{"id":16364,"date":"2026-04-26T04:11:00","date_gmt":"2026-04-26T04:11:00","guid":{"rendered":"https:\/\/www.smilefoundationindia.org\/blog\/?p=16364"},"modified":"2026-04-22T14:49:57","modified_gmt":"2026-04-22T14:49:57","slug":"csr-impact-in-india","status":"publish","type":"post","link":"https:\/\/www.smilefoundationindia.org\/blog\/csr-impact-in-india\/","title":{"rendered":"CSR Impact in India: 10 Numbers That Tell the Story"},"content":{"rendered":"\n<h2 class=\"wp-block-heading\"><strong>Summary<\/strong><\/h2>\n\n\n\n<ul class=\"wp-block-list\">\n<li>India&#8217;s total annual CSR spend has <a href=\"https:\/\/csrtimes.org\/esg-and-csr-integration\/#:~:text=The%20next%20four%20years%20marked,the%20decisive%20leap%20that%20followed.\" rel=\"nofollow noopener\" target=\"_blank\">crossed \u20b927,000 crore<\/a> but the gap between spending and measurable outcomes remains the defining challenge of the framework<\/li>\n\n\n\n<li>Education and healthcare together absorb over 50% of CSR funds, reflecting national priorities but learning quality and healthcare access in underserved communities remain deeply unequal<\/li>\n\n\n\n<li>Over 1.5 crore children remain out of school in India, pointing to where CSR for education still has significant ground to cover<\/li>\n\n\n\n<li>Women&#8217;s economic participation in India stands at around 37% \u2014 well below global averages \u2014 making women&#8217;s empowerment one of the highest-leverage areas for <a class=\"wpil_keyword_link\" href=\"https:\/\/www.smilefoundationindia.org\/corporate-partnership\/\" title=\"Corporate Partnerships\" data-wpil-keyword-link=\"linked\" data-wpil-monitor-id=\"3179\">CSR<\/a> investment<\/li>\n\n\n\n<li>Only around 45% of India&#8217;s eligible youth have access to formal skilling \u2014 a gap that CSR-funded vocational programmes are beginning, but not yet managing, to close<\/li>\n\n\n\n<li>Geographic concentration of CSR spend in Maharashtra, Karnataka and Delhi means that states with the highest development need often receive the least corporate investment<\/li>\n\n\n\n<li>The shift from output reporting to outcome measurement is the single most important evolution needed in how CSR impact in India is assessed and communicated<\/li>\n<\/ul>\n\n\n\n<figure class=\"wp-block-image size-large\"><img fetchpriority=\"high\" decoding=\"async\" width=\"683\" height=\"1024\" src=\"https:\/\/www.smilefoundationindia.org\/blog\/wp-content\/uploads\/2026\/04\/CSR-impact-in-India-transforming-futures-683x1024.png\" alt=\"\" class=\"wp-image-16367\" srcset=\"https:\/\/www.smilefoundationindia.org\/blog\/wp-content\/uploads\/2026\/04\/CSR-impact-in-India-transforming-futures-683x1024.png 683w, https:\/\/www.smilefoundationindia.org\/blog\/wp-content\/uploads\/2026\/04\/CSR-impact-in-India-transforming-futures-200x300.png 200w, https:\/\/www.smilefoundationindia.org\/blog\/wp-content\/uploads\/2026\/04\/CSR-impact-in-India-transforming-futures-768x1152.png 768w, https:\/\/www.smilefoundationindia.org\/blog\/wp-content\/uploads\/2026\/04\/CSR-impact-in-India-transforming-futures.png 1024w\" sizes=\"(max-width: 683px) 100vw, 683px\" \/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Problem With Measuring CSR in Rupees<\/strong><\/h2>\n\n\n\n<p>CSR impact in India is most commonly reported in one unit: rupees. How much was spent, by whom, on what category of activity. These numbers are useful. They tell us something about the scale and direction of corporate giving. What they do not tell us is what actually changed as a result.<\/p>\n\n\n\n<p>The distinction matters enormously. A company can spend its full 2% obligation on school buildings that are never equipped, on health camps that treat people once and then disappear, on skilling programmes that produce certificates but not employment. By the rupee measure, each of these is a CSR success. By any honest measure of impact, they are not.<\/p>\n\n\n\n<p>The 10 numbers that follow are an attempt to look at CSR impact in India differently \u2014 not just at what was spent, but at what it reveals about where corporate social responsibility is working, where it is falling short and what the evidence says about how to close that gap. Some of these numbers are about scale. Some are about quality. Some are about the distance still to be travelled. Together, they tell a more honest and more useful story about what CSR can really achieve.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>10 Numbers That Define CSR Impact in India<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. \u20b927,000 Crore+: India&#8217;s Annual CSR Spend<\/strong><\/h3>\n\n\n\n<p>This is the headline number \u2014 and it is genuinely significant. India&#8217;s mandatory CSR framework, introduced through Section 135 of the Companies Act 2013, has created one of the largest pools of directed corporate social investment in the world. Annual CSR spend crossed \u20b926,000 crore in FY2022 and has continued to grow as corporate profits rise and the compliance regime matures.<\/p>\n\n\n\n<p>What the number reveals, however, is as much about what is missing as what is present. A substantial portion of this spend is concentrated among a small number of large companies \u2014 the top 10 spenders account for a disproportionate share of the total. Many smaller eligible companies spend the minimum required and no more. And the geographic distribution of this capital is heavily skewed toward states where corporate headquarters are clustered, leaving the states with the greatest development need chronically underfunded.<\/p>\n\n\n\n<p>The insight here is not that \u20b925,000 crore is insufficient. It is that the number, on its own, tells us very little about whether it is being deployed where it is most needed, or in ways that are most likely to produce lasting change.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. 60%: Share of CSR Funds Going to Education and Health<\/strong><\/h3>\n\n\n\n<p>More than 60% of India&#8217;s total CSR spend flows into two sectors \u2014 education, which receives approximately 25% and healthcare, which receives approximately 29%. Environment and sustainability account for a further 9%. The remaining third is distributed across rural development, women&#8217;s empowerment, skilling and other Schedule VII categories.<\/p>\n\n\n\n<p>This concentration reflects national priorities, and it is broadly appropriate. Education and health are the foundational investments that determine individual and community well-being across every other dimension of development. But concentration also carries risk. It means that other critical areas \u2014 mental health, nutrition, clean energy access, urban poverty \u2014 receive relatively little corporate attention despite significant need.<\/p>\n\n\n\n<p>The deeper issue is not what sectors receive CSR funds, but what those funds produce within them. Education spend that improves attendance without improving learning is not education impact. Health spend that runs camps without building sustained access to care is not health impact. The 60% figure is a starting point for analysis, not a conclusion.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. 1.5 Crore: Children Still Out of School in India<\/strong><\/h3>\n\n\n\n<p>Despite near-universal primary enrolment rates, an estimated 1.5 crore children in India remain out of school \u2014 concentrated in specific geographies, communities and demographic groups. Children from scheduled tribes and castes, children with disabilities, children in migrant families and girls in certain states are disproportionately represented in this number.<\/p>\n\n\n\n<p>For CSR impact in India to be genuinely meaningful in the education space, it needs to be directed not just at the children who are already in school but at the systems and communities that are still failing to include those who are not. This is harder work \u2014 it requires community engagement, family-level interventions and sustained presence in the places that are hardest to reach. It is also the work that produces the most significant impact, precisely because it addresses the deepest exclusions.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. 43.3%: Rural Grade 5 Students Who Can Read a Grade 2 Text<\/strong><\/h3>\n\n\n\n<p>This number, from ASER 2023, is perhaps the most important single data point in India&#8217;s education landscape, and it is one that CSR investment in education has not yet adequately confronted.<\/p>\n\n\n\n<p>Nearly six in ten rural children who have reached Grade 5 cannot read a text that should have been accessible to them three years earlier. This is not an access failure. These children are in school. It is a learning failure \u2014 a failure of the quality of education being delivered and the conditions in which it is being received.<\/p>\n\n\n\n<p>CSR investment that focuses on infrastructure and enrolment while ignoring foundational learning is investing in the container while neglecting what the container is supposed to hold. The most impactful corporate investment in education in India today is investment in what happens inside classrooms \u2014 in teaching quality, pedagogical approach and the conditions that allow children to actually learn.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. 37%: Women&#8217;s Labour Force Participation in India<\/strong><\/h3>\n\n\n\n<p>India&#8217;s female labour force participation rate, approximately 37%, is among the lower figures for a major economy, and it has been stubbornly resistant to improvement despite decades of policy attention. The gap between men&#8217;s and women&#8217;s economic participation represents an enormous cost \u2014 to individual women, to households and to the economy as a whole.<\/p>\n\n\n\n<p>CSR investment in women&#8217;s empowerment has grown, but it has often been deployed in ways that address surface symptoms rather than structural causes. Skills training without market linkage produces trained women who cannot find work. Entrepreneurship programmes without access to credit produce business plans that never become businesses. Awareness campaigns without the community engagement needed to shift household dynamics produce knowledge that cannot be acted upon.<\/p>\n\n\n\n<p>The most effective CSR programmes for women&#8217;s economic empowerment are those that address the full ecosystem \u2014 skill, market, finance and the social norms that determine whether women can use what they have learned.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>6. 45%: Share of Eligible Youth With Access to Formal Skilling<\/strong><\/h3>\n\n\n\n<p>India has one of the youngest populations in the world \u2014 a demographic dividend that will only materialise if the country&#8217;s youth are equipped with relevant skills. Currently, only around 45% of India&#8217;s eligible youth population has access to formal skilling or vocational training. The gap is most acute in rural areas and among young women.<\/p>\n\n\n\n<p>CSR-funded skilling programmes have reached millions of young people, but outcomes have been uneven. The central failure in many programmes is the disconnection between what is taught and what employers actually need \u2014 a gap that produces graduates who are formally certified but practically unprepared. The most effective CSR investment in skilling is investment that is co-designed with industry, includes job placement support and measures success by employment rates rather than enrolment figures.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>7. 400+: Districts in India With Minimal CSR Presence<\/strong><\/h3>\n\n\n\n<p>India has 776 districts. The MCA&#8217;s CSR data consistently shows that CSR activity is heavily concentrated in a small subset of them \u2014 primarily in Maharashtra, Karnataka, Delhi, Tamil Nadu and Gujarat, where large companies are headquartered and where implementation infrastructure is strongest.<\/p>\n\n\n\n<p>This leaves hundreds of districts, many of them in NITI Aayog&#8217;s list of aspirational districts, where development indicators are lowest, with minimal corporate social investment. The children who most need the support that CSR can provide are often in the places where CSR is least present.<\/p>\n\n\n\n<p>Closing this geographic gap is one of the most significant opportunities available to CSR leaders in 2026. It requires deliberate routing of funds toward underserved geographies, investment in NGOs and implementation partners with presence in those areas, and a willingness to accept the higher operational complexity that working in remote or underserved districts involves.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>8. \u20b91,000 Crore+: Unspent CSR Funds in a Single Year<\/strong><\/h3>\n\n\n\n<p>In FY2021-22, over \u20b91,000 crore of allocated CSR funds went unspent and had to be transferred to designated accounts. This figure points to a structural problem in how many companies approach their CSR obligations \u2014 one that is as much about programme design as about intent.<\/p>\n\n\n\n<p>Companies that struggle to deploy their CSR budgets effectively are often those that have not invested in building the implementation infrastructure and partner relationships that effective deployment requires. Finding credible NGO partners, co-designing programmes, establishing monitoring systems \u2014 this is work that takes time and companies that leave it until late in the financial year consistently find themselves unable to spend their full allocation on qualifying activities.<\/p>\n\n\n\n<p>The answer is not a simpler compliance path. It is earlier, more deliberate programme planning and stronger implementation partnerships built over time rather than assembled under deadline pressure.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>9. 15 Lakh+: People Reached Annually by Smile Foundation&#8217;s Programmes<\/strong><\/h3>\n\n\n\n<p>Smile Foundation directly benefits over 15 lakh people every year through its <a href=\"https:\/\/www.smilefoundationindia.org\/education\/\">education<\/a>, <a href=\"https:\/\/www.smilefoundationindia.org\/health\/\" data-type=\"link\" data-id=\"https:\/\/www.smilefoundationindia.org\/health\/\">healthcare<\/a>, <a href=\"https:\/\/www.smilefoundationindia.org\/livelihood\/\" data-type=\"link\" data-id=\"https:\/\/www.smilefoundationindia.org\/livelihood\/\">livelihood<\/a> and <a href=\"https:\/\/www.smilefoundationindia.org\/women-empowerment\/\">women&#8217;s empowerment<\/a> programmes across more than 400 corporate partnerships and 27 states. The figure is meaningful not just as a scale indicator but as a reflection of what sustained, multi-year CSR partnerships can produce.<\/p>\n\n\n\n<p>The organisation&#8217;s programmes are designed to be integrated recognising that a child&#8217;s ability to learn is shaped by her health, that a woman&#8217;s ability to earn is shaped by her access to finance and markets, that youth employment depends on both skill and connection to opportunity. This integration is what allows impact to compound rather than remain isolated within a single programme area.<\/p>\n\n\n\n<p>For corporate partners looking to understand what credible CSR implementation looks like at scale, Smile Foundation&#8217;s reach and programme depth offer a useful reference point \u2014 not as a promotional claim, but as evidence that the integration of intent, implementation quality and sustained commitment produces results.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>10. 2028: The Year by Which CSR Outcome Reporting May Become Mandatory<\/strong><\/h3>\n\n\n\n<p>India&#8217;s regulatory direction is clear. The government has been signalling \u2014 through updated CSR rules, through MCA guidance, and through the broader ESG framework \u2014 that the era of activity-based CSR reporting is drawing to a close. The expectation, increasingly formalised, is that companies will be required to demonstrate not just what they funded but what changed as a result.<\/p>\n\n\n\n<p>Third-party impact assessments for larger CSR programmes, standardised outcome metrics, and verified reporting are all on the regulatory horizon. Companies that are still measuring CSR impact in India by the number of beneficiaries touched, camps held or workshops delivered will find themselves increasingly unable to satisfy either regulatory requirements or the expectations of ESG-conscious investors.<\/p>\n\n\n\n<p>The companies that will be best positioned in 2028 are those that begin building outcome measurement into their programme design now \u2014 not as a reporting exercise, but as a genuine commitment to understanding and improving what their investment is achieving.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>What the Numbers Reveal<\/strong><\/h2>\n\n\n\n<p>Taken together, these 10 numbers tell a story that is more complex than either celebration or critique. CSR impact in India is real \u2014 significant resources are reaching education, health and livelihood programmes that would not exist without corporate investment. The lives of millions of people are better because of it.<\/p>\n\n\n\n<p>But the numbers also reveal consistent patterns of underperformance \u2014 geographic concentration that leaves the most underserved communities behind, output-focused measurement that conceals the gap between spending and learning, skilling investment that does not connect to employment, women&#8217;s empowerment programmes that do not address the ecosystem required for economic independence.<\/p>\n\n\n\n<p>The pattern is not one of bad intentions. It is one of incomplete design \u2014 of programmes that address one dimension of a challenge that has many, and that measure success by what was delivered rather than what changed.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>From Spend to Impact: The Shift That Defines the Next Phase<\/strong> <strong>of CSR Impact in India<\/strong><\/h2>\n\n\n\n<p>The next phase of CSR impact in India will not be defined by how much is spent. It will be defined by the quality of thinking behind how it is spent \u2014 and by the willingness of companies, NGOs, and regulators to hold each other accountable for outcomes rather than activities.<\/p>\n\n\n\n<p>This requires a genuine shift in how programmes are designed. Outputs \u2014 schools built, patients seen, people trained \u2014 are the beginning of impact measurement, not the end. The questions that matter are what children learned, how many patients had sustained access to care, how many trained people found employment and sustained it.<\/p>\n\n\n\n<p>It requires longer time horizons. Education change, health system strengthening, and women&#8217;s economic empowerment are slow processes. The two or three year programme cycle that dominates corporate CSR planning is incompatible with the timelines of genuine systemic change. Multi-year commitments, with patient capital and genuine partnership between companies and implementation organisations, are what the evidence consistently points toward.<\/p>\n\n\n\n<p>And it requires systems thinking \u2014 the recognition that development challenges are interconnected, and that the most effective CSR investment is investment that acknowledges and addresses those connections rather than isolating one problem from the ecosystem of challenges that surround it.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Role of Implementation Partners<\/strong><\/h2>\n\n\n\n<p>No company implements its CSR programme in isolation. The quality of the implementation partner \u2014 the NGO, the social enterprise, the community organisation \u2014 is one of the most significant determinants of whether CSR investment produces genuine impact.<\/p>\n\n\n\n<p>Strong implementation partners bring four things that companies cannot provide on their own: community trust, built over years of sustained presence; programme design expertise, developed through iterative learning; monitoring and evaluation capacity, required to track outcomes rigorously; and the institutional stability to sustain programmes through the inevitable disruptions of funding cycles, personnel changes, and external shocks.<\/p>\n\n\n\n<p>Smile Foundation&#8217;s model working across education, healthcare, skilling, and women&#8217;s empowerment in partnership with over 400 companies reflects what this kind of partnership looks like at scale. The organisation&#8217;s programme outcomes are tracked through regular assessments, reported transparently to corporate partners and designed to be cumulative rather than episodic.<\/p>\n\n\n\n<p>For CSR leaders looking to maximise their impact, the quality of the implementation relationship is at least as important as the size of the budget.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Measuring What Matters<\/strong><\/h2>\n\n\n\n<p>CSR impact in India is not a fixed quantity. It is a function of how clearly companies define what they are trying to achieve, how well they choose and sustain their implementation partnerships, how rigorously they measure outcomes and how honestly they use what they learn to improve what they do next.<\/p>\n\n\n\n<p>The 10 numbers in this blog are not a verdict. They are a map showing where corporate social responsibility in India is producing genuine results, where the gaps are largest, and where the most significant opportunities for improvement lie.<\/p>\n\n\n\n<p>The next phase of CSR in India will be defined by the companies that treat these numbers not as reporting material but as a brief \u2014 a set of real challenges, in real communities, that require strategic, sustained and accountable corporate commitment to address.<\/p>\n\n\n\n<p>The resources are already there. The question is whether the intent, the design, and the follow-through are equal to the opportunity.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Frequently Asked Questions (FAQs)<\/strong><\/h2>\n\n\n\n<p><strong>What is CSR impact in India?<\/strong> <\/p>\n\n\n\n<p>CSR impact in India refers to the measurable outcomes produced by corporate social responsibility investment \u2014 improvements in education, health, livelihoods, environmental sustainability and community well-being. It is distinct from CSR spend, which measures what was invested, and focuses instead on what actually changed in people&#8217;s lives as a result of that investment.<\/p>\n\n\n\n<p><strong>How is CSR impact measured in India?<\/strong> <\/p>\n\n\n\n<p>CSR impact is measured through a combination of output indicators \u2014 people reached, infrastructure built, programmes delivered \u2014 and outcome indicators, which track actual changes in learning levels, health status, employment rates or income. Outcome measurement requires baseline data, follow-up assessment and increasingly, third-party verification. India&#8217;s regulatory framework is moving toward mandatory outcome reporting for larger CSR programmes.<\/p>\n\n\n\n<p><strong>What sectors benefit most from CSR in India?<\/strong> <\/p>\n\n\n\n<p>Education and healthcare consistently receive the largest share of CSR funding \u2014 together accounting for over 50% of total annual spend. Environment and sustainability, rural development, women&#8217;s empowerment and skilling also receive significant investment, though typically at lower levels. The sectors with the greatest unmet need relative to their CSR funding include mental health, nutrition and climate resilience.<\/p>\n\n\n\n<p><strong>How much do companies spend on CSR in India?<\/strong> <\/p>\n\n\n\n<p>India&#8217;s total annual CSR spend has exceeded \u20b925,000 crore in recent years, driven by the mandatory 2% of average net profit requirement under Section 135 of the Companies Act 2013. The largest individual spenders include Reliance Industries, Tata Consultancy Services and HDFC Bank, each committing hundreds of crores annually. However, many smaller eligible companies spend closer to the minimum required.<\/p>\n\n\n\n<p><strong>What are examples of strong CSR impact in India?<\/strong> <\/p>\n\n\n\n<p>Strong examples include multi-year digital education programmes that have measurably improved learning outcomes in rural schools, mobile health units that have extended primary healthcare access to tribal communities and integrated women&#8217;s livelihood programmes that have produced sustained income gains. In each case, the impact is a product of sustained engagement, strong implementation partnerships and rigorous measurement \u2014 not just of the resources deployed.<\/p>\n\n\n\n<p><strong>How does CSR improve education and health outcomes?<\/strong> <\/p>\n\n\n\n<p>CSR improves education outcomes by funding infrastructure, teacher training, digital tools and foundational learning programmes that the public system cannot fully provide. It improves health outcomes by extending mobile health services, funding community health workers and supporting nutrition programmes in underserved communities. In both cases, impact depends on the quality and continuity of the intervention, not just its presence.<\/p>\n\n\n\n<p><strong>Why is impact measurement important in CSR?<\/strong> Without impact measurement, CSR is accountable only for what was spent and what was delivered, not for what changed. This creates incentives to fund visible, easy-to-report activities rather than the harder, slower work of genuine systemic change. Rigorous outcome measurement shifts accountability toward what matters, helps organisations learn and improve and provides the evidence base that corporate partners, regulators and communities deserve.<\/p>\n\n\n\n<p><strong>How can companies maximise CSR impact in India?<\/strong> <\/p>\n\n\n\n<p>Companies maximise CSR impact by choosing implementation partners with proven outcomes and deep community presence, committing to multi-year programmes rather than annual projects, measuring outcomes rather than only outputs and designing interventions that address the interconnected dimensions of the challenges they are targeting. Strategic alignment between CSR investment and a coherent theory of change rather than a portfolio of disconnected activities is the single most important determinant of impact quality.<\/p>\n\n\n\n<p><strong>What is the biggest gap in CSR impact in India today?<\/strong> <\/p>\n\n\n\n<p>The biggest gap is geographic. CSR spend is heavily concentrated in states where large companies are headquartered, leaving hundreds of districts \u2014 many of them among India&#8217;s most underserved with minimal corporate social investment. Closing this gap requires deliberate routing of funds toward aspirational districts, investment in NGOs with presence in remote areas, and a regulatory environment that incentivises reach rather than only scale.<\/p>\n\n\n\n<p><strong>How does Smile Foundation deliver CSR impact at scale?<\/strong> <\/p>\n\n\n\n<p>Smile Foundation works with over 400 corporate partners across 27 states, delivering integrated programmes in education, healthcare, skilling and women&#8217;s empowerment that are designed to produce compounding outcomes across development dimensions. Programme outcomes are tracked rigorously and reported transparently. The organisation&#8217;s scale reflects sustained corporate commitment over time \u2014 the kind of long-term partnership that the evidence consistently identifies as the most effective model for producing genuine CSR impact in India.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>CSR impact in India is often discussed in rupees spent and activities completed. But the numbers that matter most are different \u2014 children in classrooms, patients treated, women earning independently, youth employed. This blog breaks down 10 data points that reveal what corporate social responsibility can actually achieve when deployed with intent.<\/p>\n","protected":false},"author":1,"featured_media":16371,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[581,6,10,9,40],"tags":[],"class_list":["post-16364","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-csr","category-in-the-spotlight","category-insights","category-partners-in-change","category-partnerships"],"_links":{"self":[{"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/posts\/16364","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/comments?post=16364"}],"version-history":[{"count":0,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/posts\/16364\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/media\/16371"}],"wp:attachment":[{"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/media?parent=16364"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/categories?post=16364"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.smilefoundationindia.org\/blog\/wp-json\/wp\/v2\/tags?post=16364"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}