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India is the only country that turned corporate social responsibility into a legal obligation with a penalty attached. Section 135 of the Companies Act 2013 forces qualifying companies to spend 2% of average net profit or explain themselves to their board, their auditor and the MCA. This course teaches the whole machine — who is obliged and for how much, which projects qualify, which registrations make you fundable, how to measure impact so it survives scrutiny, and where the money sits beyond CSR.
₹9,999 · one-time · 1-year access
Four people keep meeting across the same table, and none of them is usually taught the other three sides of it.
A programme that works, a structure chosen on someone else's advice, and funders who stop replying once due diligence starts.
A structure chosen on the six factors that actually decide it, the registration chain run in the right order — PAN, 12AB, 80G, CSR-1 — and a document set that clears a CSR cell's checklist on the first pass.
Cold proposals into inboxes, no read on whether the company is even obliged to spend, and a budget page that quietly loses the deal.
A qualified pipeline built from statutory obligation rather than hope, proposals anchored to a logframe, and a cost-per-outcome budget a CSR committee can defend upward.
A Schedule VII call made on instinct, an Annual Action Plan assembled late, and a BRSR social section evidenced with activity counts instead of outcomes.
A six-gate compliance test for every project, an unspent-CSR position you can explain to the auditor, and programme data that maps onto the NGRBC principles the disclosure is built from.
An impact story told in anecdotes, a data room assembled in the week diligence begins, and no idea which investors are even a fit.
A theory of change with indicators and a baseline, an investment-readiness view of both the financial and the impact lens, and a map of the capital spectrum from catalytic grants through Cat-I Social Venture Funds to outcome-based finance.
Eleven modules, in the order the work actually happens: understand the obligation, qualify the project, become fundable, measure honestly, standardise, sell, partner, disclose, raise, list, scale.
Built for founders who need decision-ready tools, not passive reading.
Written for India only. Statutes cited by section, forms by their current names, portals by their actual URL — and the sequence that each registration gates the next.
One per lesson, saving your work to your account: a Section 135 obligation estimator, a Schedule VII classifier, a six-gate compliance auditor, a 12A/80G timeline planner, an SROI calculator, a BRSR disclosure data mapper, a ZCZP issue structuring tool and more.
The 12AB regime rather than the pre-2021 one, the 2025 B Corp standards rather than the 80-point model, the BRSR Core assurance glide path as SEBI has revised it — and a pointer to the official source for every figure that moves.
Theory of change, indicator definitions, sampling, attribution and the four SROI adjustments — taught as the discipline that stops an impact claim collapsing the moment an analyst asks to see the baseline.
The obligation as the company's compliance team reads it, and the proposal as the CSR committee scores it. The course teaches you to be the partner who reduces their risk rather than adding to it.
CSR runs on a financial-year rhythm and registrations expire on their own clock. Come back at budget season, at renewal, and when a provisional registration is due for conversion.
One interactive tool per lesson. Each saves what you enter to your account, so the theory of change you build in module 4 is still there when you package social-pillar evidence in module 8.
Every provision below is taught by section, with the portal to confirm the current position on. Thresholds and forms change; the course flags where.
Net worth ₹500 crore, or turnover ₹1,000 crore, or net profit ₹5 crore — any one, in the preceding financial year, pulls a company into the regime.
2% of average net profit computed under Section 198 for the three preceding financial years. Section 198 profit is not headline PAT, which is why the prescribed amount is read off the company's own disclosure.
Unspent amounts move to an Unspent CSR Account for an ongoing project or to a Schedule VII fund. Default attracts a civil penalty on the company of twice the amount or ₹1 crore, whichever is less, and on each officer in default one-tenth of that or ₹2 lakh, whichever is less.
The definition that carves out employee-benefit spending, activities with direct business benefit, marketing and promotion, and activities outside India — four of the six gates a project must clear.
CSR can only be routed through the company itself or a CSR-1 registered implementing agency, against a Board-approved Annual Action Plan.
A company with an average CSR obligation of ₹10 crore or more over the three preceding financial years must commission an independent impact assessment for projects of ₹1 crore or more completed at least a year earlier.
Registration is no longer permanent. New organisations take provisional registration first and convert to regular, with a 16-digit Unique Registration Number and a renewal clock the course teaches you to diarise.
Form 10G no longer exists for 80G. The 80G process now runs on the same Form 10A / Form 10AB machinery as 12AB — guidance that still names Form 10G is describing the pre-2021 system.
Including the "general public utility" limb, where significant trade or business activity restricts the exemption unless it stays within the statutory de-minimis limit.
A separate, heavier regime: a minimum operational track record, the single designated FCRA account at the State Bank of India, New Delhi Main Branch mandated by the 2020 amendment, Form FC-3A to register and the annual FC-4 return.
Filed on the MCA portal under Rule 4(1)/4(2). Required regardless of whether you are a Trust, a Society or a Section 8 company — without it a company cannot route CSR through you at all.
The Business Responsibility and Sustainability Report is a mandatory part of the annual report for the top 1,000 listed entities by market capitalisation, from FY 2022-23, structured around the nine NGRBC principles — with your social impact landing under Principle 8.
A subset of KPIs facing mandatory assessment or assurance, phased by company size. SEBI has revised this regime more than once, so the course teaches the mechanism and sends you to sebi.gov.in for the year-specific tier.
Eligibility runs on the registration form, a minimum age, minimum annual spending and funding, and a live income-tax exemption registration. ZCZP minimums and the minimum-subscription level have been revised downward by SEBI and are taught as figures to confirm, not recite.
The regulated vehicle through which for-profit social enterprises reach impact capital, alongside blended finance and outcome-based structures.
Eight of the 64. Each lesson explains why the material matters before it teaches it, and ends with a tool that turns the lesson into something saved to your account.
Most people who want CSR money study how to ask for it. The ones who consistently win study the obligation that forces companies to give it — and read the statute in the order it actually operates: who is caught, how much they owe, who governs the decision, what plan locks in the budget, and what happens when they fail…
A disqualified CSR rupee is worse for a company than an unspent one: it drops out of the certified figure, can force a top-up, and surfaces in the auditor's report and the Board's disclosure. Six gates decide it, and a project brilliant on five and silent on the sixth is not "mostly compliant" — it is non-compliant…
Two income-tax registrations sit on top of whatever structure you chose, and together they do more for your credibility than almost anything else you file in year one. The trap is that the area was overhauled by the Finance Act 2020 and the 2021 Rules, so a great deal of the guidance still circulating — including the form names and the validity periods — is simply wrong…
SROI assigns a monetary value to social outcomes and expresses impact as a single ratio — which is exactly why it is easy to do badly. Because the headline is a clean number, the temptation is to inflate it with generous proxies and thin adjustments, and an inflated SROI collapses the moment a sophisticated assessor opens the assumptions…
Many otherwise-strong proposals fail at the budget. A reviewer who has approved fifty of them reads yours not for the total but for the shape — whether overhead is honest, whether monitoring and evaluation is actually funded, whether the cost per outcome is defensible. Narrative can be polished; numbers cannot hide…
A thousand of India's largest listed companies are now legally obliged, every year, to report across environmental, social and governance dimensions — and the social dimension is the one their internal systems struggle to evidence. They can count their own emissions; they cannot easily produce rigorous, attributable data on community outcomes. That gap is the opportunity…
The pitch opens the door; diligence decides whether money moves. An investment committee does not write a cheque because a founder presented well — it writes one because the analyst who spent two weeks in the data room found that the numbers reconcile, the cap table is clean, and the impact claims are evidenced…
A conventional bond pays a coupon and returns the principal. A Zero Coupon Zero Principal instrument pays neither. The "investor" is really a donor, and what they receive instead is verified impact — a donation wrapped in a securities instrument, with standardised disclosure, a regulated issuance process and independent verification bolted on…
Eleven capabilities, one per module.
Why it matters: Is it obliged to spend, roughly how much, and who decides. Get those wrong and you court companies that owe nothing and pitch committees that do not exist.
Why it matters: Six gates, applied as an AND. The partner who reliably designs clean, clearly-qualifying projects is the one a CSR team trusts with its statutory obligation.
Why it matters: The gap between a registration certificate and a CSR-1 number with live 12AB and 80G is where impatient founders lose months. Run the chain in order and close it.
Why it matters: A theory of change, defined indicators, an attribution method you can name, and an SROI whose adjustments are visible. The discipline that holds up when someone asks to see the baseline.
Why it matters: IRIS+ metrics, SDG contribution stated honestly, and a clear-eyed read on whether B Corp under the 2025 standards is even the right credential for your structure.
Why it matters: A logframe under the narrative, an honest administrative split, and a cost per outcome a committee can defend to its own board.
Why it matters: Qualified prospects, outreach that earns a meeting, discovery before prescription, and renewals treated as the point rather than the afterthought.
Why it matters: Your measurement capability is the answer to the pillar companies find hardest to evidence — and can become a service line in its own right.
Why it matters: The impact capital spectrum, readiness on both lenses, outcome-based instruments, term-sheet clauses that quietly cost the mission, and what happens at exit.
Why it matters: The eligibility stack, ZCZP economics from both sides, the listing process, the social audit that follows — and an honest comparison against simply raising the money another way.
Why it matters: A pathway your capacity can carry, technology tested against a real bottleneck, partners scored on the lever they control, and a systems-change plan with its mission safeguards written down.
Indicative market rates for the professional work this course teaches you to do yourself. Ranges vary widely by city, firm and scope — treat them as a comparison, not a quote.
What founders pay for this, piece by piece
Price is inclusive. No GST is charged.
This course is educational. It is not legal, tax, accounting or investment advice, and nothing in it creates a professional relationship. CSR eligibility, registration outcomes, tax exemption and securities listing all turn on facts specific to your organisation. Confirm your position with a qualified professional before you file, sign or spend.
The rules move. The CSR Rules have been amended repeatedly since 2014; 12A and 80G were rebuilt by the Finance Act 2020 and the Income Tax (Sixth Amendment) Rules 2021, and registrations now expire; SEBI has revised the BRSR Core assurance tiers and the Social Stock Exchange minimums more than once; B Lab replaced the 80-point B Impact Assessment model on 8 April 2025. Where a figure is live, the lesson says so and names the portal — csr.gov.in, mca.gov.in, incometax.gov.in, fcraonline.nic.in, ngodarpan.gov.in, sebi.gov.in — to check it on.
One renumbering is worth flagging on its own. The Income-tax Act 2025 replaced the Income-tax Act 1961 from 1 April 2026 and renumbered its provisions. Frameworks written earlier — including SEBI’s own SSE rulebook — still cite the familiar 1961 numbers such as 12A, 12AB, 10(23C), 10(46) and 80G, while your tax filings use the new numbering. The course teaches you to quote the section your source actually uses and to confirm the current number before putting one in a document a regulator will read.
The CSR spending figures quoted in the course are the totals reported on the National CSR Portal — companies keep filing and revising after a year closes, so re-confirm the latest year on csr.gov.in. Market rates shown on this page are indicative comparisons for equivalent professional work, not quotations, and vary by city, firm and scope.
Sixty-four lessons from "which structure should I register?" to a qualified corporate pipeline, impact evidence that survives diligence, and a clear view of every route the money can take.
1 year access · 64 lessons · 56 interactive tools · 3-day refund