Top 5 Social Entrepreneurs to Watch in India

India has long been a laboratory for social innovation, with people using creativity, perseverance, and often very modest means to solve deep problems. The individuals below represent some of the strongest examples of this, combining innovation, scale, sustainability, and measurable change.

1. Anshu Gupta (Goonj)

What he does: Anshu Gupta founded Goonj in 1999. The core idea is deceptively simple: take urban surplus (used clothes, discarded materials, etc.) and channel it to rural and marginalized communities. But more than just giving stuff, Goonj emphasizes dignity, local agency, and re-use. For example, the recipient communities help decide how and when surplus will be used; Goonj uses cloth not simply as charity but as a resource for barter in rural development work.

Scale & Impact:

• Goonj has built a network of about 11 offices across India and works with approximately 250 grassroots partner organizations across 21 states.

• They channelise thousands of tons of urban underutilised material every year; for example, reports suggest over 2,000 tons annually in recent years. 

• During crises (such as COVID-19 lockdowns), Goonj has been able to reach tens of thousands of families with ration kits, ready-to-eat meals, sanitary materials, etc., often with speed and scale. 

Innovation & Strengths:

• Goonj treats waste not as trash, but as a currency (i.e. “urban surplus material”) that can be used to trigger rural action.

• They build systems of barter, not just one-way charity. This gives dignity to recipients and builds ownership.

• The disaster relief & rehabilitation arm (“Rahat”) is well known: when floods, earthquakes etc. hit, Goonj’s network and logistical capability allow rapid mobilization of supplies.

• Anshu has also been recognized widely: recipient of the Ramon Magsaysay Award (2015) for his creative vision in transforming the culture of giving, as well as other awards. 

Challenges & What to Watch:

• Logistics and scaling: collecting, sorting, distributing surplus across many states is resource-intensive.

• Ensuring quality / relevance of donated materials. What people need vs what is donated.

• Sustainability of funding, especially for non-disaster periods: maintaining infrastructure, supply chain, partner NGOs.

2. Urvashi Sahni (Study Hall Educational Foundation, SHEF)

What she does: Dr. Urvashi Sahni is an educationist and social entrepreneur whose work focuses strongly on gender equality, feminist pedagogy, and quality education for marginalized girls (and also boys) in difficult settings. SHEF runs schools, outreach programmes, teacher training, and curriculum development. A key part of her approach is “Critical Feminist Pedagogy” , helping students (especially girls) to question norms, build agency, not just rote learning. 

Scale & Impact:

• Over the decades, SHEF has touched the lives of millions of children. One figure often cited is that SHEF has impacted over 5 million children and over 100,000 teachers. 

• SHEF has also done outreach through digital content (Digital Study Hall), special-needs education (programme “DOSTI”), and initiatives like Prerna Girls School in urban slums.

• Recognition has followed: SHEF/Dr. Sahni has been awarded Social Entrepreneur of the Year India 2017 (Schwab-Jubilant Bhartia), among other awards.

Innovation & Strengths:

• SHEF’s pedagogy is not just about getting girls to school, but about life outcomes: leadership, voice, agency. It goes beyond academics.

• Teacher training is a strong component; not just teaching children, but changing how teachers approach gender, equity, student well-being.

• Use of digital tools: video / online content to reach more remote schools. This helps scale without proportionate rise in cost.

Challenges:

• Reaching rural / remote areas with sufficient infrastructure (internet, trained teachers).

• Financial sustainability: while many programmes are charitable/non-profit, scale requires stable funding or income-generating arms.

• Social norms: in many communities, gender biases, early marriage, safety, may interfere with girls continuing education, even if schools are available.

3. Harish Hande (SELCO India / SELCO Foundation)

What he does: Harish Hande co-founded SELCO India (1995), with the goal of bringing sustainable solar energy solutions to underserved households and businesses in rural India. Over time, SELCO has innovated not only in solar panels / lights but in appliances adapted to local needs (solar lamps for labourers, solar powered tools, etc.), financing models, maintenance, and integrating energy services with livelihoods and education. 

Scale & Impact:

• SELCO India has reached over 125,000 households across states such as Karnataka, Kerala, and Gujarat with solar lighting / energy solutions.

• The SELCO Foundation (non-profit wing) works on empowering communities, healthcare energy solutions, incubations for energy entrepreneurs, etc. E.g., powering healthcare centres, maternal labs, vaccine cold storage via solar. 

• SELCO has won acclaim via multiple awards: the Ashden Awards (Green Oscars), Magsaysay (for Harish Hande), Schwab etc.

Innovation & Strengths:

• Customised solutions: not “one size fits all” solar; systems adapted to local income, energy needs, after-sales maintenance.

• Financing models: designing installment / microfinance mechanisms so that households don’t pay large upfront amounts. 

• Linking energy to livelihoods: the lighting or energy services often help people work after dark, children study, or run small businesses. That multiplier effect strengthens impact.

Challenges:

• The cost of components, maintenance, and supply chain for remote areas can be high.

• Climatic and infrastructural limitations (e.g. battery disposal, degradation, rainfall, etc.).

• Scaling adoption: convincing households to invest (or borrow) for solar solutions vs cheaper but less clean alternatives like kerosene.

4. Jeroo Billimoria (Childline India, Aflatoun, CYFI etc.)

What she does: Jeroo Billimoria is one of the most globally influential social entrepreneurs from India. She has founded multiple organisations, with overlapping but complementary objectives: protecting children in distress, financial literacy for young people, and empowering youth globally. Some of her major initiatives include Childline India Foundation (24-hour/emergency helpline for children in distress, toll free 1098), Child Helpline International (network of child helplines globally), Aflatoun (formerly Child Savings International), Child & Youth Finance International (CYFI), among others. 

Scale & Impact:

• Childline India: Since its founding in 1996, responded to tens of millions of calls, operating in hundreds of cities across India. For example, in one recent year, it responded to ~9 million calls and directly helped ~5 million children.

• Aflatoun (financial education for children) has reached millions of children in many countries.

• CYFI has built networks across the globe to enable young people to understand and access financial systems, savings, entrepreneurship. She also works on creating policy, global events, and partnerships.

Innovation & Strengths:

• Multi-pronged approach: she doesn’t stop at a helpline; she builds education, financial inclusion, global networks.

• Scaling & replication: the models often are designed to be adopted by governments / NGOs in other regions / countries.

• Advocacy and policy influence: because she works on system level change (e.g. financial education policy, child protection laws), her impact extends beyond direct services.

Challenges:

• Ensuring quality & consistent response across many cities and countries. Scaling helplines and ensuring response times, trained staff, etc.

• Funding and sustainability (especially for emergency/social welfare services).

• Measuring long-term impact: beyond immediate rescue or financial literacy, how do behaviors / life outcomes change over years?

5. Chetna Gala Sinha (Mann Deshi Foundation / Mann Deshi Bank)

What she does: Chetna Gala Sinha founded Mann Deshi Foundation (mid-1990s) in Maharashtra to economically and socially empower rural women. She also founded Mann Deshi Bank, India’s first bank by rural women, for rural women, to provide financial services that meet their needs. Her organizations combine training, microfinance, market linkages, business schools, and support for women entrepreneurs. 

Scale & Impact:

• Mann Deshi Bank serves over 100,000 women customers; it has facilitated loans exceeding ₹780 million (i.e. many crores) to women micro-entrepreneurs. 

• The Mann Deshi Foundation runs business schools for rural women, community radio, chambers of commerce for women, etc. The overall aim is holistic: financial inclusion + capacity building.

• Reached nearly half-a-million women through various programmes; recently aiming to reach 1 million women.

Innovation & Strengths:

• Women-focused financial services: most banks don’t tailor products to rural women; Mann Deshi designs microcredit / savings / training suited for them.

• Complementary services: training, mentorship, business skills, market access, rather than just money.

• Local rootedness: based in a rural, drought-prone area; understanding of local needs, language, culture.

Challenges:

• Reaching deeper rural / remote areas with reliable financial infrastructure.

• Ensuring repayment, credit risk in low incomes.

• Scaling up without losing personalized touch and financial viability.

What These Leaders Teach & What to Learn

Putting these profiles together, several patterns emerge about what makes a social entrepreneur “strong” in India right now:

1. Localization + community participation: All of them deeply involve the people they serve in design or delivery, not just as passive recipients.

2. Hybrid & systemic models: Combining direct service with systems change (policy, networks, replication) is a common trait.

3. Diversification of services & income: Many don’t rely on just donations; they build revenueʹgenerating arms, or integrate product/service models, or leverage government partnerships.

4. Innovation in delivery and funding: Whether it’s using surplus urban materials, creative financing for solar, or emergency helplines, innovation is central.

5. Strong leadership & vision over time: Many have been running their work for decades, adjusting to changing contexts, sustaining momentum, and building legitimacy (awards, recognition, trust).