We intend to work in regions within 400 kilometers from Gurugram - the major hub of our operations. Currently, we have operations in Bhiwadi and Mathura besides Gurgaon.
We were born on 03 December 2010 and on 09 September 2011, our Employability Program was launched. This was the time when National Skill Development Policy, 2009 was in initial stages and various stakeholders were struggling to "meet numbers". Our first centre was run with a placement percentage of 90% in the first as well as years to follow. The key success-factor was an "impact-first" approach adopted by the founder-duo in-spite of the "500 Million-wave" in the country.
We realised that most of the youth enrolling in our employability program are those who have not received proper education and therefore struggling with basic Employability skills required in all kinds of jobs. With this thought, Agrasar Bachpan was attempted in 2013 but could not succeed due to inexperience of the team and lack of resources. Re-launched on 13 Feb 2015 with more experience and resources, our 'Bachpan' has progressed phenomenally ever since then.
Over time, we learnt that mothers of most of the children studying at Agrasar Bachpan centres and many other women from communities are not able to go out of their homes and work because of various constraints. However, they have always been highly keen to work from homes or community centres with an option of flexible timings. Therefore, we incubated Societymaker to rekindle the entrepreneurial spirit in such women and provide an ecosystem to unleash that spirit.
In 2016, we moved to Bathinda in Punjab and Mathura in Uttar Pradesh and the town of Bahadurgarh in Haryana. We also decided upon our geographical spread to be normally not more than 400 kilometers (less than 8 hours by road) from Gurgaon so that the core team, which is based out of Gurgaon, can be meaningfully and consistently involved in operations in these regions. Moving to new areas is not just about replication of systems and process but also entails the spread of organizational culture.
The first lot of children we mainstreamed to the Schools with great enthusiasm were beaten up on the very first day. Our teachers had a word with the school teachers and tried to make the situation a little better. We achieved some success, however in 2017 upon realizing the magnitude of the problem, we decided to have an organized effort to eliminate violence against children in the schools of India with the launch of 'Kaagaz ki Kashti' - a solidarity against corporal punishment.
With six years of experience, we decided to upgrade our “Operating Software”. In organisational context, Software may be considered as a generic term referring to various kinds of processes, conventions and rules to operate the organisation and its associated functions. Through this exercise, Agrasar intends to critically analyze, establish and formalize policies, processes, practices and curriculum and institutionalize the culture and values that the organisation takes pride in!
We were born on 03 December 2010 and on 09 September 2011, our Employability Program was launched. This was the time when National Skill Development Policy, 2009 was in initial stages and various stakeholders were struggling to "meet numbers". Our first centre was run with a placement percentage of 90% in the first as well as years to follow. The key success-factor was an "impact-first" approach adopted by the founder-duo in-spite of the "500 Million-wave" in the country.
We realised that most of the youth enrolling in our employability program are those who have not received proper education and therefore struggling with basic Employability skills required in all kinds of jobs. With this thought, Agrasar Bachpan was attempted in 2013 but could not succeed due to inexperience of the team and lack of resources. Re-launched on 13 Feb 2015 with more experience and resources, our 'Bachpan' has progressed phenomenally ever since then.
Over time, we learnt that mothers of most of the children studying at Agrasar Bachpan centres and many other women from communities are not able to go out of their homes and work because of various constraints. However, they have always been highly keen to work from homes or community centres with an option of flexible timings. Therefore, we incubated Societymaker to rekindle the entrepreneurial spirit in such women and provide an ecosystem to unleash that spirit.
In 2016, we moved to Bathinda in Punjab and Mathura in Uttar Pradesh and the town of Bahadurgarh in Haryana. We also decided upon our geographical spread to be normally not more than 400 kilometers (less than 8 hours by road) from Gurgaon so that the core team, which is based out of Gurgaon, can be meaningfully and consistently involved in operations in these regions. Moving to new areas is not just about replication of systems and process but also entails the spread of organizational culture.
The first lot of children we mainstreamed to the Schools with great enthusiasm were beaten up on the very first day. Our teachers had a word with the school teachers and tried to make the situation a little better. We achieved some success, however in 2017 upon realizing the magnitude of the problem, we decided to have an organized effort to eliminate violence against children in the schools of India with the launch of 'Kaagaz ki Kashti' - a solidarity against corporal punishment.
With six years of experience, we decided to upgrade our “Operating Software”. In organisational context, Software may be considered as a generic term referring to various kinds of processes, conventions and rules to operate the organisation and its associated functions. Through this exercise, Agrasar intends to critically analyze, establish and formalize policies, processes, practices and curriculum and institutionalize the culture and values that the organisation takes pride in!
We try our best to keep workplace conducive to innovation, enthusiasm as well as commitment. The environment promotes the team members to thrive and give their best shot. With equal opportunities for all, regardless of gender, level or role, there is always a scope for meeting one’s Learning goals along with achieving organizational goals.
Each one of us believe in learning from our own field experiences and from each other. We are a young organization, and open to collaborate and learn vicariously from the knowledge and experiences of other organizations as well. We have openness to imbibe the good practices from other organisations who are working towards the goals similar to ours.
We strive towards achieving fair and objective reward and disciplinary system. The team members clearly know their role and responsibilities and the role of other team members as the Key Performance Indicators are developed through a participatory approach. We follow a system of continual performance assessment and 360 degree feedback.
A strong sense of team spirit prevails in the organisation. This might be the biggest strength of the organization and has time and again proven to be an asset for meeting most difficult challenges. All team members proactively assist each other as we truly believe in Aristotle's saying - “ The whole is greater than the sum of its parts”.
Before finalizing, we try out different approaches and methods of doing things and learn from experiences. The processes are clearly laid down and documented only when we are confident of our learning. All the related team members are part of developing the processes and deeply understand the rationale for adhering to them.
Our top management, including the CEO, regularly work on field and therefore respect the complexities of context the team works in. Team members generally acknowledge each other’s strengths and limitations and treat everybody with respect. We support each other when the need arises irrespective of our KPIs and departments.
We strive to reach a stage wherein all team members have a homogeneity in responses to questions - What do we do? Why do we do what we do? What is the impact of our work? What are the various challenges and gaps? We make sure that each and every team member has enriching and comprehensive role as per her competence and aptitude.
We are impact driven; our goal is to solve entrenched, complex social problems and not focus on merely achieving targets or numbers. Also, all the team members are treated with fairness, based on their aspirations, needs and varied contributions. All the related team members are part of the process when any significant decision is being taken.
TAP India Foundation
Learn MoreTAP India foundation is funding one of our Agrasar Bachpan Learning Centres. Besides the monetary funding, TAP has helped us in adding value to our existing Education Program through various means like organizing teachers’ training and partnering with us in designing the curriculum for students.
Mahindra Comviva
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CARE India
Learn MoreCARE is our Advisory partner for Integrated Development Project in Bathinda, Punjab. The Project includes strengthening of Anganwadis, women empowerment through SHGs, and skill development and livelihood of youth. We have received significant knowledge from CARE for interventions in livelihood, health and gender analysis in rural communities; which have been their areas of expertise.With this partnership, amalgamation of the strengths of both the organisations has taken place, which will create a greater impact in the community.
HDFC Bank
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Macquarie
Learn MoreMacquarie (u/ Corporate Social Responsibility) is the primary funding partner for our ‘Career Express’ program - Employability through community radio. They have also been supporting one of our Employability centres. Macquaire has been actively engaging with us through volunteering, employee engagement activities, guest sessions and impact assessment. Our partnership with Macquaire has been an ever evolving one and we are considering new avenues for partnership in 2018-19. They understand the dynamic nature of the impact-interventions and hence are proactive and flexible to changes in approach and processes.
Cargill
Learn MoreCargill (u/ Corporate Social Responsibility) is our primary funding partner for the Societymaker program and also funding one of our Agrasar Bachpan centres in Gurugram. Our partnership with them has been an ever evolving one. They understand the dynamic nature of the impact-interventions and hence are proactive and flexible to changes in approach and processes. Cargill has also been doing proactive in employee and community engagement activities to ensure mutual learning and exchange of knowledge.
Hindustan Media Ventures Ltd.
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Concern India Foundation
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Tech Mahindra Foundation
Learn MoreTech Mahindra Foundation is funding two of our Employability Centres in Gurugram under their SMART (Skills for Market Training) Program. Agrasar’s Employability Centre was the first out of the 100 SMART Centres funded by Tech Mahindra and has been instrumental in influencing the design of TMF’s nationwide program. In return, we have also learnt a lot from Tech Mahindra’s team in terms of governance of the organization and enhancing the quality of intervention.
| Year / Qtr. | Date | Name of Donor | Address of the donor | Amount Received (INR) |
|---|---|---|---|---|
| 2018-19/Q4 | 12 Mar 19 | Macquarie Capital Securities (India) Private Limited | Level 9, 2 North Avenue, Maker Maxity, Bandra Kurla Complex, Bandra (East), Mumbai - 400051, India. | 1800000 |
| 2018-19/Q4 | 04 Feb 19 | Letz Change Foundation | Unit 406, 4th Floor, Tower A, Unitech World Cyber Park, Sector-39, gurgaon-122001 | 73405.23 |
| 2018-19/Q3 | 30 Nov 18 | Letzchange Foundation | Unit 406, 4th Floor, Tower A, Unitech World Cyber Park, Sector-39, gurgaon-122001 | 67881 |
| 2018-19/Q3 | 03 Oct 18 | Letzchange Foundation | Unit 406, 4th Floor, Tower A, Unitech World Cyber Park, Sector-39, gurgaon-122001 | 47072 |
| 2018-19/Q2 | 21 Sep 18 | Charities Aid Foundation America | 225 Reinekers Lane, Suite 375, Alexandria, VA 22314 USA | 1350675.90 |
| 2018-19/Q2 | 28 Jul 18 | SBI Macquarie Infrastructure Management Private Limited | Level 9, 2 North Avenue, Maker Maxity, Bandra Kurla Complex, Bandra (East), Mumbai - 400051, India. | 110000 |
| 2018-19/Q2 | 13 Jul 18 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 157089 |
| 2018-19/Q2 | 12 Jul 18 | Aajeevika Bureau | 39. Krishna Colony, Behind Casa Training Centre, Badla Road, Udaipur-313001, Rajasthan | 75000 |
| 2018-19/Q1 | 20 Apr 18 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 191286 |
| 2017-18/Q4 | 27 Mar 18 | LetzDream Foundation | 2 nd Floor, 30 St George Street, London, England,WC1B 4HS | 17915.06 |
| 2017-18/Q4 | 12 Mar 18 | LetzDream Foundation | 2 nd Floor, 30 St George Street, London, England,WC1B 4HS | 28067.88 |
| 2017-18/Q4 | 26 Feb 18 | SBI Macquarie Infrastructure Management Private Limited | Level 9, 2 North Avenue, Maker Maxity, Bandra Kurla Complex, Bandra (East), Mumbai - 400051, India. | 150000 |
| 2017-18/Q4 | 20 Feb 18 | Macquarie Capital securities (India)Private Limited | Level 9, 2 North Avenue, Maker Maxity, Bandra Kurla Complex, Bandra (East), Mumbai - 400051, India. | 1880000 |
| 2016-17/Q4 | 31 Mar 17 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 225600 |
| 2017-18/Q4 | 20 Feb 18 | Macquarie Capital securities (India)Private Limited | Level 9, 2 North Avenue, Maker Maxity, Bandra Kurla Complex, Bandra (East), Mumbai - 400051, India. | 1985000 |
| 2017-18/Q4 | 25 Jan 18 | Aajeevika Bureau | 39. Krishna Colony, Behind Casa Training Centre, Badla Road, Udaipur-313001, Rajasthan | 75000 |
| 2017-18/Q4 | 05 Jan 17 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 534434 |
| 2017-18/Q3 | 14 Dec 2017 | Macquarie Group foundation | 92, Level 9, 2 North Avenue , Maker Maxity, Bandra Kurla Complex - Bandra, Mubmai - 400051 | 80000 |
| 2017-18/Q3 | 11 Dec 2017 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 74887 |
| 2017-18/Q3 | 06 Dec 2017 | Macquarie Group foundation | 92, Level 9, 2 North Avenue , Maker Maxity, Bandra Kurla Complex - Bandra, Mubmai - 400051 | 24129 |
| 2017-18/Q3 | 16 Nov 2017 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 414100 |
| 2017-18/Q3 | 06 Oct 2017 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 443700 |
| 2017-18/Q2 | 21 Aug 2017 | Ketto Online Ventures Inc | Office Number 636, Laxmi Plaza, Sab TV Lane, Off Link Road, Andheri West Mumbai, 400053, India | 3838 |
| 2017-18/Q2 | 18 Aug 2017 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 509250 |
| 2017-18/Q2 | 17 Jul 2017 | Bitgiving | 118,2nd Floor, JP House Sahapur Jat, Near UCO Bank, New Delhi - 110049 | 23500 |
| 2017-18/Q1 | N/A | N/A | N/A | NIL |
| 2016-17/Q4 | 31 Mar 17 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 1570800 |
| 2016-17/Q4 | 22 Mar 17 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 108900 |
| 2016-17/Q4 | 21 Mar 17 | CARE India | 11, Krishna Colony, Behind Fatima Hospital, Mahanagar Lucknow-226006 | 686000 |
| 2016-17/Q4 | 13 Feb 17 | Ashish(Individual) | N/A | 6612 |
| 2016-17/Q3 | 13 Dec 16 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 271000 |
| 2016-17/Q3 | 25 Nov 16 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 131000 |
| 2016-17/Q3 | 08 Nov 16 | Macquarie Group of Foundation | Level 1, DLF Building 9B, DLF Phase III, Cyber City, Gurugram, Haryana 122002 | 1888000 |
| 2016-17/Q2 | 15 Sep 16 | Bitgiving | 118,2nd Floor, JP House Sahapur Jat, Near UCO Bank, New Delhi - 110049 | 26300 |
| 2016-17/Q1 | 17 May 16 | Mc Graw Hill | Epitome, Building 5, 9th Floor, Tower A, DLF Cyber City, Phase 3, Sector 24, Gurugram | 129972 |
| 2016-17/Q1 | 16 May 16 | HDFC Bank | I Think Techno Campus., Kanjur Marg ( E ) , Mumbai - 400042 | 143212.50 |
| 2016-17/Q1 | 11 Apr 16 | Cargil Global Trading India Private Limited | 14th Floor, Building 9 A, DLF Cyber City, Phase III, Gurgaon - 122001 | 2010400 |
| 2015-16/Q4 | 23 Mar 16 | Macquarie Capital securities india pvt ltd. | 2 North Avenue,Maker maxity,Bandra kurla complex, bandra east Mumbai-400051. | 2437500 |
| 2015-16/Q4 | 18 Feb 16 | Cargill | 111, Rectangle-1, Saket District centre-New Delhi -110017 ; | 975000 |
| 2015-16/Q4 | 03 Feb 16 | Cargill | 111, Rectangle-1, Saket District centre-New Delhi -110017 ; | 220566 |
| 2015-16/Q4 | 02 Feb 16 | Voluntary Overseas Services | E-4, Clarion Collection ,Qutab Hotel Complex, Shaheed Jeet Singh Marg , New Delhi -110016. | 345900 |
| 2015-16/Q4 | 01 Feb 16 | HDFC Securities | Office Floor 8, I Think Techno Campus , Buliding B – Alpha , Kanjurmarg (East ), Mumbai -400042.; | 3288681 |
| 2015-16/Q4 | 01 Jan 16 | Safe in India | 40, Sikanderpur Ghosi, Gurgaon - 122002 | 73051.89 |
| 2015-16/Q3 | N/A | N/A | N/A | Nil |
| 2015-16/Q2 | 10 Sep 15 | Anonymous | N/A | 14500 |
| 2015-16/Q2 | 22 Jul 15 | Anonymous | N/A | 9000 |
| 2015-16/Q1 | 26 May 15 | Cargill | 111, Rectangle-1, Saket District centre-New Delhi -110017 ; | 639000 |
