Corporate social responsibility in Indian sport: Moving from margins to mainstream

by Nivedita Krishna

A June 2025 report by Pacta and the Sports and Society Accelerator (SSA) provides a comprehensive look at recent trends of Indian companies’ Corporate Social Responsibility (CSR) contribution to sports—and the opportunities for sports to become an engine of social development.

The data is simultaneously promising and sobering. In 2022-23, CSR spending on training to promote sport jumped to ₹526 crore, up 80% from the previous year and a nearly tenfold increase since 2014-15. Yet, sports received only about 1.8% of total CSR allocations, trailing behind sectors like education and healthcare. 

Growing, but not enough

The recent upward trend in sports CSR funding reflects a renewed corporate interest in sports, post-pandemic. The training to promote sport segment has seen a compound annual growth rate (CAGR) of 31% since 2014-15 (compared to overall CSR CAGR of 22%), and 2022-23 marked the biggest year for sports CSR so far. This surge coincides with India’s recent sporting successes, such as the record medal tallies at the Tokyo Olympics 2020, Asian Games 2022 and Paris Paralympics, 2024. However, CSR spending for sports remains concentrated in a few states—Maharashtra, Karnataka, Odisha, Tamil Nadu and Delhi, which receive 61% of overall sports CSR—mirroring the concentrations of corporate headquarters and established NGOs. 

The research study also surfaced green shoots of innovation. The rise of public-private partnerships (PPPs) are notable in states like Odisha and Chhattisgarh, where CSR funds are helping to build local sports infrastructure, foster a sporting mindset and nurture talent. State-driven policy emphasis on sport, acts a key lever attracting more investments in sports.

“PPP models are helping us reach places that were never on the sports map before. But we need more companies to look beyond their comfort zones.”

Scoping the challenges for S4D initiatives 

There is widespread acknowledgement that sports for development (S4D) can foster outcomes of gender equity, learning, health, well-being, and disability inclusion, outcomes. Still, funders prefer sports for excellence, perhaps for the spotlight and publicity returns that comes with it. The S4D thematic is only recently receiving attention, meaning that several initiatives are vying for an already slim share of the total CSR pie. 

One grassroots sports leader interviewed said: “We see big announcements and sponsorships for Olympic athletes, but very little for the kids in villages who could benefit most from play. Grassroots is where the real social change happens.”

Additionally, antiquated mind sets of CSR committee members means that awareness building about the potential of sports CSR is essential for CSR funding decisions to go beyond stereo-typical projects like school painting, tree planting, and scavenging drives, to bring in new funders in S4D. 

“Sport is always the first to be cut when budgets are tight. There’s a lack of understanding in boardrooms about the broader impact of sport beyond medals.”

Another central finding of the research and conversation with stakeholders is that CSR investments tend to have short-term funding cycles, one dimensional impact orientation, and scale compulsive approaches, making S4D projects unviable for CSR funding. Meaningfully addressing these challenges demands a re-calibration of governance mechanisms under the Companies Act, 2013, and amending Schedule VII of the CSR framework, towards a reality responsive and S4D favourable framing, that facilitates long-term partnerships and multi-year funding cycles.

During discussions with funders and sports based nonprofits, the lack of standardized metrics for measuring impact surfaced. Funders and nonprofits agreed upon the imperative to go beyond the medal tally, highlighting the critical and urgent need for ecosystem building efforts – towards open data, S4D funding and program playbooks, and common impact metrics. 

In summary, despite the potential for impact and innovation, the S4D ecosystem remains fragmented and innovation takes place in silos, resulting in a competitive, rather than co-ordinated and collaborative approaches. This makes the imperative to build resource- commons and broad-based capacity, that can benefit the entire S4D ecosystem. 

Recommendations: From Tokenism to Transformation

The report identifies the National Sport development Fund (NSDF), as a pivotal vehicle for catalyzing the momentum in sports CSR. The NSDF set up in 1998 and housed under the Ministry of Youth Affairs and Sports presents a marquee opportunity since it is already mandated to support athlete development, sports infrastructure, and federations, and can pool public and private contributions to support Indian sport. The NSDF, in convergence with MCA, Ministry of Education (MoE), Ministry of Skill Development and Entrepreneurship (MSDE), and Ministry of Statistics and Program Implementation (MoSPI) can then lead the creation of a national framework to align CSR for S4D.

This is also a call to the philanthropic funding eco-system to make investments in standardizing impact metrics to create knowledge commons, open data, impact metrics to catalyse and realise the full potential of S4D.

Conclusion: The Real Legacy of Sports CSR

India’s journey in sports CSR has made promising strides, but the path ahead demands vision, commitment, and a willingness to listen to those on the ground. By investing smarter and longer-term in sports, India can build a vibrant, inclusive sporting culture that empowers millions and contributes meaningfully to national development goals. The message from the field is clear: the future of Indian sport—and of sports CSR—lies not just in podium finishes, but in playgrounds, school fields, and communities across the country. The opportunity is real. The time to act is now.

This op-ed is based on “CSR and Sports in India: The First Decade” by Pacta and the Sports and Society Accelerator, 2025, and includes direct quotes from stakeholders interviewed for the study.

About the author

Nivedita Krishna is the Founder and Chief Strategist at Pacta. Her work has focused on translating intention to implement in a social impact context, through the interdisciplinary lens of data and law.