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A facilitator leading a session with women participants

One accountable partner from strategy to delivery.

We help institutions turn a social-impact priority into a program that can actually be implemented, measured and scaled. From program design and partner selection to delivery, governance, measurement and reporting, Samhita can take responsibility for the pieces you need - or the whole program.

Tell us what you want the program to achieve

Every rung, one partner

What we can take on

A program team presenting a certificate to a participant

  • Define the population, geography, problem, interventions and measurable outcomes.

  • Identify organisations with the capabilities, footprint and track record required.

  • Assess proposals, delivery capacity, risks and operating requirements before implementation.

  • Coordinate timelines, partners, budgets, field execution and decisions.

  • Track program expenditure and reporting against agreed structures.

  • Monitor what is happening throughout implementation and adapt where the evidence calls for it.

  • Create clear decision-making structures and reporting for partner leadership.

  • Translate credible program evidence into clear reports, stories and convenings that build trust and help strong models scale.

Fewer hand-offs

The difference

Program staff reviewing delivery data together

Many organisations can advise. Many can implement. Our strength is being able to connect strategy + partners + execution + evidence, reducing hand-offs between the people designing a program and those responsible for whether it works.

What keeps delivery on track

Why our programs work

The result, for our longest-running partners, is a shift in what we actually are to them: from a program manager executing a scope, to a strategic advisor shaping what their CSR strategy becomes next.

A Samhita-CGF team member in a field session with women participants

We build reporting templates around each program's specific needs, for higher accuracy and sharper insight.

Where to start

Best suited to

  • A company developing a flagship CSR program.

  • A foundation testing a new model.

  • A government mission requiring program-management capacity.

  • A multi-state program with many implementation partners.

  • An existing program that needs stronger outcomes or governance.

Tell us what you want the program to achieve

Proof of the climb

Adidas employees and children from a partner care home making a rangoli together

CSR Portfolio · Multi-state

6Live projects
71.34 lakh kgWaste cleared
49,000+Children reached
In partnership with Adidas, alongside REEFOP, India Track Foundation, Garv Foundation, GreenSole, Afroz Shah Foundation, and Udayan CareAdidas

Adidas' CSR strategy centres on sport, climate resilience, and equitable outcomes for vulnerable children, three causes that do not share a playbook. Rather than run one generalist program across all three, we picked a specialist for each: Garv Foundation for para-badminton, India Track Foundation for athletics, PDCT for community football in high-altitude Ladakh, Afroz Shah Foundation for coastal cleanup, GreenSole for circular economy, and Udayan Care for residential child welfare.

Over three years, that grew into six live projects across multiple geographies, coordinated as one portfolio rather than six separate contracts: shared reporting cadence, one governance structure, and one team accountable for how the pieces added up together.

That structure is what lets each specialist push past their original scope instead of just meeting it. Garv's para-badminton program, built for grassroots training, produced two athletes who went on to Olympic competition. Afroz Shah Foundation's cleanup work cleared 71.34 lakh kilograms of waste from beaches, mangroves, and inter-tidal zones. GreenSole's footwear upcycling model scaled to 49,000+ children across six states. None of that came from a single implementing partner working in isolation. It came from consistent oversight that caught what was working early enough to double down on it.

We also built visibility into the program from the start rather than adding it at reporting time. That got 80+ Adidas employees directly involved through donation drives, care-home visits, and time spent with India Track Foundation athletes, turning the CSR program into something Adidas' own people could see and take part in, not just fund.

Women participants seated together at a community session

FY 24-25 · CSR Portfolio · Pan-India

₹18.61 croreDeployed in FY 24–25
11.37 lakhMeals distributed
246Anganwadi centres refurbished
In partnership with BroadcomBroadcom

Broadcom's CSR program spans hunger relief, education, water conservation, disaster response, and early childhood care, delivered through a growing network of non-profit partners across India. In FY 24–25 alone, the program funded five projects with four non-profit partners, moving ₹18.61 crore into direct community impact.

On hunger relief, the program fed 1,680 pregnant and lactating mothers, referred 97 critical cases for further care, and ran 64 functional community kitchens, distributing 11,37,260 meals in total.

On education and skilling, 59,597 students got hands-on science exposure through 7,37,532 interactions, while 1,540 students earned NIIT certification and 701 women completed vocational skills training. Nine STEM centres were set up in government schools.

On disaster relief, 76,330 people were reached with support kits following flood and disaster response efforts.

On water conservation, 771 percolation wells were constructed, with the potential to conserve 98 million litres of rainwater annually.

On early childhood care, 246 Anganwadi centres were refurbished, reaching 27,856 children, mothers, and other participants directly.

One Samhita-CGF team managed the full portfolio across five cause areas, covering partner selection and due diligence, fund-utilisation tracking, field monitoring, and consolidated reporting. Broadcom leadership saw one picture of five projects. The partnership also carried through the move from VMware to Broadcom, so partners and communities kept their momentum.