True Change Needs An Integrated Approach—From Start To Finish: RSB Foundation's Priyanka Behera

RSB Foundation has a small core team of about 10 members (earlier it was four only) that operated through a large and dispersed network of volunteers and community partners who truly helped in enhancing the lives of people in rural and otherwise neglected areas. Priyanka Behera, Director CSR of RSB Foundation, is redefining corporate citizenship through a diverse portfolio of high-impact corporate social responsibility (CSR) initiatives across India. In an interview with ResponsibleUs, she spoke about the challenges, lessons and support from the government in shaping the lives of people in these regions.

During Covid, you impacted over 8 million lives, which is admirable. What were the biggest challenges, and what lessons did you learn while transitioning from emergency relief to long-term resilience building?
In 2020, when Covid hit, we faced several emergencies. It was challenging to continue our ongoing projects. So, we prioritised our initiatives redirected resources to health, sanitation, and other urgent needs.
We focused on aspirational districts. Most CSR funds in India are generated in states like Maharashtra and Gujarat, but eastern and northeastern regions receive less support due to lower industrial presence.

Since areas near factories were already being served by us, we chose the underserved regions with little or no support. Schools were shut, and children had no access to education. The crisis went beyond just vaccinations—it was also about learning loss.

We began work in Birbans Panchayat under Saraikela- Kharswan Dist in 2019–20, starting with 18–20 students. Parents were hesitant to send children to Anganwadis and Panchayat classrooms and instead asked for phones for remote learning.

But giving handouts isn’t sustainable. We focused on building trust—inviting children, ensuring COVID protocols, and providing structured education.

Today, five years later, we have over 2,500 students enrolled. Most are girls. Our model is now women-led, and we support more than 18 coaching centres including Kasturba Gandhi Balika Vidyalayas (KGBVs- which are government-run girls’ schools), Govt Schools and Community centres.

Earlier in KGBV Patamada Bangurda’s matriculation exam, only 10–15% passed with a first division. Most were in third division or failed. After our intervention, now almost 94.4% of students have passed with first division. There are no failures and no students in the third division. We received an appreciation certificate after our intervention from  the school administration.  

What kind of support are you getting from the District Collector, especially after the recognition as “Champions of Change”?  
We have always had strong support from the government bodies. Without their support, implementing any project would be very difficult. While we may have the intent to do a lot, their handholding is crucial. Fortunately, we have had dedicated collectors and institutions who are genuinely motivated to drive social change. Even one or two such individuals can truly transform an entire region.

As per you CSR needs to move beyond donations and into system-level change. What does that look like for RSB in practice?
Under government norms, companies are expected to allocate 2% of Average profits to CSR and focus their efforts near operational areas. But from the beginning, we took a different approach. As promoters of the company, we have always believed that sharing our resources with the less privileged members of the community not only uplifts those around us but also returns to us in immeasurable ways. This philosophy, deeply rooted in reciprocity and empathy, reflects the strength of our values and the integrity of our organisational character.

Our focus is not just on compliance—we work where the real needs are. We take a need-based approach, conduct surveys, identify priorities, and tackle them step by step. I believe meaningful change doesn’t require massive funds. Even a small fund, if supported by genuine community engagement, can make a big impact.
In fact, the recognition we received as “Champions of Change” belongs more to the community members than to us. Their commitment and hard work allowed us to realize our vision. They contributed labour, maintained infrastructure, and monitored projects on our behalf. That’s what takes our work beyond mere compliance.
 
What challenges do you face when entering a new district or assessing its need for support?
One major challenge is the flood of proposals we receive. While we have clear CSR focus areas, many proposals are for one-time support with no long-term vision. We assess each proposal for long-term impact. Our work is outcome-driven—we only support projects with sustainable goals.

For example, our Anganwadi renovations (Model Anganwadi Project) and pre-matric/inter coaching are part of a larger plan: students move to intermediate coaching, then competitive exam prep and skill training. We don’t leave them midway. Short-term efforts don’t create real impact. True change needs an integrated approach—from start to finish. Trust takes years to build. Our recognition reflects years of ground-level work—no marketing, just passion. I’m a lawyer who left corporate for CSR. Many colleagues are engineers who now tutor children in science and math.

We run a school in Mania, Cuttack launched in 2011 and partnered with DAV in 2016. It serves rural/tribal children from 13–17 villages. Despite subsidised fees, facilities match city schools.

It is solar-powered, so students learn sustainability early. Education is strong—academically and culturally. We partnered with DAV to ensure values aren’t lost to rapid industrialisation. Students emerge responsible, aware of giving back. Many return to mentor younger students, saying, “We were part of this too—you can do it as well.
 
What kind of behavioural changes have you observed in communities?
One major shift we’ve seen is in attitudes toward girls’ education. Earlier, if there were three children, only the boys went to school girls were left out. Now, thanks to sustained awareness efforts, more girls are not only being sent to school but also continue and complete their education till the end. staying. Previously, a girl completing 12th meant staying home or getting married. The mindset was, “What’s the point? Who will marry an educated girl?” Changing that isn’t easy, but it’s happening gradually. Where CSR intervention is strong, mindsets are shifting, and progress is visible.

Can you tell me about some of the projects and companies you have worked with or are currently working with?
We work closely with Tata Motors on several impactful projects in Pantnagar and Jharkhand. They are our major customer, and we have partnered on many initiatives. We also collaborate with reputed NGOs after rigorous background checks. Despite limited funds, these partners are highly impact driven.

A strong example is the Tejaswini project in Maharashtra, focused on women’s empowerment. Many beneficiaries were survivors of domestic violence. We built a leadership model—training women with the courage to challenge social norms. They became changemakers, spreading awareness in their communities.
These women now know their rights, have access to legal systems, and live with dignity. Their families are supportive, and they’re helping others reclaim their lives too.