (Social Return on Investment) — the social value created for every rupee, with the working shown.
CSR is settled law. Whether it worked is now the question.
India was the first country to make corporate social spending mandatory. A decade on, the pressure has moved from did you spend it to what did it change — and three groups are asking.
Spending is required. Impact is expected.
Companies Act 2013 §135 sets the 2% obligation and the reporting format. Boards and CSR committees increasingly want the outcome behind the disbursement — not a list of cheques written.
Money follows evidence.
DFIs, philanthropic partners and impact investors back programmes whose results can be checked. An activity report counts what you did; a funder is buying the change you caused.
BRSR asks about people, not just spend.
The BRSR social disclosures and rising stakeholder scrutiny reward measured community outcomes over a spend total — the same evidence discipline your environmental numbers already face.
From a programme’s stakeholders to a social-value figure you can defend.
We follow the SROI principles of Social Value International — start from the people a programme affects, measure the change that matters to them, value it, and leave you an evidence trail an assessor can re-walk.
Map who is affected
Define the programme boundary and the stakeholders it changes — so the analysis measures outcomes that matter to real people, not the outputs that are easy to count.
Evidence the change
Indicators, data collection and sources for each outcome — separating what genuinely shifted from what would have happened anyway.
Put a defensible value on it
Value each outcome with reasoned financial proxies and adjust for what you can actually claim — the SROI ratio, with every assumption on the record.
Make it re-walkable
The source, proxy and calculation behind every figure, assembled so an independent reviewer can reproduce it.
Every claimed rupee of value carries a source, a proxy and an assumption.
The analysis is built to the standards your funders, your board and your disclosure already recognise:
A typical engagement moves from a stakeholder map to a valued, assurance-ready SROI account across a single programme cycle.
Impact is decided in the field, not in the CSR report.
The test of a programme is not the amount disbursed — it is the change carried by the communities, the people it reaches, and the governance that directs the spend.
Built for the teams asked “what did our CSR actually change?”
Listed & §135 companies
Meeting the 2% obligation and now asked, by a board or a BRSR reader, for the impact behind the spend.
Request a Proposal →Foundations & implementers
Running programmes on the ground and wanting to evidence outcomes — to renew funding and improve what works.
Request a Proposal →Funders & impact investors
DFIs and CSR partners underwriting programmes across grantees — one consistent, defensible measure of social value.
Request a Proposal →Bring us the programme you need to prove.
Tell us what your CSR or community programme is meant to change and who it reaches. A specialist scopes a proposal — a real person, not a form receipt.