By Keshav Kanoria
In April 2025, India’s landmark corporate social responsibility (CSR) law in India turned 11 years old. What began as a unique experiment—mandating large companies to allocate at least 2 percent of their profits from the previous three years towards CSR activities—has now grown to become a prominent segment of philanthropy in the country, accounting for 30 percent of India’s total philanthropic contributions. Operating across thematic areas, CSR initiatives are addressing critical social issues, shaping the sector’s progress, and advancing India’s development agenda.
Today, the sector stands at a turning point—24,000 companies are spending about Rs 30,000 crores across a multitude of issues, geographies, and communities. And the stakes are only set to grow in the coming years, especially as middle-market and large CSR players—which account for 60 percent of CSR spending—increase their giving, set more aspirational goals, and consider bolder approaches for impact.
Amidst these aspirations, CSR organisations face a critical question: Can they build the governance, leadership, and talent infrastructure to match the size of their giving and impact aspirations?
To better understand this challenge, The Bridgespan Group interviewed 52 CSR heads, business leaders, NGO partners, and other actors in India; surveyed 26 CSR heads; and conducted secondary research. Bridgespan’s resulting report highlights 11 practices across governance, leadership, and teams that can help CSR organisations in India realise their full potential.
These practices make different asks of different leaders. Some speak to practices that corporate leaders should consider when structuring governance bodies and lines of reporting, while others suggest how governing body members might support CSR leaders or how CSR leaders might support their team members. While some of these practices may seem intuitive, they nonetheless require attention and investment.
For CSR in India to mature to its next stage, CSR professionals at all levels must continue to develop their knowledge, skills, and experience. Bridgespan’s report outlines a development agenda that can be adopted by corporate boards and leadership, as well as CSR governance bodies and their leaders. The agenda includes:
- Development programmes for CSR committees and corporate foundation boards: Greater opportunity for CSR governance members to interact with communities, social sector leaders, and CSR governance peers, as well as to participate in formal professional education programmes.
- Coaching and peer engagement for senior CSR professionals and leaders: Opportunities for CSR leaders to get on-demand guidance from seasoned practitioners and engage with peer leaders through well-curated networks and forums.
- Practical and flexible professional development programmes for junior and mid-level CSR professionals: Co-developed programmes by sector leaders and CSR practitioners on topics such as stakeholder engagement; measurement, evaluation, and learning; and communications.
- Public narratives positioning CSR as an aspirational career: Positioning CSR as an aspirational career by amplifying public narratives around CSR’s impact in India, providing potential recruits with first-hand exposure to CSR roles (e.g., internships, shadowing) and showcasing stories of successful CSR careers.
This agenda is also intended for development-sector actors who provide training or otherwise serve the social sector, as well as those who influence public narratives about what a career in CSR entails. CSR is increasingly seen as a distinct function within organisations, one that requires thoughtful governance, strategic leadership, and unique skills. We hope this report will spur conversation, reflection, and action – individually, organisationally, and as an ecosystem – to truly supercharge talent and governance for impact.
About the Author
Keshav Kanoria, Partner, The Bridgespan Group.
(India CSR)
