Manager - CSR

The core mission is to own and scale Carrier India's CSR agenda across three broad fronts: sustainability and environmental impact, skill development, and community development. Day to day that means designing the annual CSR roadmap, translating Carrier's global ESG priorities into India-relevant programmes, and identifying flagship initiatives, for example around air quality, circularity, green campuses, HVAC training or youth employability. Execution is a large part of the job. The manager identifies and manages partners such as NGOs, training institutions and government bodies, runs programme rollouts, and builds impact frameworks and reporting dashboards that track beneficiaries, environmental outcomes and community reach. Alongside this sits compliance and governance: adherence to Companies Act CSR regulations, budget and approval management, utilisation tracking, impact assessment, audits and annual board disclosures. A third strand is engagement and advocacy. The role designs employee volunteering and sustainability campaigns, works with marketing and communications to build Carrier India's CSR narrative and impact stories, and supports leadership positioning in external forums. Success is judged on programme scale, measurable social and environmental outcomes, 100% audit compliance, partnership strength, employee participation and external recognition.

This role offers deep exposure to the full CSR lifecycle at scale inside a multinational: strategy design, partner selection, rollout, monitoring and board-level reporting. A candidate coming from a narrower CSR or volunteering background would likely gain end-to-end programme ownership across multiple verticals (environment, skilling and community development) rather than a single initiative. Because Carrier operates in 160 countries with a global ESG agenda, the manager can expect to learn how global sustainability priorities are localised into India-relevant programmes, an increasingly valuable translation skill. Working under the marketing and strategy function also builds competence in impact storytelling, brand advocacy and leadership positioning, areas many CSR professionals underdevelop. On the governance side, the role demands fluency in Companies Act compliance, audit documentation and impact assessment frameworks, which are transferable credentials. Exposure to HVAC-specific skilling ecosystems and technical training institutions would add a sector-specialist dimension that is relatively rare in the CSR talent pool.

Carrier asks for four to seven years in CSR, sustainability or ESG, with a track record of running community programmes, skill development or environmental initiatives. The most competitive profile blends programme management discipline with regulatory fluency: someone who has owned a Companies Act CSR budget end to end, handled approvals, utilisation tracking and impact assessment, and can point to beneficiaries trained or environmental outcomes delivered. Experience with NGOs, government bodies or the development sector is explicitly preferred, so prior work inside an implementing partner, not only inside a corporate, is an advantage. That said, the role also needs corporate-comfortable stakeholder management, since it interfaces with marketing, HR, operations, leadership and external partners simultaneously. Soft skills matter more than usual here. The candidate must be a strong communicator and storyteller, capable of turning programme data into narratives for boards, employees and the media, while keeping execution rigour on budgets and audits. A background in engineering-adjacent skilling or environmental programmes would fit Carrier's HVAC and climate identity particularly well.

Carrier's CSR function in India sits under the Head of Marketing & Strategy, so applications that only talk about grant-making or NGO volunteering will miss the mark. The strongest candidates will frame their CV around programme leadership with measurable outcomes: number of beneficiaries trained, environmental impact delivered, budget size managed, and audit or compliance record. Bring one or two flagship initiatives you personally designed and scaled, with the metrics attached. Because the role demands both Companies Act CSR compliance and partnership building, prepare concrete examples of Section 135 obligations you have handled (committee reporting, impact assessment, utilisation certificates) and name the NGOs, skilling institutions or government bodies you worked with. Carrier is an engineering-led HVAC company, so showing comfort with technical skill development (HVAC training, employability pathways) is a differentiator versus generic education CSR. In interview, expect questions on how you would translate Carrier's global purpose (safe, sustainable, intelligent climate solutions) into India-relevant programmes around air quality, circularity or green campuses. Have a point of view ready, and connect it to the marketing and employee-engagement agenda, since the role explicitly feeds brand and volunteerism. Language matters here: Carrier wants storytelling capability, so practise narrating impact crisply.

Carrier's identity is built on climate and energy solutions, so this role's environmental angle is likely to concentrate on air quality, climate impact and circularity, framed through community-facing programmes rather than product-level engineering. Expect initiatives such as urban environmental impact projects, green campuses and awareness work that connect Carrier's HVAC expertise to India's broader air-quality conversation. On the social side, the emphasis is squarely on skill development. Carrier's technical domain makes HVAC training and youth employability a natural flagship, potentially through partnerships with technical training centres and skilling institutions. This is where the role most visibly links business expertise to community benefit, training people for jobs the industry actually needs. Governance and reporting form the third pillar: Companies Act CSR compliance, impact assessment, audits and board disclosures. Because the role sits under marketing and strategy, it also carries a reputation dimension, building Carrier India's standing as a responsible corporate citizen through credible, measurable storytelling rather than one-off charitable gestures.

The most immediate tension is scope. One manager is expected to own strategy, execution, partnerships, compliance, budgeting, reporting, employee engagement and brand advocacy across a country as large as India, with PAN-India travel. Balancing strategic design with on-the-ground delivery in that breadth is demanding, and prioritisation will be a constant judgement call. Measuring impact credibly is another likely hurdle. CSR programmes in environment, skilling and community development resist simple metrics, yet the role is judged on beneficiaries, environmental outcomes and audit adherence simultaneously. Building dashboards that satisfy both boards and regulators, without overstating results, requires care. Partnership management brings its own friction: NGOs, government bodies and training institutions move at different speeds and have different incentives, and aligning them with Carrier's corporate timelines and reporting cycles can be slow. Finally, as CSR sits under marketing rather than a dedicated sustainability function, the manager may need to negotiate for resources and attention against commercial priorities.

Days in this role are likely to swing between desk-based governance and field or partner engagement. A typical week might include reviewing programme progress with an NGO or training partner, checking budget utilisation and documentation against CSR requirements, and preparing updates for the Head of Marketing & Strategy. Reporting cycles (impact dashboards, board notes, audit files) create recurring deadlines that shape the calendar. Collaboration is constant. Expect meetings with marketing and communications on impact storytelling, with HR on volunteering campaigns, and with finance or operations on approvals and utilisation. The role also involves PAN-India travel to visit programme sites, meet implementing partners and, at times, represent Carrier at industry or sustainability forums alongside leadership. Variability is high. Some periods are dominated by compliance and reporting; others by programme design, partner negotiations or employee-engagement events. A manager comfortable switching between a spreadsheet audit trail and a field visit in the same week will fit the rhythm better than someone who prefers a single mode of work.

Reporting to the Head of Marketing & Strategy gives this role unusual visibility for a CSR manager: the function sits close to brand, leadership positioning and external advocacy, not buried in HR or facilities. Strong performance could open a path toward a regional CSR or ESG lead role covering Carrier's Asia Pacific, Middle East & Africa footprint, or a move into the broader sustainability organisation as climate disclosure and ESG reporting mature in India. The KPI set itself signals the growth levers. External recognition and awards are explicit success metrics, so a manager who lands visible industry platforms, media coverage or CSR awards builds a personal reputation that travels well beyond Carrier. Building a portfolio of flagship programmes (skilling centres, green campuses, air-quality work) creates demonstrable programme-design credentials. Lateral growth is also plausible into marketing and communications, given the integrated narrative-building element, or into compliance and governance roles as CSR regulation tightens. Certification-wise, deepening expertise in impact measurement frameworks, ESG reporting standards and social audit methodology would strengthen any of these moves.

Internally, the primary relationship is with the Head of Marketing & Strategy, who owns the function and to whom this role reports. That means frequent alignment on narrative, budget and leadership positioning, alongside regular engagement with marketing and communications colleagues who shape how CSR impact is told externally. Cross-functionally, the manager works with HR on employee volunteering and engagement programmes, with operations and finance on budget utilisation, approvals and audit documentation, and with India leadership on board updates and CSR committee reporting. Global sustainability or ESG teams are likely counterparts too, since the role translates group priorities into India programmes. Externally, the stakeholder map is broad: NGOs and CSR implementation partners, skill development institutions and HVAC training centres, environmental organisations, industry bodies, and government or regulatory contacts. Managing this mix means the role constantly toggles between corporate governance conversations and development-sector partnerships, each with its own language and cadence.