Corporate Social Responsibility and Achieving the United Nations Sustainable Development Goal 7 in India

  • Tanmay Patidar
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  • Tanmay Patidar

    Student at Unitedworld School of Law, Karnavati University, India

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Abstract

This research explores the intersection of Corporate Social Responsibility and the United Nations Sustainable Development Goal 7, which seeks to ensure universal access to affordable, reliable, sustainable, and modern energy. With India’s growing energy demands and ongoing disparities in access, particularly in rural regions, the role of corporate involvement through CSR becomes increasingly vital. The paper critically examines the Indian legal framework—primarily the Companies Act, 2013—and its provisions relating to CSR obligations, to assess how effectively it supports energy sustainability initiatives aligned with SDG 7. Using a doctrinal research methodology, the study evaluates existing statutes, policy documents, and case studies to understand the extent of corporate engagement in clean energy projects. While several large Indian companies, including Tata Power, Infosys, and Mahindra, have undertaken meaningful CSR initiatives in renewable energy and rural electrification, the broader impact remains limited. Contributing factors include the absence of sector-specific mandates, weak regulatory enforcement, limited financial incentives, and lack of awareness among small and medium enterprises. The research argues for stronger legal reforms, including the inclusion of renewable energy in Schedule VII of the Companies Act, mandatory allocation of CSR funds to energy projects, and enhanced public-private partnerships. It concludes that CSR, when strategically directed and supported by a robust regulatory ecosystem, has the potential to significantly accelerate India’s progress toward achieving SDG 7. Strengthening corporate accountability and fostering collaboration among stakeholders are key to making clean energy access a national reality.

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Research Paper

Information

International Journal of Law Management and Humanities, Volume 8, Issue 2, Page 3027 - 3047

DOI: https://doij.org/10.10000/IJLMH.119408

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This is an Open Access article, distributed under the terms of the Creative Commons Attribution -NonCommercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting, and building upon the work for non-commercial use, provided the original work is properly cited.

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