Livelihood interventions form a crucial aspect of Corporate Social Responsibility (CSR) initiatives, especially for organizations aiming to contribute to sustainable development and community well-being. The fundamental goal of these interventions is to enhance the economic and social security of vulnerable populations by creating opportunities for income generation, skill development, and market linkages. Corporates adopt diverse strategies for livelihood interventions, tailored to the local socio-economic context, existing skills, natural resources, and market potential. These strategies range from skill development and entrepreneurship promotion to agriculture-based interventions and financial inclusion programs. One prominent strategy is skill development and vocational training. Corporates often identify gaps in employable skills within a community and design training programs to bridge these gaps. This approach is particularly effective in regions with high unemployment or underemployment. For example, ITC’s e-Choupal initiative in rural India not only focuses on improving agricultural productivity but also provides digital literacy and skills training to farmers, enabling them to access market information and enhance their income. Similarly, Tata STRIVE focuses on providing vocational skills such as tailoring, electrician training, or computer literacy to youth, equipping them with practical skills that align with industry demands. Skill development interventions are often complemented with placement support, ensuring a smooth transition from training to income-generating employment. Another important strategy is promotion of micro-enterprises and entrepreneurship. CSR programs encourage self-employment by supporting individuals in starting small businesses or cooperatives. This approach not only generates income but also fosters local economic development and innovation. For instance, Hindustan Unilever Foundation has supported women entrepreneurs in rural areas to establish small-scale ventures in food processing, handicrafts, and retail. Corporates provide initial capital, technical guidance, and market linkages to ensure sustainability. Similarly, Mahindra & Mahindra’s nanohub initiatives facilitate micro-entrepreneurship in rural India, where local youth are trained in repairing and maintaining farm machinery, creating a micro-enterprise ecosystem while addressing local demand. Entrepreneurship-based interventions often leverage group-based models such as self-help groups (SHGs) to reduce risk and enhance collective bargaining power. Agriculture and allied sector interventions are another critical strategy, especially in rural livelihood contexts where agriculture remains the primary source of income. Corporates adopt approaches that enhance productivity, introduce sustainable practices, and create value chains linking farmers to markets. For example, ITC’s e-Choupal and Nestlé’s rural development programs provide training on modern farming techniques, pest management, soil health, and irrigation practices. These interventions not only increase yields but