An NGO working on rural education in Madhya Pradesh had a team of 45 staff spread across seven field locations. The organisation had no dedicated HR person. The programme coordinator managed attendance on a spreadsheet. The accounts manager processed salary. An external CA filed PF and also handled income tax. Nobody owned the ESIC half-yearly return. Nobody tracked the minimum wage revision for the state. The team had scattered FCRA renewal documentation across three email inboxes.
When the organisation’s major donor commissioned a compliance audit before renewing their grant, the audit found gaps in wage records, missing PF acknowledgements for four months, and no documented leave policy. The grant renewal faced a six-month delay. Two senior field staff resigned during the disruption.
This situation is not unusual for Indian NGOs. HR outsourcing for NGOs is growing precisely because the compliance burden on non-profit organisations has increased significantly in recent years, while internal HR capacity has not kept pace. This guide explains the specific HR and compliance challenges that NGOs face, what poor HR management costs them in practice, and how outsourcing the HR function to a specialist partner provides the compliance infrastructure that every NGO needs.
Is your NGO struggling with HR compliance, payroll, or documentation? Futurex Management Solutions provides complete HR and payroll outsourcing for NGOs, trusts, and non-profit organisations across India. Free consultation available. Call +91 9266339256.
What This Guide Covers
Why HR management is uniquely challenging for NGOs and non-profits in India
Common HR and compliance mistakes that NGOs make
How HR outsourcing improves operational efficiency for non-profits
Payroll and labour law compliance for NGOs: PF, ESIC, PT, minimum wages
FCRA documentation and compliance readiness
The real benefits of outsourcing HR for NGOs
Why NGOs in India are increasingly choosing outsourced HR solutions
How to choose the right HR outsourcing partner for your NGO
Signs your NGO needs external HR support
Frequently asked questions about HR outsourcing for NGOs
Why HR Management Is Uniquely Challenging for NGOs in India
Most commercial businesses build their HR function as they grow. By the time they reach 30 or 40 employees, they typically have at least one dedicated HR person managing payroll, compliance, and employee documentation. NGOs and non-profit organisations rarely follow this path. Their resources are programme-focused. Every rupee that goes into administration is a rupee that does not go into field work. As a result, HR is often managed by whoever has bandwidth, whether that is the accounts team, the operations coordinator, or the programme director.
This arrangement creates predictable problems. The person managing payroll does not have specialist compliance knowledge. The person tracking attendance does not know the prescribed format for the wage register. Furthermore, nobody monitors minimum wage revisions. Consequently, when a donor audit, a government inspection, or an EPFO inquiry arrives, the organisation scrambles to produce documentation that it should have maintained as a matter of routine.
The Six Structural HR Challenges Specific to NGOs
| Challenge | How It Manifests for NGOs |
|---|---|
| Limited internal HR resources | Programme or finance staff manage HR functions without specialist compliance knowledge. As a result, payroll errors and missed filings accumulate over time. |
| Multi-location field workforce | Field workers are distributed across remote locations. Consequently, attendance tracking, wage payments, and leave management are fragmented across sites without a central system. |
| Mix of employment categories | NGOs typically have permanent staff, project-based contract employees, visiting consultants, volunteers, and interns. Each category has different statutory treatment and documentation requirements. |
| Funding-driven operational cycles | Project funding determines staffing levels. When a grant arrives, the NGO hires. When it ends, staff exit. This creates constant onboarding and FNF settlement pressure that a small admin team cannot handle efficiently. |
| Donor reporting and audit pressure | Institutional donors expect clean HR documentation as part of compliance audits. Missing wage registers, incomplete employee records, or gaps in statutory filing history can directly affect grant renewals. |
| Increasing regulatory complexity | The four Labour Codes effective November 2025, the FCRA regulatory environment, and state-specific compliance requirements have all significantly increased the compliance workload for NGOs. |
Why This Situation Is Getting Worse, Not Better
The regulatory environment for NGOs has become considerably more demanding since 2020. The FCRA amendments of 2020, the commencement of four Labour Codes in November 2025, and the Income Tax Act 2025 have collectively added new compliance obligations that most NGOs have not yet fully absorbed. Moreover, institutional donors, both domestic and international, now include HR compliance audits as a standard part of their grant renewal process. In this environment, an NGO that continues to manage HR informally carries growing risk with each passing grant cycle.
Common HR and Compliance Mistakes That NGOs Make
These errors appear consistently in NGO compliance audits and in enforcement proceedings. Most of them do not result from deliberate non-compliance. Instead, they result from an HR function that people manage who are good at their primary roles but do not specialise in statutory compliance.
Mistake 1: Misclassifying Consultants and Contract Staff
Many NGOs engage field coordinators, programme officers, and community mobilisers as consultants on service contracts. They do this partly for administrative convenience and partly to avoid PF and ESIC obligations. However, if the engagement has the characteristics of employment, including fixed working hours, supervisor direction, economic dependence, and exclusive commitment to the organisation, the classification will not hold up under EPFO scrutiny or a labour court challenge.
For donor-funded NGOs, this creates a double risk. First, EPFO can raise a demand for PF contributions covering the full period of the misclassified engagement. Second, institutional donors who review employment classification as part of their fiduciary audits may flag the arrangement as a governance concern.
Mistake 2: Not Maintaining Wage Registers in the Prescribed Format
The Code on Wages 2019 requires every employer to maintain a wage register showing each employee’s name, designation, wages paid, deductions, and net amount received. NGOs that track salary payments through accounting software or spreadsheets without maintaining a separate wage register in the prescribed format are technically non-compliant, even if their actual salary payments are accurate.
A labour inspector who visits an NGO’s office and asks for the wage register will not accept a Tally payroll report as a substitute. The register must follow the specific format that the applicable state rules prescribe, and the organisation must make it available for inspection at any time.
Mistake 3: Delayed or Incomplete PF and ESIC Filings
PF ECR must be filed and contribution paid by the 15th of every month. ESIC challan must also be paid by the 15th. ESIC half-yearly returns must be filed by 11 April and 11 October. Many NGOs make the monthly challan payments but do not file the half-yearly ESIC returns, believing that the challan payment is sufficient. It is not. Return filing and challan payment are two separate obligations.
Additionally, NGOs that hire field staff without registering them on the EPFO portal within the 30-day statutory window create an arrear liability from the date the employee joined, not from the date of eventual registration.
Mistake 4: Not Issuing Appointment Letters to All Staff
The Industrial Relations Code 2020, effective November 2025, makes written appointment letters mandatory for every worker. Many NGOs issue offer letters to permanent staff but do not issue formal appointment letters to project-based staff, field animators, or community workers on short-term assignments.
Beyond the statutory obligation, the appointment letter serves as the employer’s primary evidence in any employment dispute. An NGO that terminates a project-based field worker without a documented appointment letter, notice period provision, or documented performance record has no written basis for the termination if the worker challenges it at a labour court.
Mistake 5: Missing FCRA-Related HR Documentation
The Foreign Contribution (Regulation) Act, 2010 and its 2020 amendments impose specific requirements on NGOs that receive foreign funding. While FCRA compliance is primarily a financial and legal function, several requirements directly intersect with HR. These include maintaining separate accounts for FCRA and domestic funds when staff salaries come partly from foreign contributions, and ensuring that administrative expenses from FCRA accounts do not exceed the prescribed cap of 20% of foreign contributions received.
NGOs that do not maintain clear records of which salary costs come from which source, or that cannot produce a clean HR documentation set during FCRA renewal reviews, face delays in renewal. In some cases, the Ministry of Home Affairs attaches adverse observations to the renewal.
How HR Outsourcing for NGOs Improves Operational Efficiency
HR outsourcing for NGOs is not about removing internal capacity. Instead, it adds specialist capability that the organisation cannot cost-effectively build internally. A professional HR outsourcing partner takes ownership of the compliance and administrative HR function, thereby freeing the NGO’s programme and finance teams to focus on the work the organisation exists to do.
Payroll Management for NGOs
A managed payroll service for an NGO processes every employee’s salary correctly every month, including field staff on project-based contracts, consultants on professional fees, and volunteers receiving honoraria. Each category receives the correct statutory treatment. The system calculates PF deduction and employer contribution on the correct wage base. ESIC deduction applies to eligible employees. The payroll partner computes TDS individually for each employee based on their declared tax regime and investment declarations.
Salary reaches employees on a predictable date every month. The partner generates and distributes payslips digitally. All statutory filings happen automatically on the correct deadlines. As a result, the NGO’s programme coordinator does not spend two working days every month reconciling spreadsheets and chasing the accounts team. For a detailed view of what complete payroll compliance involves, see our complete payroll compliance guide for Indian employers.
Employee Onboarding and Documentation
When a new field coordinator joins an NGO project, the HR outsourcing partner manages the complete onboarding process. The partner generates and issues a compliant appointment letter within the statutory window. The system generates or links the EPFO UAN immediately. ESIC registration is complete within 10 days. Furthermore, the partner creates and maintains employee records in a structured digital format accessible for donor audits and government inspections.
This process is documented, consistent, and does not depend on whoever happens to be managing HR at the time. When a new project starts and five field staff join within two weeks, onboarding happens systematically without creating a backlog that the programme team must deal with on top of their project responsibilities.
Attendance Management Across Field Locations
NGOs with multi-location field programmes need an attendance management system that works without biometric devices at remote locations. A structured digital or mobile-based attendance capture process, where field supervisors submit daily attendance through a defined format, allows the payroll team to reconcile attendance before the monthly payroll cut-off. The partner then maintains leave management, comp-off tracking, and statutory leave entitlements systematically rather than informally.
Accurate attendance records are also a donor audit requirement. International institutional donors and government grant-making bodies expect attendance registers for field staff as part of project utilisation documentation. Notably, an HR outsourcing partner maintains these records in a format that satisfies both statutory and donor requirements simultaneously.
Exit Management and Full and Final Settlement
Project-based NGOs experience frequent staff exits at the end of funding cycles. Each exit requires a full and final settlement covering pending salary, leave encashment, gratuity where applicable, and a relieving letter. Under the Code on Wages 2019, the employer must complete this settlement within two working days of the employee’s last working day. An HR outsourcing partner with a structured FNF process meets this deadline every time, regardless of how many staff exit simultaneously at a project close. For more detail on the full outsourcing versus in-house decision, see our payroll outsourcing vs in-house guide.
Payroll and Labour Law Compliance for NGOs in India
NGOs and non-profit organisations are employers under Indian law. The fact that the organisation has a social mission does not exempt it from labour law obligations. Every compliance requirement that applies to a private sector employer applies equally to an NGO, with the additional layer of FCRA compliance for organisations receiving foreign contributions.
PF Compliance for NGOs
NGOs with 20 or more employees must mandatorily register under the Employees’ Provident Funds and Miscellaneous Provisions Act, 1952. The organisation must file PF ECR and pay contributions by the 15th of every month. New employees must register within 30 days of joining. Under the Code on Wages 2019, basic salary must constitute at least 50% of total CTC, which directly affects the PF contribution base for organisations that structured salary packages with low basic amounts.
For NGOs that engage consultants, the key question is whether the engagement has the characteristics of employment. If EPFO conducts an inquiry and determines that consultants were effectively employees, the demand for PF contributions covers the full engagement period with interest and damages. The most common and costly PF compliance errors are covered in our PF and ESI compliance mistakes guide.
ESIC Compliance for NGO Staff
NGOs with 10 or more employees fall under the ESI Act 1948 for all staff earning up to Rs. 21,000 gross per month. ESIC provides medical and sickness benefits to covered employees and their families. The organisation must pay the monthly challan by the 15th and file half-yearly returns by 11 April and 11 October. For NGOs with field staff working in remote locations outside ESIC-implemented areas, ESIC coverage does not apply to those specific locations. However, the employer must verify ESIC implementation status for each location and activate coverage when staff transfer to implemented areas.
Professional Tax and State-Specific Obligations
NGOs operating across multiple states must comply with Professional Tax requirements in applicable states. Maharashtra, Karnataka, Andhra Pradesh, and Telangana require monthly PT filings. Tamil Nadu requires half-yearly filings. These are among the most common states for development organisations. The employer must deduct Professional Tax from employee salaries and remit it per the state-specific schedule.
Additionally, Labour Welfare Fund contributions apply in states such as Maharashtra, Karnataka, Andhra Pradesh, and Gujarat, typically on an annual or half-yearly basis. NGOs with staff in these states must track LWF contribution cycles and meet deadlines. For a complete reference of every compliance deadline across PF, ESIC, TDS, PT, and state-specific obligations, see our compliance calendar for Indian employers 2026.
Minimum Wages and Statutory Bonus for NGO Staff
All field staff must receive at least the applicable state minimum wage for their category and skill level. States typically revise minimum wages twice a year. NGOs that do not monitor state gazette notifications and update payroll from the effective revision date pay below minimum wage from that date, which is a punishable violation under the Code on Wages 2019.
The Payment of Bonus Act requires statutory bonus payment to all eligible employees within eight months of the financial year close. For FY 2025-26, the bonus deadline is 30 November 2026. NGOs that rely on grant disbursements to fund staff costs sometimes miss this deadline when grants are delayed. Planning the bonus provision as part of the annual budget, rather than treating it as a year-end discretionary payment, is therefore the correct approach.
FCRA Compliance and Documentation Support for NGOs
The Foreign Contribution (Regulation) Act, 2010 governs the receipt and utilisation of foreign contributions by NGOs, associations, and other entities in India. FCRA compliance is primarily a financial and legal function. However, several aspects of FCRA compliance intersect directly with HR management.
Where HR Documentation and FCRA Compliance Intersect
Salary cost fund segregation: When staff salaries come partly from FCRA accounts and partly from domestic funds, the NGO must maintain clear records of which salary costs are charged to which account. Payroll records must support this segregation, not just to satisfy auditors, but because FCRA renewal assessments examine utilisation patterns closely.
Administrative expense cap compliance: The FCRA 2020 amendments reduced the administrative expense limit from 50% to 20% of foreign contributions received. Salary costs for staff working on administrative functions such as HR, finance, and accounts count as administrative expenses under this cap. Therefore, accurate staff cost allocation between programme and administration is a direct FCRA compliance requirement.
Employee record completeness for FCRA renewal: The FCRA renewal process involves an assessment of the NGO’s compliance record. Labour compliance gaps, including missing PF acknowledgements, absent ESIC returns, and undocumented contract staff, appear in compliance reviews and can result in adverse observations or conditions attached to renewal.
Audit trail for donor reporting: International donors increasingly require audited HR records as part of annual utilisation reports. Attendance registers, payslips, appointment letters, and statutory compliance certificates must all be available in a clean, organised format. An HR outsourcing partner maintains these records digitally in audit-ready form throughout the year.
How HR Outsourcing Supports FCRA Renewal Readiness
An HR outsourcing partner who understands the FCRA framework structures payroll records so that salary cost allocation between programme and administrative functions is clear, consistent, and auditable. This means that when an NGO approaches FCRA renewal, the HR documentation set is complete and the salary cost allocation is defensible. As a result, the renewal process does not uncover HR gaps that delay or complicate the application.
Moreover, for NGOs that receive project-specific grants from multiple donors simultaneously, the HR partner can structure payroll allocation reports that show which staff costs are attributable to which project and which funding source. This level of documentation satisfies both FCRA requirements and international donor utilisation reporting standards.
The New Labour Codes and What They Mean for NGOs in 2026
The four Labour Codes, namely the IR Code 2020, Code on Wages 2019, Social Security Code 2020, and OSH Code 2020, all came into force on 21 November 2025. These changes apply to NGOs and non-profit organisations exactly as they apply to private sector employers. The key changes that most NGOs have not yet fully implemented are as follows.
Appointment Letters for Every Worker Including Field Staff
Written appointment letters are now mandatory for every worker under the IR Code 2020. This includes field animators, community mobilisers, and project-based staff on short-term engagement. The appointment letter must specify wages, working hours, nature of work, and terms of engagement. For NGOs with a high volume of short-term field staff, this is an immediate documentation requirement. See our employment contract and appointment letter guide for compliant templates.
50% Basic Salary Rule Changes PF Calculations
Under the Code on Wages 2019, basic salary must constitute at least 50% of total CTC. Many NGOs structured salary packages with low basic and high project allowances. These structures must now be reviewed and revised. As a result, the revision increases the PF contribution base and the gratuity provision base, with a direct impact on the total employment cost per staff member. NGOs must also reflect this change in donor project budgets going forward.
Gratuity for Fixed-Term Project Staff After One Year
Under the Social Security Code 2020, fixed-term employees earn gratuity on a pro-rata basis after completing one year of service. NGOs that engage project staff on annual fixed-term contracts, renewed at the start of each project cycle, must now provision gratuity for these staff from month one of their engagement. Therefore, the cost implication must appear in project budgets and donor proposals from the outset.
Full and Final Settlement Within Two Working Days
The Code on Wages 2019 requires full and final settlement, including all pending salary, leave encashment, and gratuity, within two working days of the employee’s last working day. For NGOs where FNF processing depends on donor fund availability or accounting approval cycles, the two-day requirement is operationally demanding. Consequently, an HR outsourcing partner with a streamlined FNF process manages this within the statutory timeline regardless of the funding situation.
Benefits of HR Outsourcing for NGOs and Non-Profits
The benefits of outsourcing HR for NGOs are operational, financial, and reputational. Moreover, they apply across every size of organisation, from a small trust with 15 staff to a large development organisation with 200 field workers across multiple states.
Compliance and Documentation Benefits
Reduced Compliance Risk Across All Statutory Obligations
Every PF filing, ESIC challan, TDS deposit, PT payment, and LWF contribution is managed by a specialist who treats compliance as their primary responsibility. The partner tracks deadlines on a compliance calendar. Furthermore, regulatory changes such as minimum wage revisions, new EPFO circulars, and Labour Code implementations are monitored and applied proactively. As a result, the risk of compliance gaps accumulating silently is eliminated.
Audit-Ready Documentation at All Times
The partner maintains wage registers, attendance records, appointment letters, PF acknowledgements, ESIC challans, and statutory compliance certificates in a structured digital format throughout the year. Therefore, when a donor audit, government inspection, or FCRA review arrives, the NGO can produce complete HR documentation immediately, not spend two weeks scrambling to reconstruct records.
Operational and Financial Benefits
Cost Efficiency Compared to In-House HR Staff
For most NGOs, the cost of outsourcing HR to a specialist is lower than the true cost of maintaining even one dedicated HR person, when salary, employer PF and ESIC, gratuity provision, training, and penalties from knowledge gaps are all factored in. Additionally, for donor-funded NGOs, outsourcing converts an unpredictable variable cost into a fixed, budgetable line item that can appear in project cost proposals.
Scalability Across Project Cycles
When a new grant arrives and 20 field staff need onboarding within three weeks, an HR outsourcing partner scales to absorb that demand without disruption. Similarly, when a project ends and 15 staff exit, the partner processes FNF settlements within two working days. The HR function scales up and down with the project cycle without the NGO needing to hire or release internal HR staff. For a view of how this compares to managing HR in-house, see our 10 signs your business needs to outsource payroll.
Better Employee Experience and Retention
Field staff who receive accurate salaries on time, have their PF accounts correctly maintained, and receive proper appointment letters and payslips have a fundamentally more professional employment experience. In the development sector, where compensation often cannot compete with the private sector, the quality of HR processes is a real factor in staff retention. Consequently, an NGO with a credible, professional HR function attracts and retains better people than one where salary is delayed and documentation is inconsistent.
Signs Your NGO Needs External HR and Compliance Support
If more than three of the following apply to your NGO or non-profit organisation, the HR function needs immediate attention.
- Salary processing is delayed every month because attendance data from field locations arrives late
- Your programme coordinator or accounts manager is managing HR tasks alongside their primary responsibilities
- You are unsure whether PF and ESIC registrations are current for all field staff
- You have not reviewed whether your consultant classification is defensible under current EPFO enforcement standards
- Your wage register is maintained informally or does not match the prescribed statutory format
- A donor audit or FCRA review has previously flagged HR documentation gaps
- Staff working across multiple states are not covered for state-specific PT and LWF obligations
- You have received an EPFO notice or labour department query at any point in the past three years
- FNF settlements for departing staff take longer than two weeks to process
- You are scaling to a new state or project location and do not have the HR infrastructure to handle the expansion cleanly
How to Choose the Right HR Outsourcing Partner for Your NGO
Choosing an HR outsourcing partner for an NGO requires evaluating more than just the service scope and the fee. The partner must understand the operational context of non-profit work, the documentation expectations of institutional donors, and the specific compliance obligations that apply to NGOs.
| Selection Criterion | What to Look for Specifically |
|---|---|
| NGO sector experience | Ask for references from NGOs, trusts, or foundations. A provider with NGO clients understands the funding cycle, the documentation expectations, and the specific compliance context. |
| Full compliance scope | Verify that the scope includes PF, ESIC, TDS, PT, LWF, minimum wages, Shops Act renewals, and the new Labour Codes implementation, not just PF and ESIC. See our payroll outsourcing vs in-house guide for the complete evaluation checklist. |
| Audit-ready documentation | The partner must maintain all HR records in formats that satisfy both statutory requirements and donor audit expectations. Ask specifically how they maintain wage registers, attendance records, and compliance certificates. |
| Multi-state capability | For NGOs working across states, the partner must manage PT, LWF, and minimum wages for every state, not just the home state registration. Our multi-state labour compliance guide explains what this involves. |
| Data security | Employee payroll data and HR records are sensitive. Ask about ISO 27001 certification or equivalent information security practices. A data processing agreement should be a standard component of the contract. |
| Written accountability | The service agreement must define response SLAs, filing deadline commitments, and the provider’s accountability for processing errors. A provider who accepts accountability for their errors is a compliance partner. One who does not is simply a vendor. |
Questions to Ask Before You Engage an HR Partner
Before signing a contract with any HR outsourcing provider, ask specifically whether they have managed HR for NGOs or development sector organisations before. Ask how they handle mid-cycle staff onboarding for field locations without biometric systems. Ask what process they follow when a donor requests HR records on short notice. Ask how they manage FCRA salary cost allocation when an NGO receives funding from multiple sources simultaneously. A provider who answers these questions with specific process descriptions understands the NGO context. One who responds with generic assurances does not.
Frequently Asked Questions About HR Outsourcing for NGOs
Is HR outsourcing suitable for small NGOs with fewer than 20 employees?
Yes. HR outsourcing is often more valuable for smaller NGOs than for larger ones, because small organisations are least likely to have dedicated internal HR expertise. An NGO with 12 employees carries the same statutory obligations as one with 120 employees, namely ESIC registration and monthly filings, TDS computation and quarterly returns, minimum wages monitoring, attendance records, and appointment letters. A specialist HR partner manages all of this at a per-employee monthly fee that is almost always lower than the cost of managing it incorrectly and facing compliance penalties.
Do NGOs need to comply with PF and ESIC laws in India?
Yes. NGOs and non-profit organisations are employers under Indian law and are fully subject to the EPF Act 1952 and the ESI Act 1948. PF registration is mandatory for NGOs with 20 or more employees. ESIC registration is mandatory for NGOs with 10 or more employees. The fact that an organisation has a charitable or social mission does not create any exemption from these obligations. Importantly, penalties for non-compliance are the same as for private sector employers.
How does HR outsourcing help NGOs during donor audits?
An HR outsourcing partner maintains all employee documentation in audit-ready format throughout the year. This includes wage registers in the prescribed statutory format, attendance records for all field staff, appointment letters for every employee, PF and ESIC acknowledgements, TDS certificates, and all compliance filing records. As a result, when a donor audit arrives, the NGO can produce complete HR documentation immediately without scrambling to reconstruct records.
Can NGOs include HR outsourcing costs in donor project budgets?
In most cases, yes. HR outsourcing fees are a legitimate administrative cost that can appear in project budgets submitted to institutional donors. Many international and domestic donors recognise professional HR and compliance management as a necessary part of responsible project implementation. Nevertheless, NGOs should review their specific donor’s budget guidelines to confirm the appropriate cost category.
What HR compliance changes do NGOs need to implement in 2026?
Following the commencement of the four Labour Codes on 21 November 2025, NGOs need to issue written appointment letters to every worker including short-term field staff, review salary structures so basic salary is at least 50% of CTC, begin provisioning gratuity for fixed-term project staff from year one, and process full and final settlements within two working days. Additionally, from 1 April 2026, TDS on salary is governed by the Income Tax Act 2025. For a complete reference, see our compliance calendar for Indian employers 2026.
Looking to Simplify HR Operations and Compliance for Your NGO? Partner with Futurex Management Solutions.
The Madhya Pradesh education NGO eventually restructured its HR function with professional support. The team corrected the wage register gaps. PF registrations became current. The missing ESIC half-yearly returns were filed for the relevant periods. All field staff received appointment letters. The donor audit that followed the restructuring produced a clean HR compliance report. The grant was renewed. The programme continued.
Futurex Management Solutions provides complete HR outsourcing and payroll compliance services for NGOs, trusts, foundations, and non-profit organisations across India. We understand the funding cycle, the donor reporting expectations, and the compliance obligations specific to the development sector. Our service gives your organisation the compliance infrastructure it needs at a cost that fits into programme budgets.