A reflection after decades in the international development sector, now looking to contribute at home.
I have spent a long career working across international organisations, including the UN, in the social development space. After recently retiring from those roles, I am exploring how best to settle and contribute meaningfully in India. What I am observing from this new vantage point is both familiar and surprising.
Running effective programmes on the ground has always been challenging. But what stands out sharply in the Indian CSR ecosystem is something more basic: the difficulty of simply starting a conversation with the people who control corporate social responsibility budgets.
Open most company websites. Investor Relations is clearly signposted. Media contacts are listed. Sales and Careers pages are active and responsive. CSR, however, is frequently missing or buried so deeply that it feels like membership of a closed circle.
A Google search yields a handful of email addresses, many of which appear to have last been updated years ago. LinkedIn outreach often meets prolonged silence. The quiet that follows a carefully written message can feel less like a delayed reply and more like the response one might receive after sending an unsolicited marriage proposal.
This sits in awkward contrast with the language heard repeatedly at CSR conferences and panel discussions: “We are always looking for credible implementation partners.”
Many capable organisations and professionals are searching for exactly the same thing.
The Real Constraint Is Access, Not Capital
India’s CSR numbers are impressive. Corporate spending reached approximately ₹40,794 crore in FY 2024-25, a 17% increase over the previous year. Cumulative investment over the past decade has crossed ₹2.6 lakh crore. Education, healthcare and environmental sustainability continue to receive the largest shares.
A significant number of companies are genuinely committed to creating impact. Thousands of organisations across the country are delivering serious work. The primary bottleneck is not the absence of funding. It is the friction involved in initiating the first meaningful conversation.
If companies simply published a dedicated CSR contact, a clear response timeline, and a transparent partnership process on their websites, a substantial portion of the current struggle would ease almost immediately. AND ACCOUNTABILITY.
Structural Patterns That Deserve Attention
From years of observing funding ecosystems internationally and now looking closely at the Indian landscape, certain patterns are hard to ignore.
Larger organisations with annual budgets above ₹2 crore and established track records find it considerably easier to access CSR resources. Many calls for proposals still carry explicit or implicit thresholds around prior scale of work. Smaller and mid-sized organisations, even those delivering strong results at the community level, are frequently filtered out early.
Warm introductions and existing relationships continue to carry disproportionate weight. Organisations and individuals without prior networks face a structural disadvantage that has little connection to the quality of their work or ideas.
There is another dynamic that is discussed less openly. Some entities operate simultaneously as consulting firms and as implementing organisations. They maintain relationships with funders, political and bureaucratic networks, and CSR decision-makers, then subcontract significant portions of the actual delivery. In such arrangements, grassroots capacity can be reduced to contractor status rather than treated as equal partnership.
For those without direct access, credible bridge organisations and specialised CSR advisory firms can play a useful role. They charge fees, but they can help refine strategy, strengthen documentation and identify a realistic shortlist of companies worth approaching. They rarely share contact details, yet they can considerably improve the quality of targeting.
Recent Regulatory Developments
The operating environment has become more complex in 2026.
The Foreign Contribution (Regulation) Amendment Rules notified in June 2026 have introduced purpose-specific and geography-specific registration requirements. Existing FCRA holders have one year to align their details. A minimum utilisation threshold of ₹10 lakh of foreign contribution over two financial years has been set for maintaining “reasonable activity.” Instalment-based release norms have also been tightened. These changes increase the compliance load, particularly for smaller organisations that lack dedicated legal and finance capacity.
On the corporate side, the Companies (Corporate Social Responsibility Policy) Amendment Rules, 2026 now permit companies to deploy up to 10% of their CSR expenditure through Zero Coupon Zero Principal instruments issued by eligible not-for-profit organisations listed on the Social Stock Exchange. This is a constructive new channel, though still at an early stage of adoption.
What Leadership Can Change
Having worked for many years in international settings where partnership processes are usually more structured and transparent, I believe the path forward in India is clear even if it requires deliberate effort.
Companies that treat CSR as a strategic function rather than a compliance exercise can make an immediate difference by publishing clear contact points, eligibility criteria and response timelines. Creating deliberate space for smaller and mid-sized organisations through capacity-building windows or lower-threshold pilot projects would expand the pool of credible partners instead of concentrating resources further.
On the implementing side, professionalism in documentation, measurable outcomes, a clear theory of change and disciplined communication are no longer optional. Strategic engagement with intermediaries, where appropriate, is a mark of maturity rather than weakness.
India’s social sector does not lack capital or commitment. What it currently lacks are efficient, transparent pathways that allow capable people and organisations to find one another without unnecessary friction.
Closing that gap is not merely an operational improvement. It is a leadership responsibility — for corporate India and for everyone who seeks to contribute to lasting impact.
This is written from the perspective of someone who has spent decades working internationally in this field and is now looking to engage meaningfully at home. The observations come from both experience and fresh eyes. The frustration with access barriers is real. So is the belief that the system can still be made more open, more fair and more effective.






