Maturity models can be treated as a guide for managers, translating knowledge into concrete actions to change and improve the organization. Their primary role is first of all to enable the diagnosis of the current state and to indicate the direction of activities allowing to eliminate all missing skills in a specific field. Maturity models related to corporate social responsibility management generally contain similar components (dimensions) and propose five to seven stages of maturity. However, since their publication, new concepts have emerged, deepening understanding and organizing the very complex domain of CSR. The aim of the article is to consider the possibility of including in the CSR maturity model two dimensions derived from newer concepts of corporate social responsibility: the type of CSR and spheres of influence. These dimensions meet the condition of disconnection and gradability, and complement the earlier models.