Where This Starts

Four obligations, already funded and already dated.

Nothing here asks you to create a new budget line or adopt a new category. Every engagement attaches to something your organisation already has to do, and the first conversation is about which of these is on your desk.

Mandated CSR spend, Section 135

Two per cent is committed whether or not the programme behind it is any good. The common failure is not underspending. It is genuinely valuable work that sits undercounted, filed against the wrong Schedule VII head, or impossible to defend once the person who ran it moves on.

A head-office commitment

A target written at group level, arriving with a reporting cycle attached. What is usually missing is not budget or ambition. It is local evidence, a credible local partner, and a plan specific enough that the number stops being an aspiration.

Workforce duty of care

Outdoor and shop-floor workforces carry an exposure that sits outside most safety systems. It shows up first in absence, error rates, attrition and incident cost, long before it appears in a policy document.

The BRSR assurance clock

Reasonable assurance under BRSR Core has been phasing in by market-capitalisation band. Activity counts are not outcomes, and an assurer will say so. The gap is rarely the report itself. It is measurement that should have started a year earlier.

What The Practice Covers

Two bodies of work, one method underneath.

Corporate social responsibility

CSR programme design and delivery

A multi-year programme built around a theory of change rather than a list of activities, with implementing-partner criteria, fund-flow design, and measurement mapped to BRSR, GRI and the relevant SDGs from the first version. Where an implementing partner is already in place, the design works with them and a screening standard checks the fit rather than replacing anyone by default.

Typical scope

Portfolio reviewWhat you already run, what it is actually achieving, and what is being undercounted.

Programme architectureTheory of change, intervention logic, partner roles, and the governance that holds it.

Measurement designThe indicators, baselines and collection method that make the outcome reportable.

Discuss a CSR programme →

Health equity

Access and patient programmes

The healthcare side of the practice. Patient support programmes, access-to-care models, public-private delivery structures and therapy-focused design, built for populations whose barriers are rarely clinical. Distance, cost, time away from work, heat and water sit between a patient and a prescription more often than the medicine does.

Typical scope

Access barrier mappingWhat actually stops a patient completing a treatment cycle, in their own account.

Programme and hub designDelivery models built around how people live rather than how the system is organised.

Resilience testingWhether the programme still functions in the season it is most needed.

Discuss an access programme →

The Method, Applied

The same discipline. Two different roads.

A CSR programme and a patient access programme fail in different places, so the method walks a different road through each. Below is what actually happens in both, step by step, and what your organisation holds at the end of every stage.

For a CSR programme

01

Portfolio read

What you already run, what it is actually achieving, and what is being undercounted. Most organisations are further along than their reporting shows.

02

Schedule VII mapping

Every rupee matched to the head it genuinely satisfies, so the classification survives a committee and an audit.

03

Theory of change

The causal spine: what the spend changes, for whom, through which mechanism, and how anyone would know.

04

Partner screening

Implementing partners scored against a written standard, registrations verified at source, before any funds move.

05

Baseline and pilot

A bounded first run with indicators and baselines already in place, so year one produces evidence rather than anecdote.

06

Board and assurance pack

The outcome written against BRSR, GRI and the relevant SDGs, in the form a CSR committee and an assurer accept.

For a health equity programme

01

Patient journey mapping

Ethnographic work with the population the programme serves: what actually stops a treatment cycle completing, in their own account.

02

Barrier and season overlay

Distance, cost, lost wages, heat and water, mapped across the climate year. This is where CAST runs, scoring which barrier breaks access first.

03

Model design

Hub, outreach, public-private or hybrid delivery, built around how people live rather than how the system is organised.

04

Delivery partnerships

Providers, pharmacies, transport and community structures contracted into one accountable chain, with the cold chain treated as clinical.

05

Pilot cohort

A defined patient cohort through a full season cycle, instrumented from day one, including the season the programme is most needed.

06

Outcome documentation

Completion, adherence and continuity written up as health outcomes a medical reviewer, a funder and an assurer can all accept.

The diagnostic underneath the design

CAST, the Climate Access Stress Test, scores four access dimensions across a full climate year and ranks what breaks first, so allocation follows evidence rather than instinct. It runs inside a design engagement or on its own. Try the free version →

How Engagements Run

Design first. Implementation only if you want it.

Stage one

Design, as a defined piece of work with its own fee.

Mapping, system design, programme creation and measurement architecture. It ends with a programme your board can approve, a partner can run, and an assurer can accept. Organisations can stop here and implement internally, and the handover is built for that from the start rather than bolted on.

Stage two

Implementation, on a retainer, with your own owner trained into it.

Partner selection and orchestration, pilot, scaling, and impact documentation through the reporting cycle. The measure of success is that your team can run it without us, so capability transfer is part of the scope rather than a closing gesture.

Fees depend on the number of sites, the depth of field work and the reporting the programme has to satisfy. You get a fixed figure and a defined scope in the proposal, after a first conversation establishes what the programme actually has to do. Scope moves before the rate does.

Committed spend, turned into a programme that reports.