Agastya International Foundation is a nonprofit organization in the education and social innovation sector that promotes hands-on science and creativity education for children, especially those from under-resourced communities. Headquartered in Benga...
“I love the mission — you will feel like your work matters,” says a program coordinator who has been with the organisation for four years. Another employee mentions, “you will get hands-on experience in outreach; the field trips are fun but tiring.” Several former interns highlight supportive senior staff and opportunity to experiment with teaching methods. Some staff note inconsistent processes and occasional funding-driven stress, but most employees say they leave with practical skills and memorable moments.
The company culture at Agastya International Foundation is mission-first and student-centered. People speak about a warm, collaborative atmosphere where curiosity and experimentation are encouraged. There is a strong emphasis on practical learning, science education, and community outreach. While formal processes may lag behind larger organisations, the culture tends to reward initiative and innovation. If you value impact over corporate polish, you will likely fit in well.
Work-life balance at Agastya International Foundation varies a lot by role. Office-based staff often enjoy predictable hours, while field educators and program leads face irregular schedules because of school visits, workshops, and travel. Parents and caregivers appreciate some flexibility, and there are periodic work-from-home days for administrative teams. If you are looking for work-life balance at Agastya International Foundation, expect peaks around major outreach events, but also meaningful downtime between projects.
Job security is tied closely to project funding and donor cycles. Many positions are funded through grants and may be contract-based rather than permanent. There will be stable roles in core functions such as finance and operations, but project staff should plan for periodic transitions. The organisation has a record of renewing successful roles, yet there will be uncertainty when new funding streams are not secured. Prospective employees should ask about funding timelines during interviews.
Leadership is mission-driven and visible; senior leaders often participate in programs and field visits. Management tends to prioritize outcomes for beneficiaries and supports field experimentation. There will be varying levels of managerial sophistication across departments. Some teams operate with clear processes and KPIs, while others are more ad hoc. Overall, leaders are accessible, but there will be occasional gaps in strategic communication and HR infrastructure.
Managers are generally described as passionate and hands-on. Many provide mentorship, coaching, and practical guidance for lesson design and outreach. Feedback is typically constructive, though the frequency of formal performance reviews will vary by team. Some managers excel at enabling autonomy; others may require better training in people management. If you value mentorship and on-the-job learning, you will likely find supportive managers.
The organisation invests in learning through workshops, pedagogy sessions, and peer-led training. Field staff regularly participate in curriculum development and are encouraged to prototype new teaching kits. Formal training budgets exist but are limited compared to corporate standards. Employees will gain rich experiential learning and subject-matter expertise, particularly in science education and community engagement.
Growth is possible but may be slower than in the private sector. Promotions tend to follow demonstrated impact and the availability of funded positions. There will be lateral opportunities to move into different geographies or program areas, and leadership often promotes from within for program-specific roles. Ambitious staff should proactively document impact and seek stretch assignments.
Salaries are generally modest and reflect the non-profit sector. Typical entry-level field educator roles will range from approximately INR 2.5 lakh to INR 5 lakh per annum. Mid-level program managers commonly earn between INR 6 lakh and INR 12 lakh per annum. Senior leadership and specialized management roles may range from INR 12 lakh to INR 25 lakh per annum depending on experience and funding. Exact figures will vary by location, role, and donor support.
Bonuses and incentives are not a major component of total compensation. There will be occasional performance-linked stipends, travel incentives, or one-time project bonuses when donor budgets allow. Recognition is more commonly non-monetary: awards, public acknowledgment, and learning opportunities. Prospective hires should not expect corporate-style annual bonuses as a regular benefit.
Health coverage usually includes group medical insurance in line with statutory requirements. Insurance policies and dependent coverage will vary by role and tenure. Maternity and sick leave follow legal norms, and some teams offer additional support during extended fieldwork. Staff should confirm the specifics during onboarding as the level of coverage can differ between projects.
Employee engagement includes science fairs, annual learning reviews, regional meets, and team retreats. Field visits and student events create strong camaraderie. Festivals and local celebrations are recognised, and there will be regular opportunities for cross-team interaction. These events are a strong part of the workplace experience and help reinforce mission alignment.
Remote work support is available mainly for administrative and senior roles. Field staff will need to be onsite for workshops and school programs. The organisation provides laptops, basic connectivity allowances in some cases, and mobile reimbursements for field-related communication. There will be limited formal remote-work infrastructure compared to large tech companies.
Average working hours are close to a standard 40-48 hour workweek for office staff. Field educators and program leads should expect longer days during outreach, sometimes starting early and ending late on workshop days. Travel time for rural outreach will add to the working day. Flexibility is often compensated with time off after intense activity periods.
Attrition is moderate and often driven by career moves or project cycle endings. Layoffs are not common, but contract non-renewals happen when funding ends. The organisation prefers to reassign staff where possible, yet external funding constraints will affect long-term stability for some roles.
Overall, this organisation is a strong choice for people passionate about education and impact. It will provide meaningful work, hands-on learning, and a mission-focused culture. Compensation and formal HR systems are more modest, and job security will depend on funding timelines. Overall rating: 4 out of 5 for mission alignment and employee experience; 3 out of 5 for compensation and corporate-style career stability. If you seek purpose-driven work and practical field exposure, this is a good fit.
Read authentic experiences from current and former employees at Agastya International Foundation
Friendly colleagues and clear processes for routine tasks. Good exposure to NGO accounting practices and chance to improve internal systems and reporting.
Decision-making can be slow and hierarchical. Limited salary growth and occasional long hours during audits or quarter-end. Could use clearer career progression in admin roles.
Very hands-on teaching environment with well-equipped mobile labs. Supportive mentors and lots of opportunities to design experiments and run workshops. Strong focus on teacher training and community outreach.
Salary is lower compared to private education firms and there is a lot of travel during peak program months which can be tiring.
Meaningful work and clear impact metrics. Autonomy to design local curriculum and strong community relationships. Colleagues are passionate and willing to collaborate.
Most roles are contract-based with short funding cycles. Promotion path is unclear and performance reviews are irregular. Administrative delays sometimes slow program delivery.
