Corporate Social Responsibility (CSR) has evolved from a voluntary philanthropic activity into a strategic instrument for value creation and long-term business sustainability. In contemporary business environments, firms are increasingly evaluated not only on financial performance but also on their social, environmental, and ethical contributions. This study presents an analytical review of the CSR practices of Reliance Industries Limited (RIL), India’s largest private-sector conglomerate, with the objective of examining the nature, scope, and strategic significance of its CSR initiatives and their relationship with financial performance. The study is based on secondary data drawn from RIL’s annual reports, CSR disclosures, and published academic literature for the period 2010–11 to 2022–23. Sector-wise CSR expenditure is analyzed alongside key financial indicators such as net revenue, net profit, and total assets, using Pearson’s correlation analysis. The findings reveal that RIL has consistently increased its CSR investments, particularly after the implementation of the Companies Act, 2013, indicating strong institutional commitment beyond regulatory compliance. Healthcare and education emerged as the dominant areas of CSR spending, reflecting a strategic focus on human development and inclusive growth, while rural transformation received steady support. However, environmental initiatives accounted for a relatively small proportion of total CSR expenditure, highlighting an imbalance in CSR priorities. The empirical results indicate a strong positive correlation between CSR spending and net profit, and a very strong positive relationship with total assets, suggesting that CSR contributes to long-term financial stability and organizational growth. Overall, the study concludes that CSR at RIL functions as a strategic value-creation mechanism that enhances corporate legitimacy, stakeholder trust, and sustainable performance, reinforcing the view that social responsibility and financial success are mutually reinforcing.