India is facing one of the most urgent yet under-discussed public health and social challenges of our time — the mental health crisis. Today, 1 in 7 Indians lives with a mental disorder, yet between 70–92% receive no treatment. The consequences ripple across classrooms, workplaces, households, and the economy, with the projected economic loss between 2012–2030 reaching USD 1.03 trillion.
Mental Health Crisis in India: Facts & Figures
This report, The Burdened State of Indian Minds, published by Give Grants, presents a comprehensive, data-driven analysis of the scale of the crisis, its economic and social costs, and the urgent need for action. Drawing from national surveys, global studies, and Indian case examples, it highlights how Social-Emotional Learning (SEL) can provide a proactive and scalable solution.
Economic and Social Costs of Mental Disorders in India
The economic burden is immense, affecting productivity, human capital, and overall societal well-being. Mental health disorders strain healthcare systems and cause substantial losses in workforce participation and academic achievement.
Social-Emotional Learning (SEL): A Scalable Solution
Research shows that SEL improves academic achievement, reduces bullying and emotional distress, and equips young people with the skills needed for future employment and well-being. With evidence pointing to an 11:1 return on investment and a rapidly growing Indian SEL market, this is not only a social imperative but also a strategic opportunity for CSR leaders and philanthropic investors.
Role of CSR and Philanthropy in Mental Health
By exploring barriers, mapping the ecosystem of government, nonprofit, and private actors, and laying out clear recommendations, this report serves as a roadmap for how India can embed SEL at scale. Investing in SEL today is an investment in human capital, productivity, and a healthier, more resilient society.
Download the full Burdened State of Indian Minds research now and join us in driving transformative change for mental health in India.
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