As the wise Josiah Charles Stamp once said, "It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities." Businesses need to be careful with both their methods and their actions in the digitally driven world of today. These days, a company's reputation is based on more than just the quality of its products; it also depends on how it affects the economy, society, and environment. In a crowded market, adopting social responsibility gives you a competitive edge. In order to meet stakeholder expectations, CSR embodies a holistic approach where social and environmental goals mesh with business objectives, adhering to a Triple Bottom Line of People, Planet, and Profit.

Human rights, poverty alleviation, and equal opportunities are given top priority in Indian policy initiatives, which promote strong human development. Inequality endures despite progress. India has set a global precedent by requiring 2% of net profit to be allocated towards corporate social responsibility (CSR). A major step towards involving corporations in fair national development has been taken with the incorporation of CSR into the Companies Act of 2013. Instead of having to defend missed CSR goals, businesses risk having their profits transferred to government-managed accounts for non-compliance. This amendment highlights the necessity of corporate social responsibility and the unwavering commitment to CSR. This study explores the nuances of corporate social responsibility (CSR) drivers and challenges in the Indian business environment.

Introduction
The foundation of organisational integrity and accountability in corporate governance. In the current period characterised by swift globalisation and elevated public consciousness, corporate governance has become increasingly crucial. In the past, corporations primarily gave priority to the interests of their shareholders. However, the current framework endeavours to direct businesses to assume a more comprehensive responsibility that encompasses both society and the environment. Corporate Social Responsibility (CSR) is the essence of this paradigm shift. CSR is an ethical framework that pushes for a more sustainable and inclusive way of doing business, going beyond profit-centric goals. It aims to imagine that a company's success is determined not only by its financial performance but also by the beneficial effects it has on society and the environment.

Businesses today face a variety of difficulties, including resource scarcity, social inequality, and climate change. This emphasises how urgently a strong CSR framework is needed. Adopting sustainable practices is essential, especially for nations like India that are working to meet the challenging climate targets outlined in international agreements. By means of these initiatives and by supporting the well-being of local communities, businesses have the potential to make a substantial impact on India's environmental sustainability journey, thereby augmenting its worldwide standing as an accountable and forward-thinking player. To clarify the importance of corporate social responsibility, the article explores the topic in great detail.

What Is Corporate Social Responsibility (CSR)?

Although there isn't a universally accepted definition of CSR, each existing definition underscores the societal impact of businesses and the expectations society holds for them. While CSR traditionally encompassed philanthropic endeavours like donations and charity, its scope has expanded globally. It now includes concepts such as triple bottom line, corporate citizenship, strategic philanthropy, shared value, sustainability, and business responsibility. This evolution is evident in various definitions.

For instance, the EC[1] defines CSR as enterprises' responsibility for their societal impacts, emphasizing the integration of social, environmental, and ethical concerns into core business strategies in collaboration with stakeholders. Similarly, the WBCSD[2] defines CSR as businesses' ongoing commitment to economic development while enhancing workforce quality of life and benefiting communities and society as a whole.

Corporate social responsibility (CSR) is defined by the UNIDO[3] as a management concept that requires businesses to integrate social and environmental factors into their day-to-day operations and interactions with stakeholders. The Triple-Bottom-Line Approach, which aims to balance social, environmental, and economic concerns, must be applied to corporate social responsibility (CSR) in order to satisfy stakeholders and shareholders. Distinguishing corporate social responsibility (CSR) from charitable giving, sponsorships, and philanthropy is critical. CSR is a strategic business management concept.

The WBCSD[4] defines CSR as "the continuing commitment by business to contribute to economic development while improving the quality of life of the workforce and their families as well as of the community and society at large."

The definitions clarify a few important points:

• CSR addresses social and environmental impacts through a comprehensive approach that is integrated with the main business strategy.
• It emphasises how crucial it is to take into account the interests of all parties involved, not just shareholders.
• Although philanthropy is a part of corporate social responsibility (CSR), it is merely one aspect of a larger range of initiatives intended to produce strategic business advantages.

History of Corporate Social Responsibility (CSR)

The origins of modern CSR initiatives can be found in past wealth-building, entrepreneurial, values-aligned investing, and individual philanthropic endeavours. Faith-based organisations refrained from funding endeavours that went against their moral beliefs in the eighteenth century, such as the slave trade, alcohol, tobacco, and war-related activities. Through his Gospel of Wealth philosophy, Andrew Carnegie promoted the idea that wealthy people should contribute to social causes in the 19th century. Like Carnegie, John D. Rockefeller was a generous donor, giving large quantities of money.

Frederick Goff founded the Cleveland Foundation in 1914, laying the groundwork for the community foundation model and allowing for the pooling of donations to enable a collective assessment of community needs. Meanwhile, "community chests"—the forerunners of the United Way—rose to centralise the solicitation of wealth. During World War II, payroll deductions for charitable contributions became popular.

The Pioneer Fund, which avoided gambling, tobacco, and alcohol companies, was founded in 1928 and represents a turning point in socially conscious investing (SRI). These historical forerunners demonstrate how corporate social responsibility (CSR) has developed, stemming from a heritage of social responsibility, group empowerment, and moral investment methods. They established the foundation for modern CSR frameworks by highlighting the relationship between corporate success and societal well-being.

Following the Committee for Economic Development's 1971 proclamation of the "social contract" between business and society, corporate social responsibility (CSR) began to take off in the United States in the 1970s. This idea proposed that since businesses operate with the consent of the public, they have to actively address societal needs. Modern terminology for this "licence to operate" highlights the obligation of companies to do more than just sell goods; instead, they should strive for a positive social impact. This signalled a sea change in the understanding of businesses as essential members of society with duties that go beyond the maximisation of profits.

In the middle of the 20th century, companies like Johnson & Johnson and the Hershey Company were among the first to implement CSR. Robert Wood Johnson, the company's founder, created a credo in 1943 that put the needs of stakeholders first. In a similar vein, Milton Hershey developed a comprehensive community in tandem with his business, encouraging expansion through infrastructure and cultural establishments. These founders realised that stakeholders went beyond the boardroom and that successful businesses are correlated with thriving communities and customers. Inspired by President George H.W. Bush's "thousand points of light" initiative, many modern companies developed their CSR strategies in the 1980s and 1990s, highlighting the significance of corporate social contribution.

The CSR landscape is always changing as the twenty-first century goes on. Environmental, social, and governance (ESG) became a popular concept in 2005, and the word "sustainability" quickly gained traction. According to McKinsey, the dot-com bust of the early 2000s and the financial crisis of 2008 brought corporate social responsibility to the public's attention.

By the middle of the 2010s, there was a noticeable increase in the global conversation about CSR. The Companies Act, which was passed in India in 2013, made corporate social responsibility (CSR) mandatory for companies that operate there, highlighting the significance of CSR. Furthermore, the importance of global sustainability and climate action was highlighted by the 2015 signature of the Paris Climate Agreement and the creation of the Sustainable Development Goals (SDGs) by the UN. These achievements underscored the vital role that companies play in tackling social and environmental issues, and they further accelerated the integration of CSR practices into corporate strategies across the globe.

2020 brought with it several firsts for the CSR field, such as the COVID-19 pandemic, a sharp increase in the racial justice movement, and a downturn in the economy. For people navigating the intersection of business and society, this period marked the beginning of a period of significant flux and adaptation. Interconnectedness-between companies and customers, employees and corporations, employees and communities, racial and environmental justice, climate change, and the economy—is currently the dominant theme in corporate responsibility.

This connectivity highlights the need for integrated approaches that go beyond departmental silos and encompass all aspects of business operations. These days, the effects of CSR and ESG programmes ripple across entire companies, affecting a wide range of stakeholders. As 2024 approaches, professionals in the fields of corporate social responsibility and environmental sustainability are facing a great deal of uncertainty about how future laws, like the EU's CSRD legislation, the SEC's mandates, and California's Climate Accountability Package, will affect their organisations.

The increasing number of professionals entering the field makes it necessary to understand the historical foundations, evolutionary paths, and emerging trends that will shape the future of ESG and CSR practices.

Corporate Social Responsibility in India

In India, corporate social responsibility (CSR) has typically been seen through a charitable prism and is frequently implemented without much thought or documentation. But its significance for the nation is clear, whether it is seen in the way it upholds institutions or helps the nation's freedom movement, which is based on the idea of trusteeship. Though some contend that India's CSR still mostly focuses on philanthropy, institutional efforts have given way to community development initiatives. Global trends and increased community activism have influenced CSR, which is becoming more strategic and in line with corporate goals. There is a shift towards more strategic and accountable practices as many companies now openly display their CSR initiatives on official platforms such as websites, annual reports, and sustainability reports.

The Companies Act of 2013[5] brought corporate social responsibility (CSR) to the forefront by requiring disclosure or justification, which improved transparency. Schedule VII[6] lists CSR initiatives that focus on the community. Furthermore, the proposed rules emphasise stakeholder relationships and promote the integration of CSR into core operations. This is not just another act of charity. It will be interesting to see how this materialises into concrete projects and changes the CSR scene. This change reflects a more global perspective on corporate social responsibility that is ready to redefine its application and practical effects.

The notion of Corporate Social Responsibility (CSR) has undergone a notable evolution over the years, encompassing a wider range of ethical, environmental, and social factors. Throughout the 20th century, consumer rights, environmental preservation, and employee welfare were the main concerns of corporate social responsibility. But modern corporate social responsibility (CSR) now encompasses a wide range of sustainable business practices, such as responsible sourcing, cutting emissions, and actively participating in the community.

The development of CSR has been fuelled by various factors. These include growing investor and consumer pressure for ethical business practices, increased public awareness of social and environmental issues, and the realisation of the potential benefits of corporate social responsibility (CSR) for businesses. As a result, companies are incorporating CSR ideas more and more into their central business plans and processes. Organisations that benefit from this integration develop a culture of accountability and responsibility. It motivates people to take proactive steps to improve society and the environment in addition to abiding by the law. In the end, corporate social responsibility (CSR) has evolved from a side issue to a crucial component of business operations, demonstrating a deeper dedication to sustainable development and stakeholder involvement.

CSR initiatives are propelled by a confluence of market inefficiencies and societal preferences. Nonetheless, there is still no solid evidence regarding how CSR affects employee pay and company performance. First, research indicates that CSR improves overall business performance and profits when it enables: (i) lower production costs, especially those associated with environmental factors; (ii) product differentiation through price discrimination in favour of socially conscious businesses; or (iii) managerial innovation and technological advancements.

Nonetheless, instances of managerial laziness and diminishing profits occur when executives of the company are given tasks that put stakeholders' interests ahead of shareholders'. Competition may also have different effects on a firm's performance and its adoption of CSR. Businesses striving to attract socially conscious customers may step up their CSR initiatives in competitive markets, which would boost industry productivity. On the other hand, businesses that realize that corporate social responsibility (CSR) gives them a competitive edge might use it to strategically block entry and increase industry concentration by means of regulatory power. As a result, this might reduce productivity at the industry and firm levels. Moreover, CSR initiatives also have an impact on employees.

Businesses that practice social and environmental responsibility have an advantage in the hiring process because they draw in highly skilled and motivated workers, which raises labour productivity. Employees at CSR-focused companies may be more likely to accept pay below market rates than their peers, despite the fact that they frequently demonstrate greater dedication and job performance.

CSR and Sustainability

Sustainability is the idea of meeting current needs without compromising the ability of future generations to meet their own. It is based on the Brundtland Commission's definition of sustainable development. Corporate sustainability refers to how businesses use a balanced approach to take into account social, economic, and environmental factors in order to advance sustainable development goals. As a reflection of how profits are made, sustainability stresses the social and environmental effects of business operations, in contrast to CSR in India, which usually concentrates on post-profit activities. As a result, many CSR initiatives in India are essential to sustainability or ethical business, as shown by various sustainability frameworks.

The NVGs, which define businesses' social, environmental, and economic responsibilities, were introduced by the Ministry of Corporate Affairs in June 2011 and are a noteworthy example of this. The eighth principle, which is about inclusive development, is in line with the Companies Act of 2013's CSR clause. The other principles cover different business-related topics. Similar to this, ten principles covering social, environmental, human rights, and governance issues are included in the UN Global Compact, a widely used sustainability framework. Notably, these principles highlight CSR's integrated nature within broader sustainability guidelines, even though it is implicitly addressed within them and not explicitly delineated.

On a global scale, the various definitions offered by international organizations demonstrate how CSR and sustainability are blended. The preamble of the recently proposed draft rules regarding the CSR clause of the Companies Act, 2013, which takes a triple-bottom-line approach and emphasizes stakeholder integration with social, environmental, and economic objectives, demonstrates this convergence. Moreover, this alignment is acknowledged in the DPE's April 2013 Guidelines on Corporate Social Responsibility and Sustainability for Central Public Sector Enterprises.

These guidelines, which represent a unified approach to corporate responsibility and sustainability, replace previous discrete directives on CSR and sustainable development. The new guidelines, which have replaced two existing separate guidelines on CSR and sustainable development, issued in 2010 and 2011 respectively, mention the following:

"Since corporate social responsibility and sustainability are so closely entwined, it can be said that corporate social responsibility and sustainability is a company's commitment to its stakeholders to conduct business in an economically, socially and environmentally sustainable manner that is transparent and ethical."

The Companies Act 2013

In India, Corporate Social Responsibility (CSR) is regulated by clause 135 of the Companies Act, 2013, enacted by both Houses of Parliament and ratified by the President on August 29, 2013[7]. These provisions apply to companies with an annual turnover of 1,000 crore INR or more, a net worth of 500 crore INR or more, or a net profit of five crore INR or more. Effective from the fiscal year 2014-15, the new rules mandate the formation of a CSR committee within companies, comprising board members with at least one independent director.

Under this Act, companies are encouraged to allocate a minimum of 2% of their average net profit from the preceding three years towards CSR initiatives. The Ministry has introduced draft rules, open for public feedback, which define net profit as pre-tax profits as per the company's financial records, excluding profits generated from international branches. These regulations aim to institutionalize and incentivize corporate involvement in societal welfare, fostering a culture of responsible business practices and community engagement.

A variety of CSR-eligible activities are specified by the Companies Act[8], enabling businesses to modify them in accordance with regional demands with board approval. A framework for corporate CSR initiatives is provided by Schedule VII of the Act[9], which lists these activities. Businesses are free to choose from these sample activities, taking into account local conditions. This strategy promotes customized CSR initiatives and encourages responsiveness to community needs.

The Companies Act's Clause 135[10] provides a framework for businesses to develop their CSR programs. According to the Act[11], the CSR committee is in charge of creating a thorough CSR plan[12]. This plan includes roles for stakeholders, activities to be chosen, budget allocation, and a monitoring system. The committee is also in charge of making sure that all proceeds from CSR projects are properly credited to the community or the CSR corpus. This guarantees accountability and openness in the application of CSR.

Companies are required by the Act to follow these guidelines, which promote organized and intentional CSR engagement. When it comes to planning, carrying out, and overseeing CSR initiatives that align with the goals of the business and the needs of the community, the CSR committee is essential. The objective of the Act is to improve the efficiency and influence of corporate social responsibility initiatives by defining roles and establishing oversight protocols. The Act's dedication to guaranteeing that CSR initiatives directly benefit society is further demonstrated by the requirement to return income from CSR activities to the community or the CSR corpus[13].

Theoretical framework of CSR

Understanding corporate governance theories is necessary in order to appreciate the importance of Environmental, Social, and Governance (ESG) factors and India's CSR legislation. These comprise the following six primary theories: political theory, resource dependency theory, stakeholder theory, agency theory, and stewardship theory.

Every theory presents a different angle on the governance and management of corporations, influencing perceptions of their functions, obligations, and relationships with the public and private sectors. Examining these theories sheds light on the principles that guide business conduct and contribute to the creation of regulatory frameworks such as the CSR laws in India.

1. Stakeholder theory: Stakeholder theory holds companies responsible for attending to the interests of different stakeholders, including local communities, suppliers, customers, shareholders, and employees. By giving these stakeholders' needs and concerns a top priority, businesses can foster sustainable development and create long-lasting value. In order to achieve long-term success in the marketplace, this strategy places a strong emphasis on striking a balance between a variety of interests and cultivating relationships that benefit both parties.
    
2. The Triple Bottom Line Framework: The Triple Bottom Line framework emphasises how important it is for businesses to balance social, environmental, and economic factors when making decisions. This methodology recognizes that sustainable business practices are essential to maintaining long-term profitability and resilience, and it promotes the fusion of financial prosperity with social and environmental stewardship. Organizations that adopt this strategy hope to succeed holistically—that is, in terms of social impact and ecological sustainability in addition to financial success.
    
3. Shared Value Concept: According to the shared value concept, businesses can generate both social and economic value by recognizing and addressing social issues that are in line with their primary business objectives. This strategy aims to improve business growth and competitive advantage in addition to having a positive social impact. Businesses strive to attain win-win outcomes for society and themselves by incorporating social responsibility into their business models.

Benefits of Implementing CSR:
CSR provides businesses with a range of advantages, including enhanced reputation and financial outcomes, heightened employee morale, and favorable social and environmental effects.

1. Enhanced Reputation and Brand Image: Companies can strengthen their brand identity and cultivate a positive reputation by incorporating CSR initiatives. Businesses stand out in the market and attract ethical customers, investors, and staff by demonstrating their commitment to social, ethical, and environmental values. Their dedication not only makes them stand out but also fosters loyalty and trust, which promotes sustainable growth and has a positive effect on the environment and society.
    
2. Improved Financial Performance: A company's financial performance can be improved by CSR initiatives through cost savings, investment attraction, and customer loyalty. Research shows that implementing CSR has a positive impact on financial results, suggesting that moral business practices are linked to long-term growth and profitability. Companies that prioritize responsible practices secure long-term viability and competitiveness by reducing costs and appealing to socially conscious consumers and investors.
    
3. Increased Employee Satisfaction and Retention: CSR has a significant influence on attracting and keeping top talent. Companies that have strong CSR programs usually have higher employee retention, engagement, and satisfaction rates. Contributing to their company's positive social and environmental impact gives employees a sense of pride and loyalty as well as a sense of fulfillment. These kinds of companies draw in talented workers looking for fulfilling careers that reflect their values. As a result, a strong CSR framework fosters a dedicated and driven workforce in addition to drawing in top talent, helping the business achieve success and sustainability.

Challenges and Criticisms of CSR
Even with CSR's growing importance, there are still many obstacles and criticisms of it, including concerns about greenwashing, conflicts of interest, and implementation challenges.

1. Greenwashing and Corporate Hypocrisy: Greenwashing is the practice of endorsing eco-friendly projects while utilising unsustainable business methods. Some companies use CSR as a marketing gimmick to improve their reputation without making significant operational changes, according to critics. Such actions can undermine the potential advantages of CSR initiatives and damage their credibility.
    
2. Conflict of interest between shareholders and stakeholders: Some critics argue that companies' primary duty is to maximise shareholder value, which may conflict with the interests of other stakeholders. They contend that CSR initiatives run the risk of taking funds away from essential company operations and endangering bottom line results. CSR proponents, on the other hand, contend that addressing stakeholder interests can increase competitiveness and create long-lasting value.
    
3. Implementation and measurement Difficulties: There are difficulties in implementing and assessing CSR because it entails negotiating complex moral, environmental, and social conundrums. Furthermore, it can be difficult for businesses to quantify the results of their CSR initiatives, which makes it difficult for them to assess their efficacy and compare their performance to that of their competitors.

Conclusion
Any society must develop, but development cannot come at the expense of the environment. Although environmental concerns are addressed by the current corporate governance law, the law's efficacy depends on board members giving these issues top priority when making decisions. It is critical to comprehend potential environmental risks and opportunities in the future.

Furthermore, it is critical to implement strategies that balance corporate interests with environmental protection. Examples of these strategies include encouraging carbon or emissions trading, maximising the use of natural resources, and enacting tax incentives or rebates. By fostering fair and sustainable development, these policies can benefit both businesses and governments. As a result, enacting strong CSR laws is essential because they promote social justice and the environment while establishing businesses and countries as leaders in the field of sustainable development.

In today's business world, Corporate Social Responsibility (CSR) is essential as it aims to produce positive social and environmental results in addition to long-term growth and profitability. Understanding the theory, benefits, challenges, and history of corporate social responsibility (CSR) enables businesses to develop improved strategies that benefit both the environment and stakeholders. As corporate social responsibility (CSR) develops, businesses can use innovation, digitization, and teamwork to make long-lasting, significant changes in the world.

End-Notes:

• Internal Market, Industry, Entrepreneurship and SMEs (europa.eu)
• World Business Council For Sustainable Development (WBCSD)
• UNIDO
• Ibid, 2
• The Company Act, 2013, Acts of Parliament, 2013 (India).
• The Company Act, 2013, Schedule VII, Acts of Parliament, 2013 (India).
• The Company Act, 2013, § 135, cl. , Acts of Parliament, 2013 (India).
• Ibid, 6
• Ibid, 6
• Ibid, 8
• Ibid 5
• http://www.oecdguidelines.nl/get-started/creating-a-csr-policy/
• http://www.thesroinetwork.org/117-home/all-regions/167-why-should-i-use-sroi10