ICSI Unveiled Five-Year Reform Plan to Future-Proof Governance Profession

India’s rapid economic transformation and the vision of Viksit Bharat 2047 form the backdrop for the draft Strategic Action Plan (SAP) 2026–30 released by the Institute of Company Secretaries of India. The plan reflects ICSI’s intent to align corporate governance, compliance, sustainability, and professional education with emerging national and global priorities. Prepared through extensive stakeholder consultations and a detailed SWOT analysis, the SAP identifies strengths such as statutory recognition and a large professional base, while addressing gaps like limited advanced IT capabilities. It lays out reforms aimed at improving organisational efficiency, ethics and governance, decentralised regional functioning, revamped course structure and curriculum, modernised training, and enhanced professional development. The plan also emphasises brand building, global outreach, and digital transformation through technology-driven service delivery. Overall, the SAP 2026–30 seeks to position Company Secretaries as future-ready professionals capable of supporting complex regulatory systems and contributing to sustainable and inclusive economic growth.

The Institute of Chartered Accountants of India
(Set up by an Act of Parliament)

Dated: 2nd January, 2026

Inviting Suggestions on ICSI Strategic Action Plan (2026-30)

Dear Stakeholders,

Greetings from ICSI!!

We are pleased to share that the ICSI has constituted a “Strategic Group-ICSI Ascend” to review various activities of ICSI and recommend a five-year futuristic plan for the Institute. Accordingly, the Strategic Group has recommended a Strategic Action Plan (2026-30) comprising of key proposals to unlock the future potential of ICSI, including the following:

(i) Transforming the ICSI service delivery mechanism through digital automation

(ii) Revisiting CS Course structure, curriculum, training and assessment systems

(iii) Strengthening of three-tier system at ICSI (HQ-CCGRT-Region & Chapter Offices)

(iv) Strengthening of Subsidiaries, Review of Ethics and Governance Code/Practices

(v) Review of Professional Development Framework, Brand Equity and Global Footprints initiatives by the ICSI

(vi) Review of Human Resource Development and Digital Infrastructure

The Council of the Institute has considered the exposure draft of ICSI Strategic Action Plan (2026-30) and decided to place the said exposure draft for public comments.

Exposure draft of ICSI Strategic Action Plan (2026-30) is enclosed for ready reference of all the stakeholders.

All stakeholders are requested to provide inputs/suggestions on the “Exposure Draft of ICSI Strategic Action Plan (2026–2030)” by filling up the online form available at the link https://forms.office.com/r/3PjaBdVnWK latest by Thursday, 8^th January, 2026.

Looking forward to your valuable inputs and active participation in this initiative of ICSI. With regards,

CS Dhananjay Shukla
President, ICSI

EXPOSURE DRAFT
ICSI STRATEGIC ACTION PLAN (2026-2030)

[As recommended by the Strategic Group-ICSI Ascend and approved by the Council of ICSI at its meeting held on December 27, 2025]

Seeking Comments of Stakeholders

Introduction

India’s developmental journey has witnessed a deep and significant transformation in the last decade. The world economy currently is witnessing a mixed phase. Our economy has grown faster than most others and is expected to remain strong this year. At the same time, India is looking ahead with a giant vision of Viksit Bharat 2047. It focuses on creating jobs, improving education and healthcare, boosting technology, and ensuring growth that benefits everyone. From green energy and electric vehicles to AI in farming and healthcare, India is preparing for a future that is sustainable and inclusive. Challenges like climate change still exist, but these efforts offer real hope for a better tomorrow.

The Institute of Company Secretaries of India (ICSI) has always taken a forward-looking approach in aligning itself parallel with the vision of Government of India. This reflects its optimism and commitment to building the nation through its evolving vision plans charting out key strategies for the Institute consistently aligned with the changing business & economic landscape and needs of its stakeholders. As the Membership base of ICSI closes to 80,000; the Institute is expanding its physical as well digital infrastructure across the country to meet the various requirements of the stakeholders.

Understanding the notion of “Change being the only constant”, ICSI is continuously working towards strengthening the profession locally and globally by bringing new measures to service delivery to stakeholders and reinforcing ICSI’s commitment to excellence in good corporate governance.

Five-year Strategic Action Plan (2026-30)

The ICSI continually focuses on enhancing transparency, and building ethical business practices as core foundations of corporate governance, which directly support the vision of Viksit Bharat. By developing professionals having requisite skills in compliance, governance, sustainability and advisory functions, the ICSI is fostering the creation of a strong corporate ecosystem of India.

To unleash the future potential of ICSI and to suggest a strategic blueprint for the Institute, the ICSI has constituted a “Strategic Group-ICSI Ascend” to make suitable recommendation to the Council with the following composition:

The Strategic Group – ICSI Ascend was constituted mainly to review various activities of the ICSI, including SWOT analysis and recommend a five-year futuristic plan for the ICSI. The Strategic Group had the privilege to draw upon the valuable inputs and suggestions given by the various stakeholders that ensured informed deliberations and futuristic recommendations.

The Strategic Group discussions were focused on complete review of activities undertaken by the ICSI including the mode of delivery to meet changing stakeholders needs and creating a strong framework of governance and sustainability. Since such a mammoth exercise could not be completed without the inputs of stakeholders, the Strategic Group followed a consultation-based approach with different stakeholders to ascertain their feedback and make suitable recommendation to the Council. It includes consultation with the following:

To ensure inclusivity and credibility, the Strategic Group took a collaborative approach. Based on the feedback received from various stakeholders of ICSI, the key areas for recommendation were identified to achieve the objectives of ICSI.

In alignment with these priorities, a comprehensive SWOT analysis was conducted. The analysis highlighted significant strengths such as statutory recognition, a large professional and student base, and opportunities for global networking. It also identified weaknesses, notably limited proficiency in advanced IT skills. Furthermore, the analysis revealed promising opportunities in emerging professional roles across diverse sectors, while acknowledging critical threats posed by rapid technological disruptions, increasing competitive pressures, and the need for continuous skill development.

Based on above, this draft Strategic Action Plan (2026-30) has been drawn for public comments.

Executive Summary

The profession of Company Secretaries has significantly evolved, like any dynamic profession, and is still marching ahead to achieve new heights in emerging domains of professional opportunities. The pace and direction of this change is being shaped by shifting stakeholder expectations, external circumstances, intrinsic strengths and limitations, and a more competitive marketplace. Therefore, it is essential to keep a careful eye on these variables in order to develop future plans and solutions that work.

The Exposure Draft of ICSI Strategic Action Plan [SAP (2026-30)] offers a detailed blueprint to transform ICSI into a globally recognized institution and to remain relevant, competitive, and future-ready. It ensures a strategic positioning of Company Secretaries as practitioners capable of guiding complex regulatory, supervisory, and enforcement systems and contributing toward sustainable economic growth.

The SAP (2026-30) has been developed in the backdrop of some very significant global and national economic trends. The consultations with members, students, employees, regulators etc. have contributed immensely to the proposals made in the Strategic Action Plan.

SAP (2026-30) mainly covered the following areas for making recommendations:

1. Improving Organizational Efficiency: This incorporates rationalization of structures by integrating existing functional domains, cells, and committees at headquarters with the aim of eliminating overlaps and redundancies. Centralized delegation of powers, through revised guidelines and SOPs, will enable approvals by Functional Heads within specified limits, thus allowing the leadership to focus on strategic policy. Responsibilities of members of Council will be clearly oriented towards strategic oversight, with a reduction in operational loads, coupled with increased accountability for the secretariat.

Emphasis on talent acquisition through competency-based recruitment and succession planning for key positions. Training programmes, performance appraisals, Career Progression Pathways, Succession planning, review of recruitment, promotion and transfer policies etc. are recommended.

Achieve efficiency in operations of various subsidiaries of the ICSI. In the case of ICSI- International ADR Centre, proposal it to set up a separate secretariat and the ‘Board’ having independent Chairman.

2. Ethics and Governance: Inculcating ethical codes and best practices into systems of governance; establishing mechanism for performance evaluation of the Councils, its committees, and their members through scorecards containing qualitative and quantitative parameters. Third-party assessments and publishing the results could also be considered. Similarly, performance evaluation of respective directorates of ICSI is also proposed.

3. Strengthening CCGRT & Establishing Education and Skill Development Centres (ESDCs): A centralized research Centre is proposed at one of the CCGRTs. Other CCGRTs can be converted into Education and Skill Development Centers (ESDCs) for educational and training needs of students, members and other stakeholders.

4. Strengthening Regional Offices and Chapters (3-Tier System): In developing a strong 3-tier system, this will involve decentralizing works to regional offices and chapters for better stakeholder engagement. This is to be undertaken with the provision of resources to the regional offices, increased staffing. Governance codes to be applied uniformly at ROs/Chapters.

5. Course Structure of Company Secretaryship: Proposing revised course structure of CS course by introducing Foundation Programme (online mode with centralized classes) followed by Executive Programme; and the Professional Programme (in physical classroom teaching mode with experiential learning). It is proposed to integrate CLDP as part of professional programme by introducing the unique concept of experiential learning with 30% weightage to practical assessment and 70% weightage to regular examination assessment.

6. Course Curriculum of Company Secretaryship: Modernize the syllabus to include contemporary topics like artificial intelligence, data privacy and more focus on ESG, among other emerging portfolios and opportunities for the profession of Company Secretaries.

7. Training Structure of Company Secretaryship: It is proposed to review existing training structure to reduce the overall course duration as well optimize the training period. At Professional Programme, integration of experiential learning is suggested to provide a blend of practical and theoretical coverage focusing on various compliance, e-filing, governance, advisory and professional skills.

8. Professional Development: It is recommended to consolidate national programmes organised by the Headquarters and decentralizing others events as regional events with complete autonomy to regions /chapters to organize such events. Review of CPE framework and other measures are also part of the proposal.

9. Brand Equity: ICSI to focus on strategy to strengthen the positioning and visibility of Brand ICSI across national and international platforms. The proposal includes increasing digital outreach, unified brand identity and communication, revamping of ICSI website to make it interactive and user-friendly.

10. Expanding ICSI’s Global Footprints: It is proposed to leverage ICSI’s overseas centers and enhanced collaborations with foreign bodies to promote global governance agenda. Initiatives such as executing MoUs/MRAs with global governance and compliance bodies to enable capacity building and recognition pathways may also be considered. Establishment of International Network of Governance Professionals (INGP) is another proposal to ponder upon. The proposal also emphasizes global advocacy for ICSI standards and representation in international bodies such as OECD and ICGN etc.

11. Strengthening Digital Infrastructure: The proposal highlights the need for a robust digital infrastructure to fulfil the needs of stakeholders such as smart classrooms, online services to members, students, automation of internal processes, Mobile App, Chatbot, Centralized Helpdesk/ Portal, Agenda and ATR Management, Educators’ Databank, Members Community Portal, Digital Dashboard of Events, Digital Learning and Professional Development Activities.

Part III

Implementation of Strategic Action Plan

ICSI aims to emerge as a resilient, innovative institution driving governance excellence and economic trust globally. The Strategic Action Plan will not only strengthen ICSI’s leadership in India but also establish its presence internationally, contributing significantly to sustainable economic growth and creating new opportunities for professionals worldwide.

Implementation of Strategic Action Plan

The Strategic Action Plan (SAP) will be implemented in three progressive phases:

• Phase I: Proposals requiring approval of the Council and amendments in the Guidelines
• Phase II: Proposals requiring approval of the Council and amendments in the Regulations (with the approval of Central Government)
• Phase III: Proposals requiring amendments in the Company Secretaries Act, 1980

This phased approach will ensure structured execution, adaptability to changing governance needs, and alignment with ICSI’s vision of becoming a global leader in corporate governance.