Ex-Joint Advisor, TRAI | Ex-Deputy Director Economic, MRTPC (now CCI) | FCS, MBA, LLB, M Phil, PhD Scholar | Whole Time Director, Cable & Wireless Global India Private Limited
A subtle yet persistent conversation is transforming how companies perceive their societal responsibilities. Regulatory agencies, journalists, activists, and investors are all part of this dialogue, with discourse moderators acting as the invisible guides. Using discourse theory, this article examines how these voices evolve a legal requirement into a dynamic corporate ethic, particularly since the Companies Act of 2013 made CSR compulsory for large listed companies.
A Mandate Becomes a Mindset
Section 135 of the Companies Act, 2013, requiring profitable companies to allocate 2% of their profits to social causes, was initially viewed by many as just another compliance requirement. However, a deeper transformation occurred. Philanthropy, which was once driven primarily by influential figures such as the Tatas, Birlas, and Azim Premji, evolved into a structured, institutional expectation. Companies started forming CSR committees, appointing dedicated leaders, and producing comprehensive sustainability reports. While the law provided the initial impetus, the sustained momentum came from a collective voice that kept the dialogue alive.
The Invisible Architects
Think of discourse moderators as editors of a national story about responsible business. Regulators (the Ministry of Corporate Affairs) draft rules, schedules, and penalties. They issue circulars and portals to ensure CSR is ongoing. The media can amplify or diminish the message; a “greenwashing” exposé can hurt more than a fine, while a feature on a rural school built by a steel company can boost reputations. NGOs act as fact-checkers and partners, highlighting tokenism through ground reports. Institutional investors influence via capital, with mutual funds and pension funds evaluating ESG scores before investing. Shareholder resolutions on issues like water conservation can shape long-term plans.
From Compliance to Culture
Institutional theory suggests that practices become ingrained when perceived as inevitable. Discourse moderators shape this perception for CSR. A company that previously viewed the 2% spend as a tax now considers it risk mitigation, a way to attract talent, and a license to operate. Having specialized CSR teams has become standard; it’s no longer uncommon. Sustainability is now discussed alongside other core strategic issues EBITDA.
The Future Script
Tomorrow’s CSR will be shaped by louder, faster social media debates. NGOs’ campaigns amplify quickly. Global funds push for net-zero, and regulators consider stricter standards. Companies that align messaging and listen will embed social purpose; those that don’t risk falling behind. CSR in India survives through conversations that praise, challenge, and inspire. As these voices persist, CSR shifts from obligation to opportunity, from fringe to focus.
