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1 Disclaimer: This compendium is a joint initiative of the Confederation of Indian Industry (CII) Centre for Women
Leadership and NITI Aayog, Government of India, aimed at highlighting good practices that promote gender
parity in the workplace. The practices featured here are based solely on submissions received as part of a
voluntary application process and are presented for knowledge-sharing purposes.
NITI Aayog does not endorse or certify any speciﬁc initiative or organisation mentioned herein, nor does the
inclusion of a practice imply ofcial recognition. The compendium is illustrative in nature and not exhaustive.
Organisations not featured may also be undertaking commendable eforts that were not captured due to
non-submission. NITI Aayog assumes no responsibility for the accuracy of submitted information or for any
actions taken on the basis of this compendium.
Image sources: Selected images were created using AI tools. Additional photographs are courtesy of Pexels.com & Shutterstock.com. I
Disclaimer: This compendium is a joint initiative of the Confederation of Indian Industry (CII) Centre for Women
Leadership and NITI Aayog, Government of India, aimed at highlighting good practices that promote gender
parity in the workplace. The practices featured here are based solely on submissions received as part of a
voluntary application process and are presented for knowledge-sharing purposes.
NITI Aayog does not endorse or certify any speciﬁc initiative or organisation mentioned herein, nor does the
inclusion of a practice imply ofcial recognition. The compendium is illustrative in nature and not exhaustive.
Organisations not featured may also be undertaking commendable eforts that were not captured due to
non-submission. NITI Aayog assumes no responsibility for the accuracy of submitted information or for any
actions taken on the basis of this compendium.
Image sources: Selected images were created using AI tools. Additional photographs are courtesy of Pexels.com & Shutterstock.com.
From INTENT
to IMPACT
A Compendium of Good Practices
on Gender Parity at Workplace
December, 2025 II
MESSAGE
India’s growth story will reach its full potential only when women participate as equal stakeholders in the country’s development
journey. Our national vision of Viksit Bharat 2047 recognises women not just as beneficiaries of progress, but as leaders, innovators, and
changemakers shaping the nation’s destiny.
At NITI Aayog, we strive to lead by example in fostering a gender-responsive workplace through life cycle-oriented measures. We
reinforce zero tolerance through robust PoSH systems. We promote gender sensitive hiring and progression. We invest in capacity
building and sensitisation to shift everyday behaviours. We raise awareness through campaigns and cultural events. We continue to
strengthen enabling infrastructure including childcare facilities, lactation room and period friendly amenities. These steps make the
workplace safer, more supportive and more conducive to leadership for women colleagues.
This compendium reflects a powerful public private collaboration. It curates replicable practices from the CII Centre for Women
Leadership Gender Parity Business Awards and the Showcasing Initiatives to Promote Women Friendly Workspaces hosted by NITI
Aayog. It reflects how enterprises are adopting inclusive recruitment, flexible work, mentorship, and leadership programmes that
reinforce women’s participation across the career lifecycle. Each example is a reminder that diversity and equity are not peripheral, they
are central to productivity, creativity, and sustainable growth.
I commend the Confederation of Indian Industry (CII) Centre for Women Leadership and NITI Aayog’s Women and Child Development
Division for curating this inspiring repository of good practices. May it guide many more organisations to institutionalise gender inclusion
as a core business and governance priority, helping India move from women’s development to women-led development in every sphere.

(Vinod Paul)
Dr. Vinod K. Paul
Member, NITI Aayog
5
th
December, 2025 III
MESSAGE
India stands at a defining moment in its developmental journey. Under the visionary leadership of the Hon’ble Prime Minister, the nation
has set its sights on Viksit Bharat 2047, a developed India that draws strength from its people, its values, and above all, its Nari Shakti.
The call for women-led development marks a decisive shift from seeing women as participants in progress to recognising them as
principal architects of our economic and social transformation.
Gender parity at the workplace is therefore both a moral and economic imperative. It lies at the heart of the Sustainable Development
Goals- SDG 5 on gender equality and SDG 8 on decent work and economic growth. Empowering women to participate, lead, and
innovate in every sphere can multiply India’s growth trajectory, create equitable opportunities, and strengthen the foundations of
inclusive prosperity.
The journey towards gender parity is complex, marked by systemic barriers such as unconscious bias, limited access to leadership
roles, and societal expectations around caregiving. This compendium, “From Intent to Impact: Good Practices on Gender Parity at the
Workplace” captures the essence of this national mission. By bringing together various insights, it demonstrates how vision is being
translated into tangible action across government and industry. It highlights practical solutions, from inclusive hiring and childcare
support to leadership pipelines and flexible work models, that are redefining India’s workplaces as spaces of equity and empowerment.
I commend the Confederation of Indian Industry (CII) Centre for Women Leadership and NITI Aayog’s Women and Child Development
Division for curating this important compendium. It stands as a testament to India’s collective resolve: that women’s leadership is not
only essential to achieving the SDGs, but fundamental to realising the vision of Viksit Bharat 2047, an India defined by equality, dignity,
and opportunity for all. I extend my heartfelt appreciation to the organisations featured for their pioneering spirit and to the CII Centre
for Women Leadership for their collaborative leadership. However, this is merely a starting point. I urge policymakers, industry leaders
and civil society to leverage these practices as a foundation, adapting and scaling them to suit diverse contexts across India. Let us
commit to translating these insights into transformative action, ensuring that every woman has the opportunity to contribute her fullest
potential to our nation’s progress.
(B.V.R. Subrahmanyam)
2. Message from CEO, NITI
B.V.R. Subrahmanyam
Chief Executive Officer
37rqWT,
— 110
Govemment of India
National Institution for Transforming India
NITI Aayog, Parliament Street,
New Delhi • 110 001
Tel. : 23096576, 23096574
E-mail : ceo•nitl@gov.in
MESSAGE
India stands at a defining moment in its developmental journey. Under the visionary
leadership of the Hon'ble Prime Minister, the nation has set its sights on Vlksit Bharat 2047, a
developed India that draws strength from its people, its values, and above all, its Nari Shakti. The
call for women-led development marks a decisive shift from seeing women as participants in
progress to recognising them as principal architects of our economic and social transformation.
Gender parity at the workplace is therefore both a moral and economic imperative. It lies at
the heart of the Sustainable Development Goals—SDG 5 on gender equality and SDG 8 on decent
work and economic growth. Empowering women to participate, lead, and innovate in every sphere
can multiply India's growth trajectory, create equitable opportunities, and strengthen the
foundations of inclusive prosperity.
The journey towards gender parity is complex, marked by systemic barriers such as
unconscious bias, limited access to leadership roles, and societal expectations around caregiving.
This compendium, "From Intent to Impact: Good Practices on Gender Parity at the Workplace"
captures the essence of this national mission. By bringing together various insights, it demonstrates
how vision is being translated into tangible action across government and industry. It highlights
practical solutions, from inclusive hiring and childcare support to leadership pipelines and flexible
work models, that are redefining India's workplaces as spaces of equity and empowerment.
I commend the Confederation of Indian Industry (Cll) Centre for Women Leadership and
NITI Aayog's Women and Child Development Division for curating this important compendium. It
stands as a testament to India's collective resolve: that women's leadership is not only essential to
achieving the SDGs, but fundamental to realising the vision of Vlksit Bharat 2047, an India defined
by equality, dignity, and opportunity for all. I extend my heartfelt appreciation to the organizations
featured for their pioneering spirit and to the Cll Centre for Women Leadership for their
collaborative leadership, However, this is merely a starting point. I urge policymakers, industry
leaders and civil society to leverage these practices as a foundation, adapting and scaling them to
suit diverse contexts across India. Let us commit to translating these insights into transformative
action, ensuring that every woman has the
opportunity to contribute her fullest potential to our
nation's progress.
Dated: 5th December, 20251B.V. R. Subrahmanyaml
B.V.R. Subrahmanyam
Chief Executive Officer,
NITI Aayog
5
th
December, 2025 IV
MESSAGE
It gives me immense pleasure to present ‘From Intent to Impact – A Compendium of Good Practices on Gender Parity’, a collaborative effort that brings
together two organisations focused on accelerating gender inclusion in Indian workplaces.
Women constitute only 33.7% of India’s labour force as of August 2025, compared to nearly 50% in many global economies, and their representation in
leadership roles is even lower. Millions of women continue to leave the workforce due to barriers such as limited access to childcare, safety concerns, lack of
flexibility, and persistent social stereotypes.
Globally, women perform nearly 76% of unpaid care work, and in India, this burden, equivalent to 3.1 billion hours daily, restricts their economic participation.
More than 90% of working women are in the informal sector, with limited job security and advancement opportunities. Women hold less than 20% of senior
management positions and under 10% of board seats in listed companies, underscoring the urgent need to address the “leaky pipeline” in career progression.
If India is to achieve its USD 30 trillion economic vision by 2047, it must add an estimated 145 million women to the workforce. This is not merely a social
imperative; it is an economic necessity.
The Confederation of Indian Industry (CII) is committed to promoting inclusion as a driver of innovation, resilience, and competitiveness. To strengthen this
commitment, CII established the CII Centre for Women Leadership (CWL), a dedicated centre that works with Industry to develop solutions to complex
challenges.
CWL partners with companies to design gender-responsive recruitment and retention strategies, implement flexible work models, and build leadership
pipelines for women. Through its Inclusion Assessment Frameworks and Gender Diagnostic Tools, CWL helps organisations measure progress and uncover
systemic barriers. It also curates best practices and celebrates inclusive organisations through initiatives such as the Gender Parity Business Awards.
To truly advance gender inclusion, organisations must continue to move from intent to impact by setting measurable goals, ensuring women’s representation
in decision-making roles, implementing flexible work models, investing in mentorship and sponsorship programmes, and embedding inclusion into business
strategy rather than limiting it to HR policy.
This compendium showcases replicable and scalable models of inclusion, proving that gender equity is not just a moral commitment but a strategic
advantage for innovation and growth.
We are honoured to partner with NITI Aayog on this initiative. With its national reach and convening power, NITI Aayog is uniquely positioned to amplify
these practices across sectors.
I congratulate NITI Aayog and CWL for this meaningful collaboration and extend my appreciation to all organisations featured for their commitment to
building equitable and empowering workplaces.
Warm regards,
Chandrajit Banerjee
Chandrajit Banerjee
Director General, CII V
Foreword
Global Lessons
ENABLING WOMEN TO WORK, THRIVE AND LEAD
Section I
PROMOTING ENTRY OF WOMEN INTO THE WORKFORCE
Section II
ENABLING RETENTION OF WOMEN IN THE WORKFORCE

Section III
ENSURING GROWTH & PROGRESS OF WOMEN IN THE WORKFORCE
Section IV
BUILDING INCLUSIVE WORKPLACES: STRATEGIES FOR GENDER PARITY
I. INCLUSION AS A DRIVER OF HEALTHCARE EXCELLENCE
    AHLL & Fortis HealthCare
II. INCLUSION AS A DRIVER OF IT EXCELLENCE
      CGI & TCS (Tata Consultancy Services)
III. INCLUSION AS A DRIVER OF MANUFACTURING SECTOR EXCELLENCE
        JCB & HUL

IV. INCLUSION AS A DRIVER OF ENTREPRENEURIAL EXCELLENCE
       GAIL & Genpact
WAY FORWARD
01
04
10
22

34
50
54
56
58

60
62
TABLE OF CONTENTS 1
From Intent to Impact - A Compendium of Good
Practices on Gender Parity at Workplace brings
together two powerful, complementary eforts to
accelerate gender inclusion in Indian workplaces. On
one hand, it showcases replicable models recognised
through the CII Centre for Women Leadership’s (CWL)
Gender Parity Business Awards, a pioneering initiative
that benchmarks and celebrates enterprises advancing
gender parity. On the other, it also draws from NITI
Aayog’s initiative “Showcasing Initiatives to Promote
Women-Friendly Workspaces” (International
Women’s Day 2024), which convened organisations
across sectors to share practical measures on inclusive
hiring, leadership development, ﬂexible work, and
caregiving support.
Together, these insights form a rich repository of
actionable strategies that can guide industry in building
equitable, supportive, and empowering workplaces.
The compendium is not just a catalogue of practices, it
is a roadmap for organisations seeking to translate
values into action and intent into measurable impact.
The urgency of these practices becomes clear when
placed against India’s demographic and economic
imperatives. India today stands at a deﬁning juncture,
moving from women’s development to women-led
development. This shift is not only a social imperative
but an economic necessity. As Bain & Company has
estimated, India must add 145 million women to its
workforce by 2047 to achieve the $30 trillion vision of
Viksit Bharat. Unlocking this potential requires
dismantling barriers such as unconscious bias,
inequities in caregiving, and limited access to
mentorship, while investing in inclusive policies,
leadership pathways, and workplace innovation.
The compendium underscores that gender parity is
both a national priority and a growth strategy. By
strengthening women’s participation and leadership,
India can accelerate its journey towards becoming a
developed nation one where women are equal drivers
of innovation, prosperity, and progress. Inclusive
growth is not an aspiration but the foundation of India’s
transformation.
FOREWORD
Advancing gender parity is not only about supporting women employees;
it is about shaping a future where women thrive as leaders and changemakers. 2
From Intent to Impact - A Compendium of Good
Practices on Gender Parity at Workplace brings
together two powerful, complementary eforts to
accelerate gender inclusion in Indian workplaces. On
one hand, it showcases replicable models recognised
through the CII Centre for Women Leadership’s (CWL)
Gender Parity Business Awards, a pioneering initiative
that benchmarks and celebrates enterprises advancing
gender parity. On the other, it also draws from NITI
Aayog’s initiative “Showcasing Initiatives to Promote
Women-Friendly Workspaces” (International
Women’s Day 2024), which convened organisations
across sectors to share practical measures on inclusive
hiring, leadership development, ﬂexible work, and
caregiving support.
Together, these insights form a rich repository of
actionable strategies that can guide industry in building
equitable, supportive, and empowering workplaces.
The compendium is not just a catalogue of practices, it
is a roadmap for organisations seeking to translate
values into action and intent into measurable impact.
The urgency of these practices becomes clear when
placed against India’s demographic and economic
imperatives. India today stands at a deﬁning juncture,
moving from women’s development to women-led
development. This shift is not only a social imperative
but an economic necessity. As Bain & Company has
estimated, India must add 145 million women to its
workforce by 2047 to achieve the $30 trillion vision of
Viksit Bharat. Unlocking this potential requires
dismantling barriers such as unconscious bias,
inequities in caregiving, and limited access to
mentorship, while investing in inclusive policies,
leadership pathways, and workplace innovation.
The compendium underscores that gender parity is
both a national priority and a growth strategy. By
strengthening women’s participation and leadership,
India can accelerate its journey towards becoming a
developed nation one where women are equal drivers
of innovation, prosperity, and progress. Inclusive
growth is not an aspiration but the foundation of India’s
transformation.
FOREWORD
Advancing gender parity is not only about supporting women employees;
it is about shaping a future where women thrive as leaders and changemakers.
78% of
Companies
today say
Gender
Diversity is a
high priority.
(McKinsey, 2024)
Less than
42% have
deﬁned
actionable
frameworks
to advance it.
Diverse companies
earn 2.5x higher cash
ﬂow per employee.
Inclusive teams are
over 35% more
productive. Diverse
teams make better
decisions 87% of the
time.
(McKinsey Reports)
Organisations
with strong
Diversity,
Equity &
Inclusion
(DEI) are 3.8
times more
productive
Diverse
companies are
70% likelier to
capture a new
market.
(Harvard Business
Review, 2013)
(WEF Report, 2023)
Leading by example, NITI Aayog has also embarked on
a comprehensive journey to foster women-friendly
workplaces. Grounded in consultations with its women
employees, the institution has identiﬁed
lifecycle-oriented measures to support women at every
stage of their professional journey, from recruitment
and career progression to maternity and childcare. Key
focus areas include: zero tolerance for sexual
harassment with robust PoSH mechanisms;
gender-sensitive hiring and progression policies;
capacity building and sensitisation to drive behavioural
change; awareness through campaigns and cultural
events; and enabling infrastructure such as childcare
facilities, lactation rooms, and period-friendly
amenities.
By uniting the award-winning practices recognised
through the CII CWL Gender Parity Business Awards
with workplace innovations showcased by NITI Aayog
and its partners, this compendium demonstrates how
Indian enterprises are moving beyond intent to impact,
translating commitments into concrete action. It afrms
that advancing gender parity is about more than
supporting women employees; it is about shaping a
future where women thrive as leaders and
changemakers, and where inclusive growth forms the
cornerstone of India’s progress towards Viksit Bharat
2047. 3
Digital
Exclusion
Gender
Norms and
Care Burden
Insufcient
Skilling and
Reskilling
Inadequate
Parental Leave
Policies
Gender Bias
in Hiring and
Occupational
Stereotyping
Work Safety
And
Infrastructure
Limited
Access to
Leadership
Roles
Persistent
Pay Gaps
Building on this progress, it is pertinent to acknowledge that certain structural and social barriers continue to limit
access to meaningful work and leadership opportunities for women. Addressing these challenges presents an
opportunity to further unlock women’s potential and accelerate India’s growth towards inclusive and sustainable
growth. 4
Digital
Exclusion
Gender
Norms and
Care Burden
Insufcient
Skilling and
Reskilling
Inadequate
Parental Leave
Policies
Gender Bias
in Hiring and
Occupational
Stereotyping
Work Safety
And
Infrastructure
Limited
Access to
Leadership
Roles
Persistent
Pay Gaps
Building on this progress, it is pertinent to acknowledge that certain structural and social barriers continue to limit
access to meaningful work and leadership opportunities for women. Addressing these challenges presents an
opportunity to further unlock women’s potential and accelerate India’s growth towards inclusive and sustainable
growth.
GLOBAL LESSONS: ENABLING WOMEN TO WORK, THRIVE AND LEAD
Countries across the world
are advancing gender-equal
workplaces through bold
policies and systemic
reforms. These global best
practices can be grouped
under three key pillars that
enable women to
participate, thrive, and lead.
These measures have
proven efective in
balancing work and family
responsibilities, ensuring
equitable treatment, and
promoting gender equality.
In today's competitive
landscape, organisations
that prioritize diversity and
inclusion are better
positioned to innovate,
make better decisions, and
attract top talent. As more
companies embrace these
practices, they contribute to
a healthier, more productive,
and equitable society,
paving the way for
sustainable growth and
development. 5
ICELAND – Mandates Equal Pay
Certiﬁcation; companies must prove
wage parity or face penalties
GERMANY – Enacted the Wage
Transparency Act, allowing
employees to request salary data for
fairness
FRANCE – Guarantees equal beneﬁts
for part-time workers, protecting
women’s ﬁnancial security
NEW ZEALAND – Passed the Equal
Pay Amendment Act to ensure pay
equity across male and
female-dominated sectors
EQUAL PAY & LEGAL PROTECTION 6
CANADA
Provides
extended
parental leave
and income
support
through
employment
insurance
ICELAND
Guarantees
equal paid
leave for both
parents,
promoting
shared
caregiving and
gender
equality at
home and
work
SPAIN
Ofers 16
weeks of
parental leave
to both
parents,
making leave
truly
gender-equal
NORWAY
Enforces a
father’s quota
of parental
leave to
encourage
co-parenting
SWEDEN
Provides 480
days of paid
parental leave,
with dedicated
quotas for
each parent
FINLAND
Grants 164
days of
parental leave
per parent,
promoting
equal
caregiving
roles
JAPAN
Ofers up to 1
year of paid
parental leave
at 66% salary
for both
parents
SHARED CARE & PARENTAL LEAVE
ICELAND – Mandates Equal Pay
Certiﬁcation; companies must prove
wage parity or face penalties
GERMANY – Enacted the Wage
Transparency Act, allowing
employees to request salary data for
fairness
FRANCE – Guarantees equal beneﬁts
for part-time workers, protecting
women’s ﬁnancial security
NEW ZEALAND – Passed the Equal
Pay Amendment Act to ensure pay
equity across male and
female-dominated sectors
EQUAL PAY & LEGAL PROTECTION 7
9
UNITED KINGDOM
Employees have the
legal right to
request ﬂexible
working hours,
including part-time
and remote work
FRANCE
Ofers ﬂexible
working hours
and legally
protects part
time workers
FINLAND
Promotes
work-life balance
through wellness
policies
INDIA
Companies like
Tata and
Accenture run
returnship
programmes for
mid-career
women
NEW ZEALAND
Promotes shorter
work weeks
through successful
employer-led pilots
and national
support for ﬂexible,
well-being-driven
work models
FLEXIBLE WORK POLICIES & RETURNSHIP SUPPORT 8
CANADA
Delivers
afordable
childcare and
early education to
support women’s
workforce
participation
FRANCE
Ofers public
crèches and tax
incentives for
employers
providing
workplace
childcare
FINLAND
Provides
national-level
wellness and
mental health
support to
promote work-life
balance
DENMARK
Guarantees
universal
subsidised
childcare, making
it easier for
parents to stay
employed
NEW ZEALAND
Encourages
mental health
integration in
workplace
practices to
support
employee
well-being
STRUCTURAL AND INSTITUTIONAL
ENABLERS FOR PARTICIPATION
9
UNITED KINGDOM
Employees have the
legal right to
request ﬂexible
working hours,
including part-time
and remote work
FRANCE
Ofers ﬂexible
working hours
and legally
protects part
time workers
FINLAND
Promotes
work-life balance
through wellness
policies
INDIA
Companies like
Tata and
Accenture run
returnship
programmes for
mid-career
women
NEW ZEALAND
Promotes shorter
work weeks
through successful
employer-led pilots
and national
support for ﬂexible,
well-being-driven
work models
FLEXIBLE WORK POLICIES & RETURNSHIP SUPPORT 9
Global experiences demonstrate that systemic reforms such as
equal pay mandates, shared caregiving leave, ﬂexible work
models, universal childcare, and wellness driven policies are
not just desirable but essential. When companies
institutionalise diversity, equity, and inclusion, they attract and
retain top talent, improve ﬁnancial performance, and build
resilient, future ready organisations. India has already seen
promising steps, but scaling these models across sectors will
be critical to achieving parity at scale.
As India advances towards its vision of Viksit Bharat 2047,
creating equitable workplaces for women must be
recognised as both a social imperative and an economic
necessity.  Unlocking the full potential of India’s demographic
dividend will require creating ecosystems of shared
responsibility where government policies, private sector
innovation, and paradigm shift in societal norms reinforce one
another. To address and bridge the gender gaps, policymakers
must focus on enhancing caregiving infrastructure,
strengthening legal safeguards against discrimination and
incentivisation of businesses. Industry must embed gender
equity at the core of business strategy through leadership
development, transparent pay structures, and inclusive
technologies. Workplaces must evolve as enabling
environments where women are supported at every stage
from entry to leadership, ensuring that intent truly translates
into measurable impact. Accordingly, the report is structured
to highlight best practices through a lifecycle approach,
comprehensively covering hiring, retention, ensuring growth &
leadership and overall Diversity, Equity and Inclusion (DEI)
culture to enable women to thrive at the workplace. 10
I. PROMOTING ENTRY OF WOMEN INTO THE WORKFORCE
Global experiences demonstrate that systemic reforms such as
equal pay mandates, shared caregiving leave, ﬂexible work
models, universal childcare, and wellness driven policies are
not just desirable but essential. When companies
institutionalise diversity, equity, and inclusion, they attract and
retain top talent, improve ﬁnancial performance, and build
resilient, future ready organisations. India has already seen
promising steps, but scaling these models across sectors will
be critical to achieving parity at scale.
As India advances towards its vision of Viksit Bharat 2047,
creating equitable workplaces for women must be
recognised as both a social imperative and an economic
necessity.  Unlocking the full potential of India’s demographic
dividend will require creating ecosystems of shared
responsibility where government policies, private sector
innovation, and paradigm shift in societal norms reinforce one
another. To address and bridge the gender gaps, policymakers
must focus on enhancing caregiving infrastructure,
strengthening legal safeguards against discrimination and
incentivisation of businesses. Industry must embed gender
equity at the core of business strategy through leadership
development, transparent pay structures, and inclusive
technologies. Workplaces must evolve as enabling
environments where women are supported at every stage
from entry to leadership, ensuring that intent truly translates
into measurable impact. Accordingly, the report is structured
to highlight best practices through a lifecycle approach,
comprehensively covering hiring, retention, ensuring growth &
leadership and overall Diversity, Equity and Inclusion (DEI)
culture to enable women to thrive at the workplace. 11
Global Snapshot
Hiring Pay Gap
Women make 77 cents for every
dollar earned by men
(World Bank, 2024)
India: Entry-Level Private Hiring Gaps
Women hold approx. 33% of entry-level
private sector roles
(McKinsey, 2025)
Women’s STEM Entry
Only 28.2% of global STEM workforce
are women
(World Economic Forum, 2024)
India: Women’s STEM Entry
43% graduates, but only 27%
in workforce
(The Hindu, 2025)
Gendered Occupational
Segregation
Women have only 64% of
workplace legal protections
(World Bank, 2024)
India: Gendered Occupational
Segregation
India ranked 131
st
out of 148 Countries
with a gender parity score of 64.1%
(Global Gender Gap Report 2025)
India Snapshot
Gender Gaps in the Workforce 12
Women are expected to prioritise domestic
responsibilities over professional ambitions.
Caregiving Expectations
Traditional gender roles often restrict
women's mobility and choice of profession.
Limited Access to Job Opportunities
Fewer chances to access mentorship, industry
circles, or inﬂuential peer groups.
Limited Networking Opportunities
Hiring practices often reﬂect conscious or
unconscious bias.
Bias in Recruitment
Certain sectors (eg STEM, leadership roles) remain
male dominated due to societal discouragement.
Stereotyping in Industry Choices
BARRIERS TO ENTRY FOR WOMEN
IN THE WORKPLACE
As women enter the workforce, they often face overlapping challenges,
unequal access to opportunities, unconscious bias, rigid gender roles,
and greater caregiving burdens. Combined with limited mentorship and
support, these hurdles create a complex environment that women must
navigate to achieve and sustain professional success.
Global Snapshot
Hiring Pay Gap
Women make 77 cents for every
dollar earned by men
(World Bank, 2024)
India: Entry-Level Private Hiring Gaps
Women hold approx. 33% of entry-level
private sector roles
(McKinsey, 2025)
Women’s STEM Entry
Only 28.2% of global STEM workforce
are women
(World Economic Forum, 2024)
India: Women’s STEM Entry
43% graduates, but only 27%
in workforce
(The Hindu, 2025)
Gendered Occupational
Segregation
Women have only 64% of
workplace legal protections
(World Bank, 2024)
India: Gendered Occupational
Segregation
India ranked 131
st
out of 148 Countries
with a gender parity score of 64.1%
(Global Gender Gap Report 2025)
India Snapshot
Gender Gaps in the Workforce 13
Inclusive Recruitment Practices
PROMOTING THE ENTRY OF WOMEN IN THE WORKPLACE
Inclusive recruitment requires thoughtful and intentional design. It begins with gender-neutral job descriptions and
proactive outreach to attract more women candidates. Fairness in recruitment practices such as blind screening
can be strengthened to account for bias reduction. Diversity across interview panels can be introduced to reﬂect
varied perspectives and structured capacity building for recruiting teams would ensure countering unconscious
bias. Together, these measures ensure equal opportunity at every stage of the hiring process and help
organisations build a more diverse and dynamic workforce.
Gender neutral
hiring practices
Job descriptions
using language
that avoids gender
coded terms and
promotes
inclusivity from
the ﬁrst
touchpoint
Blind screening
Removing
identiﬁers like
name, gender
and marital
status from
applications to
reduce bias
Targeted outreach
for women
Intentional eforts
to reach women
candidates via
networks,
platforms, and
campaigns
Balanced
interview panels
Diverse panels
ensure a range of
perspectives and
reduce
unconscious bias
in evaluation
Bias training for
hiring teams
Regular sessions
for senior staf
to recognize and
mitigate implicit
biases in
recruitment 14
BEST PRACTICES ON PROMOTING ENTRY OF WOMEN
INTO THE WORKFORCE
Inclusive Recruitment Practices
PROMOTING THE ENTRY OF WOMEN IN THE WORKPLACE
Inclusive recruitment requires thoughtful and intentional design. It begins with gender-neutral job descriptions and
proactive outreach to attract more women candidates. Fairness in recruitment practices such as blind screening
can be strengthened to account for bias reduction. Diversity across interview panels can be introduced to reﬂect
varied perspectives and structured capacity building for recruiting teams would ensure countering unconscious
bias. Together, these measures ensure equal opportunity at every stage of the hiring process and help
organisations build a more diverse and dynamic workforce.
Gender neutral
hiring practices
Job descriptions
using language
that avoids gender
coded terms and
promotes
inclusivity from
the ﬁrst
touchpoint
Blind screening
Removing
identiﬁers like
name, gender
and marital
status from
applications to
reduce bias
Targeted outreach
for women
Intentional eforts
to reach women
candidates via
networks,
platforms, and
campaigns
Balanced
interview panels
Diverse panels
ensure a range of
perspectives and
reduce
unconscious bias
in evaluation
Bias training for
hiring teams
Regular sessions
for senior staf
to recognize and
mitigate implicit
biases in
recruitment 15
I) HIRING WITHOUT BIAS: GENDER-NEUTRAL HIRING PRACTICES
Ensures all job
descriptions are written
using gender-neutral
language and published
across platforms that
reach diverse applicant
pools to attract women
and underrepresented
groups from the outset of
the hiring process.
Implements structured
interviews with standardized
questions to ensure
consistency and fairness in
hiring decisions.
Integrates tools like Textio
to detect and remove
gender-coded words from
job postings. Their ads also
include equal opportunity
language to signal
commitment to diversity
and encourage applications
from all genders.
Uses scorecards with clear
criteria to assess candidates
objectively, leading to a 12%
increase in female
promotions.
Adopted scorecard-based
hiring to reduce bias and
focus on skills, raising the
share of women in technical
roles from 30% to 45% in
one year.
Uses AI to ensure inclusivity
in job descriptions,
attracting a balanced talent
pool. This has helped them
reach 51% women’s
representation in
management roles globally. 16
II) ASSESSING BY MERIT: BLIND SCREENING
Holistic Bias Reduction
Gender-Neutral Job Description with
blind resume reviews
Gender-Neutral Interviews with a focus
on qualiﬁcations
Inclusion & Diversity Dashboard:
Tracks hires,  promotions by gender,
acceptability
Result :
Signiﬁcant increase in the percentage
of female executive leadership
Technology Driven Equity
Software anonymizes resumes
Standardised assessments focused on
skills and experience
Result :
Increased the hiring of women in
technical roles and supports their
goal of 50% female representation
I) HIRING WITHOUT BIAS: GENDER-NEUTRAL HIRING PRACTICES
Ensures all job
descriptions are written
using gender-neutral
language and published
across platforms that
reach diverse applicant
pools to attract women
and underrepresented
groups from the outset of
the hiring process.
Implements structured
interviews with standardized
questions to ensure
consistency and fairness in
hiring decisions.
Integrates tools like Textio
to detect and remove
gender-coded words from
job postings. Their ads also
include equal opportunity
language to signal
commitment to diversity
and encourage applications
from all genders.
Uses scorecards with clear
criteria to assess candidates
objectively, leading to a 12%
increase in female
promotions.
Adopted scorecard-based
hiring to reduce bias and
focus on skills, raising the
share of women in technical
roles from 30% to 45% in
one year.
Uses AI to ensure inclusivity
in job descriptions,
attracting a balanced talent
pool. This has helped them
reach 51% women’s
representation in
management roles globally. 17
III) OPENING DOORS FOR HER: TARGETED OUTREACH FOR WOMEN (1/2)
Can Communicate &
Collaboration actively seeks
women candidates for
male-dominated technical
roles like cinematography and
editing by leveraging LinkedIn
and employee referrals,
helping broaden the talent
pool beyond traditional
applicants.
Runs targeted programmes
like Project SHAKTI, PURPLE,
and ReVibe to hire over 1,000
women in bancassurance and
second-career roles, breaking
barriers in male-dominated
sectors. In 2023–24, 47% of
new hires came from
non-Banking, Financial
Services, and Insurance
backgrounds, enhancing
diversity and reducing bias.
Engages in outreach
programmes targeting
under represented groups
and partners with  diversity-
focused organisation,
boosting female workforce
representation from 7% to
26% in two years.
Conducts dedicated
recruitment drives and
campus placements to
attract women for technical
roles in engineering and
project management. Waive
application fees for certain
groups (e.g., SC/ST/PwD
candidates to make the
process more inclusive.
Partners with external vendors
like Periferry and Pride Circle
to source diverse talent. Ofers
an additional 10% referral
bonus for employees who
refer diverse candidates,
incentivising inclusive hiring. It
has achieved over 50% female
representation in university
hiring, building a strong
pipeline of diverse talent.
Conducted recruitment with
an inclusion lens, launching a
career comeback programmes
for women returning from
career breaks. Also
implemented 'Inclusive
Hiring Lens' training for
interviewers to promote fair
and unbiased hiring
practices. 18
III) OPENING DOORS FOR HER: TARGETED OUTREACH FOR WOMEN (1/2)
Can Communicate &
Collaboration actively seeks
women candidates for
male-dominated technical
roles like cinematography and
editing by leveraging LinkedIn
and employee referrals,
helping broaden the talent
pool beyond traditional
applicants.
Runs targeted programmes
like Project SHAKTI, PURPLE,
and ReVibe to hire over 1,000
women in bancassurance and
second-career roles, breaking
barriers in male-dominated
sectors. In 2023–24, 47% of
new hires came from
non-Banking, Financial
Services, and Insurance
backgrounds, enhancing
diversity and reducing bias.
Engages in outreach
programmes targeting
under represented groups
and partners with  diversity-
focused organisation,
boosting female workforce
representation from 7% to
26% in two years.
Conducts dedicated
recruitment drives and
campus placements to
attract women for technical
roles in engineering and
project management. Waive
application fees for certain
groups (e.g., SC/ST/PwD
candidates to make the
process more inclusive.
Partners with external vendors
like Periferry and Pride Circle
to source diverse talent. Ofers
an additional 10% referral
bonus for employees who
refer diverse candidates,
incentivising inclusive hiring. It
has achieved over 50% female
representation in university
hiring, building a strong
pipeline of diverse talent.
Conducted recruitment with
an inclusion lens, launching a
career comeback programmes
for women returning from
career breaks. Also
implemented 'Inclusive
Hiring Lens' training for
interviewers to promote fair
and unbiased hiring
practices. 19
III) OPENING DOORS FOR HER: TARGETED OUTREACH FOR WOMEN (2/2)
programs programs programs
Has undertaken a Sankalp
(pledge) till 2025 to ensure
gender parity right till the
top. Currently, globally, it has
maintained a 50-50 ratio in all
50 countries. The CEO, the
Chief Human Resource Ofcer,
the Finance Head, and the
Marketing Head are all women.
Launched seven years ago,
the RecruitHer initiative aims
to enhance women's hiring
through a comprehensive
360-degree strategy. It
actively reaches out to
women via platforms like
social media, not just to
recruit, but also to upskill
and build a strong,
future-ready talent pipeline.
SLACK Engages with
women-in-tech communities
and partners with groups
like Tech Ladies to recruit
female engineers, enabling
34% female tech workforce,
above the industry average.
Collaborates with external
partners like Shalini, where
high-potential young girls are
mentored to groom them into
future leaders, enhancing
their presentation, executive
presence and leadership skills.
Taj Hotels has launched the
Diva programmes to train
underprivileged rural girls
in hospitality over one year,
providing stipends and
accommodation. With the
freedom to work at Taj or
elsewhere, the programmes
is run in partnership with
NGOs and skilling centres,
with trainers prepared by Taj.
Partners with organisations
like Women Who Code and
sponsors coding bootcamps
to build a strong pool of
women candidates. It
actively recruits at events
hosted by women-centric
groups and sponsors coding
bootcamps for women to
build a diverse talent
pipeline, ensures a steady
ﬂow of female applicants 20
IV) EQUITY IN EVALUATION: BALANCED INTERVIEW PANELS
Has a policy to ensure
inclusion of women and
minority representatives
on all nominated or
constituted interview
panels for fair and
unbiased hiring decisions.
Employs diverse hiring
panels with representatives
from varied backgrounds
to ensure equitable
candidate evaluations,
achieving 52% female
representation at their
Vadodara facility.
Ensures every hiring
panel includes women
and underrepresented
groups, with panellists
trained to focus on
skills, increasing
female hires in creative
and tech roles
Implementing a system
-wide diversity, equity,
and inclusion (DEI)
model by using a
balanced panel strate-
gy, ensuring women
represent 39.4% of their
workforce, with a target
of 45% by 2030.
III) OPENING DOORS FOR HER: TARGETED OUTREACH FOR WOMEN (2/2)
programs programs programs
Has undertaken a Sankalp
(pledge) till 2025 to ensure
gender parity right till the
top. Currently, globally, it has
maintained a 50-50 ratio in all
50 countries. The CEO, the
Chief Human Resource Ofcer,
the Finance Head, and the
Marketing Head are all women.
Launched seven years ago,
the RecruitHer initiative aims
to enhance women's hiring
through a comprehensive
360-degree strategy. It
actively reaches out to
women via platforms like
social media, not just to
recruit, but also to upskill
and build a strong,
future-ready talent pipeline.
SLACK Engages with
women-in-tech communities
and partners with groups
like Tech Ladies to recruit
female engineers, enabling
34% female tech workforce,
above the industry average.
Collaborates with external
partners like Shalini, where
high-potential young girls are
mentored to groom them into
future leaders, enhancing
their presentation, executive
presence and leadership skills.
Taj Hotels has launched the
Diva programmes to train
underprivileged rural girls
in hospitality over one year,
providing stipends and
accommodation. With the
freedom to work at Taj or
elsewhere, the programmes
is run in partnership with
NGOs and skilling centres,
with trainers prepared by Taj.
Partners with organisations
like Women Who Code and
sponsors coding bootcamps
to build a strong pool of
women candidates. It
actively recruits at events
hosted by women-centric
groups and sponsors coding
bootcamps for women to
build a diverse talent
pipeline, ensures a steady
ﬂow of female applicants 21
V) ADDRESSING THE UNCONSCIOUS BIAS: BIAS TRAINING FOR HIRING
     TEAMS
Appoints “Change Champi-
ons” across geographies to
promote gender-inclusive
hiring strategies and con-
ducts training on diversity and
inclusion to eliminate bias.
Proactively trains and hires
women for manufacturing
roles through a 16-week
programmes and AR/VR
Training School, bridging
skill gaps and boosting partic-
ipation.
Mandates annual anti-bias
training focused on address-
ing microaggressions, with
90% employee completing it
annually.
Holds quarterly workshops
using real hiring scenarios
to train recruiters in
skill-based evaluation. This
approach has led to a 15%
rise in female hires, reﬂect-
ing the success of their DEI
eforts.
Taj Hotels challenges
stereotypes through social
media campaigns encouraging
women students to pursue
diverse careers. Its Walk in My
Shoes initiative trains senior
staf to address bias and
promote inclusivity.
Emphasises the importance
of storytelling and
implementing a model
where every male supports
the career of a woman. 22
II. ENABLING RETENTION OF WOMEN IN THE WORKFORCE
V) ADDRESSING THE UNCONSCIOUS BIAS: BIAS TRAINING FOR HIRING
     TEAMS
Appoints “Change Champi-
ons” across geographies to
promote gender-inclusive
hiring strategies and con-
ducts training on diversity and
inclusion to eliminate bias.
Proactively trains and hires
women for manufacturing
roles through a 16-week
programmes and AR/VR
Training School, bridging
skill gaps and boosting partic-
ipation.
Mandates annual anti-bias
training focused on address-
ing microaggressions, with
90% employee completing it
annually.
Holds quarterly workshops
using real hiring scenarios
to train recruiters in
skill-based evaluation. This
approach has led to a 15%
rise in female hires, reﬂect-
ing the success of their DEI
eforts.
Taj Hotels challenges
stereotypes through social
media campaigns encouraging
women students to pursue
diverse careers. Its Walk in My
Shoes initiative trains senior
staf to address bias and
promote inclusivity.
Emphasises the importance
of storytelling and
implementing a model
where every male supports
the career of a woman. 23 0 10 20 30 40 50
Entry Level
Manager
Senior
Manager
Senior Vice
President
C-Suite
34 %
29 %
29 %
39 %
48 %
Global SnapshotIndia Snapshot
Globally, 1 in 3 women leaders have
considered leaving job, citing ﬂexibility
and burnouts as top reasons.
(McKinsey, 2024)
In 2024, return-to-work rates after parental leave
were notably high (e.g. 99.2% at Infosys).
However, long-term retention post-return was
lower, typically ranging between 64% and 74%,
(The Economic Times HR: ETHR World, 2024).
Women are 1.3 times more likely to
leave the workforce at the entry level
compared to men, and men are 2.4
times more likely to be promoted at
that level.
(McKinsey, 2024)
Retention strengthens gender parity over the long
term, preserves institutional knowledge, and
reduces the economic and emotional costs of
re-hiring. It also enables women to ascend into
decision-making roles, balancing workplaces
structurally and culturally.
% of Women’s Representation in
Corporate Roles (Global, 2024)
(WEF, Global Gender Gap Report 2024)
% of Women’s Representation -
Emerging Icons
(AVTAR & Seramount, 2024)
Retention of Women in the Workforce 24
Balancing careers with caregiving
duties often causes stress,
exhaustion and burnout of mothers.
Absence of childcare &
maternity-friendly facilities,
returnship programmes,
mentorship, ﬂexible work
options, and reskilling initiatives.
Further, discrimination,
harassment, or lack of respect
make it difcult for them to
return post birth.
Lack of maternity leave,
poor postpartum support,
pay cuts, and job
insecurity often push
women to leave the
workforce after childbirth.
Unavailability of childcare facilities
such as creche, changing rooms
and lack of suitable arrangements
poses signiﬁcant strain on the
mother/caregiver. Further,
discrimination, harassment, or lack
of respect makes it difcult for
them to return post birth.
Pregnancy &
Motherhood
Work life Balance
Many women who take
career breaks due to
caregiving or personal
needs struggle to re-enter
the workforce, often facing
outdated skill sets,
diminished conﬁdence and
lack of structured pathways.
Barriers to
Re-entry Pathways
Absence of Gender
Inclusive Workplace
Culture
Strain on Health &
Mental Well-being
BARRIERS FOR RETAINING WOMEN IN THE WORKFORCE
While there is substantial increase in the participation of women in the workforce, many women tend to exit
the workforce due to structural, cultural and personal challenges. Recognising these barriers is crucial for a
responsive and inclusive workplace policy design. Some of the key challenges that hinder women's sustained
employment are highlighted below.
75% of working mothers face career
setbacks for one to two years post-maternity
leave, with 40% reporting pay cuts that
reduce their long-term earning potential.
Aon Voice of Women, 2024 0 10 20 30 40 50
Entry Level
Manager
Senior
Manager
Senior Vice
President
C-Suite
34 %
29 %
29 %
39 %
48 %
Global SnapshotIndia Snapshot
Globally, 1 in 3 women leaders have
considered leaving job, citing ﬂexibility
and burnouts as top reasons.
(McKinsey, 2024)
In 2024, return-to-work rates after parental leave
were notably high (e.g. 99.2% at Infosys).
However, long-term retention post-return was
lower, typically ranging between 64% and 74%,
(The Economic Times HR: ETHR World, 2024).
Women are 1.3 times more likely to
leave the workforce at the entry level
compared to men, and men are 2.4
times more likely to be promoted at
that level.
(McKinsey, 2024)
Retention strengthens gender parity over the long
term, preserves institutional knowledge, and
reduces the economic and emotional costs of
re-hiring. It also enables women to ascend into
decision-making roles, balancing workplaces
structurally and culturally.
% of Women’s Representation in
Corporate Roles (Global, 2024)
(WEF, Global Gender Gap Report 2024)
% of Women’s Representation -
Emerging Icons
(AVTAR & Seramount, 2024)
Retention of Women in the Workforce 25
POSSIBLE SOLUTIONS FOR IMPROVING WOMEN’S RETENTION AND
CAREER ADVANCEMENT
Inclusive Parental Leaves for Shared Care
•Provide paid maternity and paternity leave
•Ensure job protection and same-role return after leave
•Ofer extended parental leave for both parents
Flexible Roles & Returnship Programmes
•Ofer remote, hybrid, and part-time roles
•Implement core-hour scheduling
•Enable job-sharing and location-agnostic roles
Childcare Support System
•Establish workplace crèches or tie-ups with local childcare
•providers
•Ofer childcare allowances and subsidies
•Provide backup childcare services during emergencies
Creating Safe And Maternity-Friendly Workplaces
•Safety and enabling infrastructure like  transport, nursing
•rooms etc
•Access to health services like menstrual hygiene programmes
•Engaging family through inclusive events
•Ensuring mental health and wellbeing through access to
•therapy, and wellness programmes 26
BEST PRACTICES TO ENABLE RETENTION OF WOMEN IN
THE WORKFORCE
POSSIBLE SOLUTIONS FOR IMPROVING WOMEN’S RETENTION AND
CAREER ADVANCEMENT
Inclusive Parental Leaves for Shared Care
•Provide paid maternity and paternity leave
•Ensure job protection and same-role return after leave
•Ofer extended parental leave for both parents
Flexible Roles & Returnship Programmes
•Ofer remote, hybrid, and part-time roles
•Implement core-hour scheduling
•Enable job-sharing and location-agnostic roles
Childcare Support System
•Establish workplace crèches or tie-ups with local childcare
•providers
•Ofer childcare allowances and subsidies
•Provide backup childcare services during emergencies
Creating Safe And Maternity-Friendly Workplaces
•Safety and enabling infrastructure like  transport, nursing
•rooms etc
•Access to health services like menstrual hygiene programmes
•Engaging family through inclusive events
•Ensuring mental health and wellbeing through access to
•therapy, and wellness programmes 27
I) INCLUSIVE PARENTAL LEAVES FOR EMPOWERING SHARED CARE (1/2)
Implements sabbatical leave
policies to allow mothers to
take breaks for caregiving
without career penalties,
reducing attrition rates.
Extends 15-day paternity
leave to include surrogacy
and adoption, promoting
gender equity in parental
support.
Ofers organisational support
for sabbaticals on a
case-by-case basis, allowing
ﬂexibility for care
responsibilities.
Netﬂix provides an unlimited
parental leave policy for
full-time salaried employees,
allowing new parents to take
as much time of as they need
during the ﬁrst year after their
child's birth or adoption.
Ofers up to 730 days of
paid child care leave for
female employees to care
for children, including
adopted children, providing
signiﬁcant ﬂexibility
Allows sabbatical leave for
1-3 years for caregiving,
self-development, or entre-
preneurial ventures, ensur-
ing career continuity for
returning mothers. 28
I) INCLUSIVE PARENTAL LEAVES FOR EMPOWERING SHARED CARE (2/2)
Ofers paid childcare leave of seven months, inclusive of 26 weeks of maternity
leave as per the Maternity Beneﬁt Amendment Act, 2017.
Allows up to three months of work from home post-maternity under special
circumstances.
Ofers a parental transition support programmes that allows new parents to work
part-time for up to 36 months after taking parental leave, to manage their
work-life balance more efectively.
Taj Hotels ofers 7 months of extended maternity leave to mothers. This is a
unique and globally recognised intervention that provides ﬁnancial support to
cover medical expenses and reimbursements for IVF treatments, embryo freezing
and surrogacy.
I) INCLUSIVE PARENTAL LEAVES FOR EMPOWERING SHARED CARE (1/2)
Implements sabbatical leave
policies to allow mothers to
take breaks for caregiving
without career penalties,
reducing attrition rates.
Extends 15-day paternity
leave to include surrogacy
and adoption, promoting
gender equity in parental
support.
Ofers organisational support
for sabbaticals on a
case-by-case basis, allowing
ﬂexibility for care
responsibilities.
Netﬂix provides an unlimited
parental leave policy for
full-time salaried employees,
allowing new parents to take
as much time of as they need
during the ﬁrst year after their
child's birth or adoption.
Ofers up to 730 days of
paid child care leave for
female employees to care
for children, including
adopted children, providing
signiﬁcant ﬂexibility
Allows sabbatical leave for
1-3 years for caregiving,
self-development, or entre-
preneurial ventures, ensur-
ing career continuity for
returning mothers. 29
II) ENABLING CONTINUITY: FLEXIBLE ROLES AND RETURNSHIP
     PROGRAMMES (1/2)
Provides ﬂexible work arrangements, such as remote work, ﬂexible hours, and part-time
options, to accommodate family responsibilities.
Provides ﬂexible work arrangements under Project FLUID, including Work From
Anywhere for 10 days per year and two Work-from-Home days monthly, supporting
mothers’ work-life balance.
Provides the Reboot programmes to support women returning after maternity leave,
ofering resources and support for seamless reintegration.
Ofers ﬂexible work arrangements, including hybrid work models, job-sharing, and
part-time roles post-maternity, to balance professional and personal life.
Ofers the Fare Welcome Programmes, providing remote work from the third trimester,
work-from-home options for up to one year post-delivery for women (and six months
for men).
Implements the Captivate Career Comeback Initiative, hiring over 5,000 women
returnees into permanent roles over ﬁve years, supporting career re-entry after breaks. 30
II) ENABLING CONTINUITY: FLEXIBLE ROLES AND RETURNSHIP
     PROGRAMMES (2/2)
“Return to Work” programmes allows mothers to work part-time or hybrid schedules
for 3–6 months post-maternity leave, with full beneﬁts. This reduces stress and retains
talent, with 90% of participants remaining with Deloitte two years post-return.
Provides phased return programmes. Adobe’s gradual return policy allows mothers to
work reduced hours for three months, maintaining career continuity. This has led to
88% retention of returning mothers.
“Returning Mommy’s Programme” supports women returning from maternity leave by
ofering extended leave beyond six months and ﬂexible options for role and work
timings for up to a year. This initiative has led to a strong 90% retention rate among
returning mothers.
Encourages hybrid working model and formal ﬂexible arrangements to women in terms
of telecommuting who have family responsibilities (partly work from home and ofce
during the day).
Implements Project 2nd Innings, ofering ﬂexible work options (part-time, ﬂexi-time,
split-time), mentoring, welcome programmes, re-skilling assessments, and afnity
groups for women returning from maternity or career breaks.
Introduced a Remote Work Policy
Provides the Reboot programmes to support women returning after maternity leave,
ofering resources and support for seamless reintegration.
II) ENABLING CONTINUITY: FLEXIBLE ROLES AND RETURNSHIP
     PROGRAMMES (1/2)
Provides ﬂexible work arrangements, such as remote work, ﬂexible hours, and part-time
options, to accommodate family responsibilities.
Provides ﬂexible work arrangements under Project FLUID, including Work From
Anywhere for 10 days per year and two Work-from-Home days monthly, supporting
mothers’ work-life balance.
Provides the Reboot programmes to support women returning after maternity leave,
ofering resources and support for seamless reintegration.
Ofers ﬂexible work arrangements, including hybrid work models, job-sharing, and
part-time roles post-maternity, to balance professional and personal life.
Ofers the Fare Welcome Programmes, providing remote work from the third trimester,
work-from-home options for up to one year post-delivery for women (and six months
for men).
Implements the Captivate Career Comeback Initiative, hiring over 5,000 women
returnees into permanent roles over ﬁve years, supporting career re-entry after breaks. 31
III) CARE BEYOND WORK: SUPPORTING PARENTS, EMPOWERING WOMEN
      THROUGH CHILDCARE SUPPORT SYSTEMS (1/2)
Ofers ﬁnancial support
covering 50% of childcare
expenses (up to a pre-
capped limit) for parents
with children aged 6 months
to 6 years, alleviating
childcare burdens.
Ofers organisational support
for sabbaticals on a
case-by-case basis, allowing
ﬂexibility for care
responsibilities.
Provides subsidised childcare
centres at its Ventura
headquarters for employees’
children, enabling mothers to
focus on work and ensuring
100% retention of returning
mothers. 32
III) CARE BEYOND WORK: SUPPORTING PARENTS, EMPOWERING
      WOMEN THROUGH CHILDCARE SUPPORT SYSTEMS (2/2)
Ofers substantial daycare fee subsidies,
covering 75% of the annual daycare fee and
50% of monthly daycare fees for up to three
children aged six months to 10 years. They
also provide 14 weeks of paternity leave.
Ofers in-house, 100% reimbursed creche
facilities. Additionally,  it also ofers choice of
in-house crèches at key locations or ties up
with credible, high-quality third-party daycare
centers in various cities. Facility is
gender-neutral and available to both mother
and father.
Ofers daycare facilities through partnered
with day care providers. Some centres provide
world-class facilities such as large classrooms,
a dedicated feeding room, a separate infant
zone, a reading area, and a play area to
support early childhood development
Taj Hotels offers equitable ecosystem of
support at workplace through mandatory
creche at every hotel.
III) CARE BEYOND WORK: SUPPORTING PARENTS, EMPOWERING WOMEN
      THROUGH CHILDCARE SUPPORT SYSTEMS (1/2)
Ofers ﬁnancial support
covering 50% of childcare
expenses (up to a pre-
capped limit) for parents
with children aged 6 months
to 6 years, alleviating
childcare burdens.
Ofers organisational support
for sabbaticals on a
case-by-case basis, allowing
ﬂexibility for care
responsibilities.
Provides subsidised childcare
centres at its Ventura
headquarters for employees’
children, enabling mothers to
focus on work and ensuring
100% retention of returning
mothers. 33
IV) SAFE TO THRIVE: CREATING SAFE AND MATERNITY-FRIENDLY
      WORKPLACES
Ofers breastfeeding rooms, and transport assistance to support returning mothers.
Ofers webinars on emotional well-being (e.g., “The Road Never Travelled”) to help
mothers balance work and personal responsibilities.
Provides separate parking spaces for pregnant women
Parenting communities to share best practices on parenthood for both men and women.
54,000 employees participated in these parenting communities.
Gives the subscription of the app called Headspace, a mental wellness app, for the
beneﬁt of the employees.
Implements safety measures like dashcams, panic buttons, and door-to- door transport
to create a secure environment for returning mothers.
Provides health programmes, including weekly psychologist consultations and
menstrual hygiene awareness. Engages families through plant visits and events,
enhancing inclusivity.
Enhances infrastructure with barrier-free ofces, special washrooms, and designated
parking spaces for pregnant women and mothers, improving accessibility. 34
III. ENSURING GROWTH & PROGRESS OF WOMEN IN THE
     WORKFORCE
IV) SAFE TO THRIVE: CREATING SAFE AND MATERNITY-FRIENDLY
      WORKPLACES
Ofers breastfeeding rooms, and transport assistance to support returning mothers.
Ofers webinars on emotional well-being (e.g., “The Road Never Travelled”) to help
mothers balance work and personal responsibilities.
Provides separate parking spaces for pregnant women
Parenting communities to share best practices on parenthood for both men and women.
54,000 employees participated in these parenting communities.
Gives the subscription of the app called Headspace, a mental wellness app, for the
beneﬁt of the employees.
Implements safety measures like dashcams, panic buttons, and door-to- door transport
to create a secure environment for returning mothers.
Provides health programmes, including weekly psychologist consultations and
menstrual hygiene awareness. Engages families through plant visits and events,
enhancing inclusivity.
Enhances infrastructure with barrier-free ofces, special washrooms, and designated
parking spaces for pregnant women and mothers, improving accessibility. 35
Global SnapshotIndia Snapshot
Leadership Gap
28.1% of senior leadership positions globally (WEF, 2025).
30.6% of leadership positions globally (LinkedIn, 2024).
Gender Pay Gap
Globally, women earn 20% less than men on average (ILO).
At this rate, it will take 131 years to achieve global gender
parity (WEF, 2023).
Financial Inclusion
Approximately, a billion women do not have access to bank
accounts (ILO).
Political Representation
Women hold 27.2% of parliamentary seats globally
(Inter-Parliamentary Union (IPU) 2025)
Labour Force Participation Rate
Globally, women's labour force participation is around 48.7%
(ILO, 2024).
Entrepreneurship
Women own 1 in 3 businesses globally (World Bank 2020).
Leadership Gap
+ 17% of C-suite roles and 20% of board positions (McKinsey 2024)
Gender Pay Gap
India ranks 131st out of 148 countries globally
(Global Gender Gap Report, 2025)
Financial Inclusion
India has 89% of adults with an account and 55% of Jan Dhan accounts are
held by women (RBI, 2025). A 12-percentage-point gender gap exists in
inactive bank accounts (ICRIER, 2021).
Political Representation
Indian Women hold 13.6% of seats in the Lok Sabha (18th Lok Sabha). 46%
of elected representatives in India's Panchayati Raj Institutions (PRIs) are
women (PIB 2025).
Labour Force Participation Rate
India's female labour force participation rate (FLFPR) is 41.7% as of 2023-24.
There has been a signiﬁcant increase from 23.3% in 2017-18. (Periodic
Labour Force Survey)
Entrepreneurship
India has 13.5 - 15.7 million women-owned businesses, which represent 20%
of all enterprises (Bain & Company, 2020).
Why Women’s Growth Matters
Once women are retained in the workforce, the next vital step is investing in their growth and advancement. This
isn’t just about fairness, it’s about tapping into untapped potential that drives innovation, enhances performance,
and builds a truly inclusive culture. 36
Persistent gender stereotypes and unconscious bias about
women's competence or commitment. Microaggressions and
subtle exclusion from critical conversations or promotions
Cultural and Organisational Biases
Women often lack senior advocates to promote their
advancement. Informal male dominated networks
(the "old boys' club") limit access to leadership pathways
Inadequate mentorship and sponsorship
Many women exit middle management due to
caregiving, family expectations & organisational bias
Leaking pipeline due to gender norms
Women often earn less than male counterparts for similar
roles and responsibilities, especially at senior levels, limiting
their ﬁnancial growth and long-term career motivation
Gender pay gap
Limited access to tailored training, strategic assignments,
and high-impact roles Fewer opportunities for skill-building
and visibility at senior decision-making levels
Lack of structured leadership development
BARRIERS TO GROWTH & PROGRESS OF
WOMEN IN THE WORKFORCE
Global SnapshotIndia Snapshot
Leadership Gap
28.1% of senior leadership positions globally (WEF, 2025).
30.6% of leadership positions globally (LinkedIn, 2024).
Gender Pay Gap
Globally, women earn 20% less than men on average (ILO).
At this rate, it will take 131 years to achieve global gender
parity (WEF, 2023).
Financial Inclusion
Approximately, a billion women do not have access to bank
accounts (ILO).
Political Representation
Women hold 27.2% of parliamentary seats globally
(Inter-Parliamentary Union (IPU) 2025)
Labour Force Participation Rate
Globally, women's labour force participation is around 48.7%
(ILO, 2024).
Entrepreneurship
Women own 1 in 3 businesses globally (World Bank 2020).
Leadership Gap
+ 17% of C-suite roles and 20% of board positions (McKinsey 2024)
Gender Pay Gap
India ranks 131st out of 148 countries globally
(Global Gender Gap Report, 2025)
Financial Inclusion
India has 89% of adults with an account and 55% of Jan Dhan accounts are
held by women (RBI, 2025). A 12-percentage-point gender gap exists in
inactive bank accounts (ICRIER, 2021).
Political Representation
Indian Women hold 13.6% of seats in the Lok Sabha (18th Lok Sabha). 46%
of elected representatives in India's Panchayati Raj Institutions (PRIs) are
women (PIB 2025).
Labour Force Participation Rate
India's female labour force participation rate (FLFPR) is 41.7% as of 2023-24.
There has been a signiﬁcant increase from 23.3% in 2017-18. (Periodic
Labour Force Survey)
Entrepreneurship
India has 13.5 - 15.7 million women-owned businesses, which represent 20%
of all enterprises (Bain & Company, 2020).
Why Women’s Growth Matters
Once women are retained in the workforce, the next vital step is investing in their growth and advancement. This
isn’t just about fairness, it’s about tapping into untapped potential that drives innovation, enhances performance,
and builds a truly inclusive culture. 37
Leadership Development and Sponsorship Programmes
Equip women with leadership skills and connect them with sponsors
to foster career advancement.
Employee Resource Groups (ERGs) & Mentorship
Support women through ERGs and mentorship initiatives, promoting
professional growth.
DEI-Driven Governance and Accountability
Integrate Diversity, Equity, and Inclusion (DEI) into governance
structures and organisational accountability.
Gender Pay Parity
To ensure fair compensation for women and men performing work of
equal value, promoting workplace equity and economic justice.
1
2
3
4
ENSURING GROWTH & PROGRESS OF WOMEN IN THE WORKFORCE 38
BEST PRACTICES TO ENSURE GROWTH & PROGRESS OF
WOMEN IN THE WORKFORCE Leadership Development and Sponsorship Programmes
Equip women with leadership skills and connect them with sponsors
to foster career advancement.
Employee Resource Groups (ERGs) & Mentorship
Support women through ERGs and mentorship initiatives, promoting
professional growth.
DEI-Driven Governance and Accountability
Integrate Diversity, Equity, and Inclusion (DEI) into governance
structures and organisational accountability.
Gender Pay Parity
To ensure fair compensation for women and men performing work of
equal value, promoting workplace equity and economic justice.
1
2
3
4
ENSURING GROWTH & PROGRESS OF WOMEN IN THE WORKFORCE 39
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (1/4)
Provides leadership development programmes focusing on mentorship, negotiation
skills, and executive presence to prepare women for senior roles.
Conducts workshops on career growth, ﬁnancial literacy, mental health, and work-life
balance, enhancing women’s career progression and leadership representation.
Ofers targeted development programmes like PropelHER (year-long leadership
development) and Pinnacle (for transitioning to team leadership), focusing on skills like
conversational intelligence and executive presence.
Provides Grow2Glow coaching to propel women towards professional goals, achieving
35% female representation in recent C.O.R.E. (Competency and Role-based Employee),
learning and development programmes batches.
Maintains scholarship and apprenticeship programmes with a 50% gender balance
thereby ensuring a robust pipeline for career growth.
Ofers leadership programmes like SheLeads (two-year sponsorship for senior women),
WeEmpower (year-long for mid-senior management), and TakeCHARGE! (six-month for
early to mid-managerial roles) to develop women’s leadership capabilities. 40
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (2/4)
Implements the Future Leader in You (FLY) programme to support women at senior
levels facing career breaks due to marriage or caregiving. The programme addresses
gaps in skills, visibility, and branding, and pairs participants with external sponsors. As a
result, 77% have moved into leadership roles. The organisation also rehires women
returning from breaks and partners with women SME vendors through its recruitHer
initiative, leading to a 1% annual increase in women’s recruitment.
Career 2.0 programme exempliﬁes the organisation's commitment to hiring women in
senior roles, irrespective of career breaks they may have taken, fostering inclusivity and
diversity. 60-80 of such women were hired.
Leadership programmes designed speciﬁcally for mid-management level women
employees where they are trained for over a year and track their career trajectory in the
organisation.
Ofers annual training programmes focused on leadership development.
Provides advanced management and leadership workshops to prepare women for
executive roles
Establishes Pink Substations, women-managed facilities, to demonstrate technical and
leadership capabilities, fostering advancement.
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (1/4)
Provides leadership development programmes focusing on mentorship, negotiation
skills, and executive presence to prepare women for senior roles.
Conducts workshops on career growth, ﬁnancial literacy, mental health, and work-life
balance, enhancing women’s career progression and leadership representation.
Ofers targeted development programmes like PropelHER (year-long leadership
development) and Pinnacle (for transitioning to team leadership), focusing on skills like
conversational intelligence and executive presence.
Provides Grow2Glow coaching to propel women towards professional goals, achieving
35% female representation in recent C.O.R.E. (Competency and Role-based Employee),
learning and development programmes batches.
Maintains scholarship and apprenticeship programmes with a 50% gender balance
thereby ensuring a robust pipeline for career growth.
Ofers leadership programmes like SheLeads (two-year sponsorship for senior women),
WeEmpower (year-long for mid-senior management), and TakeCHARGE! (six-month for
early to mid-managerial roles) to develop women’s leadership capabilities. 41
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (3/4)
Ofers leadership training programmes tailored
for women. Deloitte’s Women’s Leadership
Programmes provides coaching on negotiation
and strategic thinking, with 60% of participants
advancing to senior roles within ﬁve years.
Launched the Career Accelerated Programme
(CAP) focusing on creating women leaders. It
provides a platform for top management to
articulate their vision and aspirations for the
organisation. It also provides a forum for
women leaders to speak out their ideas and
connect.
Runs sponsorship programmes. IBM’s
sponsorship initiative pairs women with
executives who advocate for their promotions,
resulting in a 12% increase in female leaders
since 2020.
Taj Hotels ofers three-fold focus which
includes mentorship, leadership development
through partnerships with institutes to provide
trainings and certiﬁcations, and sponsored MBA
programmes. 42
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (4/4)
Implements SMT
Leadership Initiative
Programme, to prepare
women for enhanced roles.
Conducts skill
development programmes,
including a 16-week
welding training, “Shilp”
induction, “My Machine
My Responsibility,”
Sponsors women for
stretch assignments.
Adobe’s sponsorship
programmes places
women in high-impact
projects, with 38% of
leadership roles ﬁlled by
women.
Facilitates internal
mobility. Unilever’s job
rotation programmes
helps women gain diverse
experience, with 51% of
management roles held by
women.
I) SHAPING FUTURE LEADERS: LEADERSHIP DEVELOPMENT &
    SPONSORSHIP PROGRAMMES (3/4)
Ofers leadership training programmes tailored
for women. Deloitte’s Women’s Leadership
Programmes provides coaching on negotiation
and strategic thinking, with 60% of participants
advancing to senior roles within ﬁve years.
Launched the Career Accelerated Programme
(CAP) focusing on creating women leaders. It
provides a platform for top management to
articulate their vision and aspirations for the
organisation. It also provides a forum for
women leaders to speak out their ideas and
connect.
Runs sponsorship programmes. IBM’s
sponsorship initiative pairs women with
executives who advocate for their promotions,
resulting in a 12% increase in female leaders
since 2020.
Taj Hotels ofers three-fold focus which
includes mentorship, leadership development
through partnerships with institutes to provide
trainings and certiﬁcations, and sponsored MBA
programmes. 43
II) PROGRESSING PROGRESS: EMPLOYEE RESOURCE GROUPS (ERGs)
     & MENTORSHIP (1/2)
Created a Women’s Club to discuss career challenges, growth opportunities, and engage
in recreational activities, fostering a supportive network.
Initiated WINGS (Women in Genpact), a network for women within the organisation,
boasting 30,000 members. This platforms facilitates trainings on executive presence,
conﬁdence building, support, reskilling, sharing experience and so on.
Establishes the Women Professional Circle and Women Cell for mentorship, career
guidance, and networking to support career paths.
Ofers structured mentorship and sponsorship opportunities through ERGs like IMPACT
and ASPIRE, supporting networking and professional growth.
Expands mentorship programmes through Women’s Connect and WINspiration ERGs,
providing platforms for women to set career aspirations and access guidance. 44
II) PROGRESSING PROGRESS: EMPLOYEE RESOURCE GROUPS (ERGs)
     & MENTORSHIP (2/2)
Runs a women’s ERG. Unilever’s
Women’s Network supports
20,000+ members, driving
inclusivity and policy feedback.
Microsoft maintains a women’s ERG.
Microsoft’s Women@Microsoft
group supports 15,000+ members
with career resources, boosting
engagement.
Runs a women’s ERG. Deloitte’s
Women’s Initiative Network
hosts events and mentorship,
with 10,000+ members globally,
fostering community and
advocacy.
II) PROGRESSING PROGRESS: EMPLOYEE RESOURCE GROUPS (ERGs)
     & MENTORSHIP (1/2)
Created a Women’s Club to discuss career challenges, growth opportunities, and engage
in recreational activities, fostering a supportive network.
Initiated WINGS (Women in Genpact), a network for women within the organisation,
boasting 30,000 members. This platforms facilitates trainings on executive presence,
conﬁdence building, support, reskilling, sharing experience and so on.
Establishes the Women Professional Circle and Women Cell for mentorship, career
guidance, and networking to support career paths.
Ofers structured mentorship and sponsorship opportunities through ERGs like IMPACT
and ASPIRE, supporting networking and professional growth.
Expands mentorship programmes through Women’s Connect and WINspiration ERGs,
providing platforms for women to set career aspirations and access guidance. 45
III) EMBEDDING EQUITY: DEI-DRIVEN GOVERNANCE AND
      ACCOUNTABILITY (1/3)
Fair representation, where women are fairly represented in
all decisions related to hiring, allocation of projects, ﬂexible
work arrangements etc.
No dilution, which means, equal representation in hiring.
No regression, that is, providing an enabling environment,
which enables employees’ retention rather than regression.
Initiated IStandWithHer, where male employees pledge to
support and champion women at work.
Launched “Workcation”, allowing employees to work
remotely from anywhere in India for 10 days annually without
taking leave.
Uses regular tracking of DEI metrics like hiring, engagement,
and women’s participation in programmes to ensure
accountability
These eforts have increased women’s workforce
representation from 26% to 40%, with 15–16% in leadership
roles.
Implements Project SHAKTI to increase
women’s representation, achieving 25%
gender diversity with a goal of 30%,
focusing on leadership development
Implements the global Siemens Gender
Equity Programmes (GEP) to increase
the number of women in management
roles, recognised with the Siemens
Werner Von Siemens award
3 Principles of DEI that are integrated in the organisation:
1.
2.
3. 46
III) EMBEDDING EQUITY: DEI-DRIVEN GOVERNANCE AND
      ACCOUNTABILITY (2/3)
A global ﬁrst, Taj Wellington in Chennai is a hotel fully run by women. Taj also recently launched a
ﬂagship property in Santacruz, built entirely by an all-women team of engineers, making them one
of the best practices.
The organisation prioritises Diversity, Equity, and Inclusion (DEI), shifting from equality to equity. Its
HER framework—Hire without discrimination, Environment of inclusion, and Retaining
talent—guides inclusive hiring and workplace practices.
Indian Hotels Company Limited’s (IHCL) vision Awahaan 2025 provides a catalyst to achieve the
goals. For instance, “She Remains The Taj” campaign. Initiatives to provide holistic support to not
only women employees but also to all stakeholders.
Any woman up to the age of 60 years, irrespective of being a Taj employee, can always seek to get
employment in the Taj. 90 days of handholding mentorship is provided to these women to empower
them at work.
III) EMBEDDING EQUITY: DEI-DRIVEN GOVERNANCE AND
      ACCOUNTABILITY (1/3)
Fair representation, where women are fairly represented in
all decisions related to hiring, allocation of projects, ﬂexible
work arrangements etc.
No dilution, which means, equal representation in hiring.
No regression, that is, providing an enabling environment,
which enables employees’ retention rather than regression.
Initiated IStandWithHer, where male employees pledge to
support and champion women at work.
Launched “Workcation”, allowing employees to work
remotely from anywhere in India for 10 days annually without
taking leave.
Uses regular tracking of DEI metrics like hiring, engagement,
and women’s participation in programmes to ensure
accountability
These eforts have increased women’s workforce
representation from 26% to 40%, with 15–16% in leadership
roles.
Implements Project SHAKTI to increase
women’s representation, achieving 25%
gender diversity with a goal of 30%,
focusing on leadership development
Implements the global Siemens Gender
Equity Programmes (GEP) to increase
the number of women in management
roles, recognised with the Siemens
Werner Von Siemens award
3 Principles of DEI that are integrated in the organisation:
1.
2.
3. 47 48
III) EMBEDDING EQUITY: DEI-DRIVEN GOVERNANCE AND
      ACCOUNTABILITY (3/3)
Hiring on diversity, to ensure that
at least 50% of hiring represents
women through equal opportunity
practices. Consciously tying with
women consultants who provide
women candidates to ensure
inclusion.
Launched Asmi, on International
Women's Day, which means
self-respect, to educate on
physical and mental wellbeing;
encouraging work-life balance
and empowering them to become
women leaders.
June is celebrated as the inclusion
month, where speakers are invited
and women leaders within the
organisation are called to share
their experiences
Promotes Diversity, Equity,
and Inclusion (DEI) as a key
in achieving success in
business, highlighting the
need for multiple sources of
thought to prevent
businesses from becoming
mere checkboxes. Against a
mandate of 3, Tech
Mahindra has 4 out of 8
female board members. It
hires 45-50% women
freshers & 30 laterals.
Promotes gender diversity
through three pillars: enabling
ecosystem, inclusive culture,
and leadership development.
Gender diversity metrics
are crucially evaluated,
such as hiring and pay
equity, are closely
monitored and included in
annual scorecards. Gender
diversity improved from
36% to 42% in four years;
Genpact India’s board now
has 50% women
representation
Maintains a strict zero-
tolerance policy on all
PoSH-related issues. 49
IV) CLOSING THE GAP: GENDER PAY PARITY
Conducts annual pay audits.
Deloitte analyses compensation
data yearly, correcting gaps,
with $10M invested in
adjustments since 2020.
Performs annual pay audits.
Google invests millions
annually to close gaps,
achieving 99% pay equity in
2024.
Conducts annual pay audits.
Adobe’s audits ensure no
gender gaps, with $3M
allocated for corrections in
2023
Publishes role-based salary
ranges internally, reducing
negotiation bias and
ensuring fairness. Salesforce:
publicises salary ranges for
various roles within the
company.
Aligns pay with industry
standards, reporting 98%
pay equity globally. 50
IV. BUILDING INCLUSIVE WORKPLACES: STRATEGIES FOR
     GENDER PARITY
        IDENTIFIED IN-DEPTH GOOD PRACTICES FROM AWARD-WINNING COMPANIES
IV) CLOSING THE GAP: GENDER PAY PARITY
Conducts annual pay audits.
Deloitte analyses compensation
data yearly, correcting gaps,
with $10M invested in
adjustments since 2020.
Performs annual pay audits.
Google invests millions
annually to close gaps,
achieving 99% pay equity in
2024.
Conducts annual pay audits.
Adobe’s audits ensure no
gender gaps, with $3M
allocated for corrections in
2023
Publishes role-based salary
ranges internally, reducing
negotiation bias and
ensuring fairness. Salesforce:
publicises salary ranges for
various roles within the
company.
Aligns pay with industry
standards, reporting 98%
pay equity globally. 51
WHY INCLUSIVE WORKSPACE MATTERS?
Women hold 17% of
C-suite & 20% of board
positions. SEBI mandates
increased female board
representation by 8% in
5 years
Source: ET HR, 2023
Leadership &
Decision-Making
Low representation of
women in formal and
high-growth sectors
Source: ET HR, 2023
Workforce
Participation
40%+ women report
harassment or bias at work.
Inclusive workplaces
improve retention, morale,
and creativity
Source: Aon, Voice of Women
Study India 2024
Safety &
Inclusive Culture
Women earn 19–22%
less than male
counterparts.
Organisations with
gender parity see
15–20% higher
productivity
ILO & World Bank, 2023
Equal
Opportunity & Pay
Fewer women access
leadership training
programmes.
Targeted upskilling
can improve
promotion rates
by ~25%
Source: McKinsey Women in
the Workplace Report, 2023
Upskilling &
Career Growth
Inclusive
Workspaces
Gender Equality
When women thrive, India thrives.
— Inspired by UN SDG 5 messaging and
Indian leadership ethos
Gender inclusivity goes beyond just diversity. It is
about creating an environment where people of all
genders feel valued, respected, and empowered to
contribute their unique perspectives and talents. 52
BARRIERS TO BUILDING INCLUSIVE WORKSPACES
Structural /
Institutional Barriers
Personal /
Individual-Level Barriers
Systemic &
Intersectional Barriers
Cultural /
Normative Barriers
Unequal recruitment &
promotion practices, Pay
gap, Rigid work structures,
Inadequate maternity &
paternity leave, Limited
mentorship & networking
opportunities
Conﬁdence gap, Work-life
balance pressures, Limited
access to skill development
Socioeconomic constraints,
Rural vs. urban divide,
Policy gaps in enforcement
Gender stereotypes, Workplace
harassment & safety concerns,
Unconscious bias – Informal
networks that exclude women
from opportunities, inﬂuence,
and visibility
WHY INCLUSIVE WORKSPACE MATTERS?
Women hold 17% of
C-suite & 20% of board
positions. SEBI mandates
increased female board
representation by 8% in
5 years
Source: ET HR, 2023
Leadership &
Decision-Making
Low representation of
women in formal and
high-growth sectors
Source: ET HR, 2023
Workforce
Participation
40%+ women report
harassment or bias at work.
Inclusive workplaces
improve retention, morale,
and creativity
Source: Aon, Voice of Women
Study India 2024
Safety &
Inclusive Culture
Women earn 19–22%
less than male
counterparts.
Organisations with
gender parity see
15–20% higher
productivity
ILO & World Bank, 2023
Equal
Opportunity & Pay
Fewer women access
leadership training
programmes.
Targeted upskilling
can improve
promotion rates
by ~25%
Source: McKinsey Women in
the Workplace Report, 2023
Upskilling &
Career Growth
Inclusive
Workspaces
Gender Equality
When women thrive, India thrives.
— Inspired by UN SDG 5 messaging and
Indian leadership ethos
Gender inclusivity goes beyond just diversity. It is
about creating an environment where people of all
genders feel valued, respected, and empowered to
contribute their unique perspectives and talents. 53
Inclusive Recruitment Practices
STRATEGIES TO BUILD AN INCLUSIVE WORKPLACE
Culture &
Awareness
Bias &
Sensitisation
Training
Zero Tolerance
Harrassment
Policies
Celebrating
Diversity
Inclusive
Communication
Career Growth
& Capacity
Building
Equal access
to Learning
Transparent
promotion
Pathways
Networking
Opportunities
Measurement &
Accountability
Regular
diveristy
audits
Emplooyee
feedbqack
loops
Public
Reporting
Leadership &
Representation
Gender
Diversity in
leadership
Mentorship &
Sponsorship
Diversity
Committee &
Taskforces
Policy & Structural
Strategies
Equal Pay &
Transparent
Compensation
Inclusive
recruitment
practices
Flexible work
arrangements
Parental Leave &
Caregiver Support
Accesible
Infrastruture
Inclusion is not a one-time initiative, it’s a continuous journey. 54
INCLUSION AS A DRIVER OF HEALTHCARE EXCELLENCE
Annual Pay Audits: Companies under the broader "Apollo"
brand, such as Apollo Management International LLP,
publish detailed Gender Pay Gap Reports to track and
report on pay diferences between men and women. These
reports show a commitment to addressing the gender pay
gap by increasing female representation at senior levels.
Inclusive Procurement: Apollo's DEI policy focuses on
creating a diverse workplace and providing equitable
healthcare access. Apollo SDC, which is a separate entity
under Apollo Health, provides diversity certiﬁcation to
businesses that are atleast 51% owned and operated by
LGBTQ+, persons with disabilities and other
underrepresented and marginalised communities.
Gender-Sensitive Marketing: Apollo Hospitals uses its
marketing campaigns to promote gender empowerment. A
notable example is its "Life Without Nurses" ﬁlm, released
on International Nurses Day, which highlights the crucial
and often underappreciated role of nurses, a profession
primarily dominated by women. The hospital also sponsors
events like the "Pinkathon" to promote women's health.
D&I Scorecards and Surveys: Apollo's ESG report mentions
using scorecards to track quality and patient care, and its
DEI policy holds leadership accountable for achieving
diversity goals. The company also conducted a "Women at
Work Survey" to identify barriers to diversity and
inclusion eforts.
Inclusive Recruitment Practices
STRATEGIES TO BUILD AN INCLUSIVE WORKPLACE
Culture &
Awareness
Bias &
Sensitisation
Training
Zero Tolerance
Harrassment
Policies
Celebrating
Diversity
Inclusive
Communication
Career Growth
& Capacity
Building
Equal access
to Learning
Transparent
promotion
Pathways
Networking
Opportunities
Measurement &
Accountability
Regular
diveristy
audits
Emplooyee
feedbqack
loops
Public
Reporting
Leadership &
Representation
Gender
Diversity in
leadership
Mentorship &
Sponsorship
Diversity
Committee &
Taskforces
Policy & Structural
Strategies
Equal Pay &
Transparent
Compensation
Inclusive
recruitment
practices
Flexible work
arrangements
Parental Leave &
Caregiver Support
Accesible
Infrastruture
Inclusion is not a one-time initiative, it’s a continuous journey. 55
Board and Executive Diversity: Fortis Healthcare's Board
Governance Standards require the board to reﬂect diversity.
While the company's own policy is broad, its parent company,
Fortis Inc., has a formal policy aiming for women to represent at
least 40% of independent directors.

Public Awareness Campaigns: Fortis hospitals conduct
walkathons to promote gender equality. For example, on
International Women's Day, Fortis Hospital Shalimar Bagh held a
walkathon with 400 participants to raise awareness for equal
rights and opportunities.
Women's Empowerment Programmes: Fortis Hospital Shalimar
Bagh, in collaboration with the Delhi Police's "Parivartan" cell,
initiated a Women's Self-Defense Training Programme for its
female staf. The programmes teaches essential martial arts
techniques and how to use everyday items for protection.
Support for New Mothers: Fortis Hospital, Mulund, has
inaugurated a "Hirkani Kaksh," which is a dedicated, private
breastfeeding cell for new mothers to express and store
breastmilk, aligning with Maharashtra government guidelines
for "Mother & Baby Friendly" workplaces.
Inclusive Work Environment: Fortis Healthcare and its parent
company, IHH Healthcare, are committed to fostering an inclusive
culture where all employees feel respected and empowered.
Their "Inclusive by Design" framework guides their eforts to
create an environment where a diverse workforce can thrive.
INCLUSION AS A DRIVER OF HEALTHCARE EXCELLENCE 56
INCLUSION AS A DRIVER OF IT EXCELLENCE
Career Relaunch Programmes: CGI runs a "Career
Relaunch (CaRe)" programmes that enables women to
return to the workforce after a career break, providing
a supportive environment and resources to help them
re-activate their skills.
Leadership Development: The company has a
dedicated programmes called "Unnati" to build the
personal and professional potential of its women
professionals and prepare them for leadership roles.
Support for Women in Tech: CGI has partnered with
NASSCOM to ofer the "Women Wizards Rule
Technology (W2RT)" programmes, which provides
women technologists with masterclass training in
emerging technologies.
DE&I Policies & Networks: The company has a
women-speciﬁc network and a parental network to
provide support, mentorship, and professional
development, ensuring women feel welcome and
comfortable in their workplace.
Maternity Support: CGI ofers a holistic maternity
transition programmes to help women professionals
prepare for leave, stay connected during their break,
and ensure a successful return to work.
Board and Executive Diversity: Fortis Healthcare's Board
Governance Standards require the board to reﬂect diversity.
While the company's own policy is broad, its parent company,
Fortis Inc., has a formal policy aiming for women to represent at
least 40% of independent directors.

Public Awareness Campaigns: Fortis hospitals conduct
walkathons to promote gender equality. For example, on
International Women's Day, Fortis Hospital Shalimar Bagh held a
walkathon with 400 participants to raise awareness for equal
rights and opportunities.
Women's Empowerment Programmes: Fortis Hospital Shalimar
Bagh, in collaboration with the Delhi Police's "Parivartan" cell,
initiated a Women's Self-Defense Training Programme for its
female staf. The programmes teaches essential martial arts
techniques and how to use everyday items for protection.
Support for New Mothers: Fortis Hospital, Mulund, has
inaugurated a "Hirkani Kaksh," which is a dedicated, private
breastfeeding cell for new mothers to express and store
breastmilk, aligning with Maharashtra government guidelines
for "Mother & Baby Friendly" workplaces.
Inclusive Work Environment: Fortis Healthcare and its parent
company, IHH Healthcare, are committed to fostering an inclusive
culture where all employees feel respected and empowered.
Their "Inclusive by Design" framework guides their eforts to
create an environment where a diverse workforce can thrive.
INCLUSION AS A DRIVER OF HEALTHCARE EXCELLENCE 57
Women's Workplace Representation: With over
200,000 women in its global workforce, TCS is one of
the world's largest private sector employers of female
STEM talent. Women make up over 35% of its total
workforce.
Rebegin Initiative: This special programmes focuses
on helping women who have taken a career break to
return to the corporate world by providing them with
the necessary skills and conﬁdence.
iExcel Programmes: A structured training
programmes for high-performing women managers to
help them develop core competencies and personal
efectiveness as they progress towards leadership
roles.
Allies of Diversity Conclave: An initiative that brings
together senior leaders, employees, and client
organisations to have a dialogue on diversity best
practices and promote allyship across various identity
segments, including gender.
Equitable Policies: The company has a global DEI
policy that prohibits discrimination and ensures fair
treatment, access, and opportunities for all employees.
It also has a zero-tolerance policy for discrimination
and harassment.
INCLUSION AS A DRIVER OF IT EXCELLENCE 58
INCLUSION AS A DRIVER OF MANUFACTURING SECTOR EXCELLENCE
Equal by Design: JCB's Vadodara plant was speciﬁcally
built with a 50:50 gender parity goal in mind, ensuring
equal representation in stafng, training, infrastructure, pay,
and shift schedules.
Training and Skill Development: The company provides
comprehensive training to women in traditionally
male-dominated ﬁelds, including hands-on experience in
machinery operation, heavy equipment handling, and
safety standards.
Breaking Barriers in Manufacturing: Women at JCB have
been trained for demanding roles like heavy welding and
have showcased their skills at national forums, proving their
strength in technical and operational domains.
Pioneering All-Women Shifts: The company introduced
three-shift operations exclusively for women. This "Shift
Innovation" provides a ﬂexible and supportive work
environment, and the all-women production line
demonstrates women's capabilities in a traditionally
male-dominated sector.
Scalable Business Strategy: JCB has embedded gender
inclusion as a core business strategy by creating new
verticals like "Business Excellence" and "Product Portfolio."
The initiative at the Vadodara plant is designed to be a
scalable model that can be replicated at other facilities.
Women's Workplace Representation: With over
200,000 women in its global workforce, TCS is one of
the world's largest private sector employers of female
STEM talent. Women make up over 35% of its total
workforce.
Rebegin Initiative: This special programmes focuses
on helping women who have taken a career break to
return to the corporate world by providing them with
the necessary skills and conﬁdence.
iExcel Programmes: A structured training
programmes for high-performing women managers to
help them develop core competencies and personal
efectiveness as they progress towards leadership
roles.
Allies of Diversity Conclave: An initiative that brings
together senior leaders, employees, and client
organisations to have a dialogue on diversity best
practices and promote allyship across various identity
segments, including gender.
Equitable Policies: The company has a global DEI
policy that prohibits discrimination and ensures fair
treatment, access, and opportunities for all employees.
It also has a zero-tolerance policy for discrimination
and harassment.
INCLUSION AS A DRIVER OF IT EXCELLENCE 59
Gender Parity in Leadership and Management: HUL has
actively worked to increase the representation of women in
leadership roles. A key example is their achievement of 55%
women managers globally as of 2023. They have also
recently appointed their ﬁrst woman CEO, Priya Nair, after
92 years.
Supportive Parental and Flexible Work Policies: The
company has a number of policies designed to support
employees' work-life balance, particularly for parents. This
includes gender-neutral parental policies, ﬂexible working
arrangements, and on-site facilities like crèches and lactation
rooms.
Inclusion of People with Disabilities (PwD): HUL is
committed to creating an accessible and empowering
environment for employees with disabilities. Their "4A
Approach" focuses on Accessibility, Accommodation,
Awareness, and Acquisition. They also have an employee
resource network called Enable@Unilever and an internship
programmes, Project Saksham.
Empowering Women in the Value Chain: HUL extends its
commitment to gender parity beyond the corporate ofce
through initiatives that empower women in their sales and
supply chain. Examples include Project Shakti, which has
empowered over 200,000 rural women to become
entrepreneurs, and Project Ahilya, which provides training
and opportunities for women in frontline sales roles.
INCLUSION AS A DRIVER OF MANUFACTURING SECTOR EXCELLENCE 60
INCLUSION AS A DRIVER OF ENTREPRENEURIAL EXCELLENCE
GAIL Sashakt (Women Empowerment Initiatives): GAIL
has a speciﬁc Corporate Social Responsibility (CSR) focus
area called "Sashakt," which aims to undertake projects to
empower women. The programmes supports
empowerment for adolescent girls and women through
skill development for employment, such as training in
stitching, beauty therapy, and basic computer skills.
Project Shrijan: This initiative, started by GAIL, has evolved
to empower women in Uttarakhand. The project helps
women become business owners, manage shops, and train
other women, demonstrating how they can drive economic
change.
Self-Defense Training: As part of its women
empowerment initiatives, GAIL has provided self-defense
training to female beneﬁciaries.
GAIL Bharosa Centre: GAIL supports the "Bharosa
Centre," which provides round-the-clock integrated
services to women and children in distress. These services
include counseling, medical support, and legal assistance.
Sponsorship and Mentoring: GAIL's HR Director has
discussed the company's strategies for empowering
women in the corporate sector. These strategies include
mentoring programmes, sponsorship initiatives, and
fostering an inclusive culture for working mothers.
Gender Parity in Leadership and Management: HUL has
actively worked to increase the representation of women in
leadership roles. A key example is their achievement of 55%
women managers globally as of 2023. They have also
recently appointed their ﬁrst woman CEO, Priya Nair, after
92 years.
Supportive Parental and Flexible Work Policies: The
company has a number of policies designed to support
employees' work-life balance, particularly for parents. This
includes gender-neutral parental policies, ﬂexible working
arrangements, and on-site facilities like crèches and lactation
rooms.
Inclusion of People with Disabilities (PwD): HUL is
committed to creating an accessible and empowering
environment for employees with disabilities. Their "4A
Approach" focuses on Accessibility, Accommodation,
Awareness, and Acquisition. They also have an employee
resource network called Enable@Unilever and an internship
programmes, Project Saksham.
Empowering Women in the Value Chain: HUL extends its
commitment to gender parity beyond the corporate ofce
through initiatives that empower women in their sales and
supply chain. Examples include Project Shakti, which has
empowered over 200,000 rural women to become
entrepreneurs, and Project Ahilya, which provides training
and opportunities for women in frontline sales roles.
INCLUSION AS A DRIVER OF MANUFACTURING SECTOR EXCELLENCE 61
Mentoring, Fellowship & Education Support
The Udayan Shalini Fellowship, Mentoring and Employability Programmes: supports
girls from economically disadvantaged backgrounds with ﬁnancial help, mentoring
by Genpact employees, workshops in professional skills, computer skills, career
guidance. Support for higher education and upskilling for girls who are
ﬁrst-generation learners.
Leadership Development & Policy / Thought Leadership
Partnership with Ashoka University to launch the Centre for Women’s Leadership. The
Centre works on research, policy advocacy, mentorship, networking, to build
leadership skills in women. Genpact’s inclusion in “Best Companies for Women in
India” rankings reﬂects its internal policies for promotion, retention, gender diversity.
media.
Return to Work / Flexible Work Policies
The “Career 2.0” programme: designed for women who had taken a mid-career
break — helps them return via ﬂexible, customized workdays, suitable roles, etc.
Accelerator & Inclusion-for Minority and Women-Owned Businesses The Be.Seen
programmes, in partnership with Hindustan Unilever and others, to scale
minority-owned businesses including those led by women. It provides mentorship,
training, access to networks and supply-chains.
CSR / Social Impact Programmes Integrating Women’s Empowerment
The Better World Initiative (residency programmes): deploying Genpact’s expertise
(digital, analytics, operations) to support non-proﬁts/NPOs, some of whose work is in
women’s health, education, livelihoods etc. Genpact+1 Mentoring and coaching via
workshops in soft skills, interview skills, ﬁnancial planning, executive presence etc for
girl students.
Creating Inclusive Workplace Culture
Genpact’s internal programmes and policies to foster gender-diversity, ensure safe
and supportive environment for women employees. Being recognised repeatedly in
gender inclusion indices.
INCLUSION AS A DRIVER OF ENTREPRENEURIAL EXCELLENCE 62
As India charts its path towards a Viksit Bharat by 2047, our workplaces must attain an inclusive, safe and equitable
environment driven by a moral responsibility and national priority. While equity is not limited to fairness, it remains central to
driving productivity, fostering innovation, and accelerating national competitiveness. Sustainable, inclusive and equitable
growth will be possible only if women are central to India’s economic and social change.
This compendium, From Intent to Impact afrms that gender parity is not a distant aspiration but an achievable reality when
commitment is matched with purposeful action. The experiences presented here illustrate how Indian enterprises, with support
from forums such as the CII’s Centre for Women Leadership, are making diversity and inclusion part of their governance,
developing women’s leadership pipelines, driving innovation, and redesigning workplaces so that women can join, remain, and
advance in their careers. These eforts underscore the signiﬁcance of gender-conscious policies in directly strengthening
organisations and contributing to India's broader growth narrative.
Even so, important challenges persist. Deep-rooted social norms, structural inequities and long-standing barriers still limit
women’s full participation in the economy and their presence in leadership roles. The next phase of progress must therefore
move beyond isolated initiatives towards systemic transformation. Inclusion must be institutionalised, woven into
organisational culture, governance frameworks, and national strategies, so that it becomes an operational principle rather than
a policy aspiration.
For policymakers, this calls for building supportive ecosystems, improving childcare and caregiving facilities, investing in
gender-sensitive skilling, reinforcing legal safeguards, and implementing ﬁscal measures that encourage businesses to reduce
gender disparities. Equally vital are regulatory mechanisms that mandate transparency on representation and pay parity,
ensuring accountability across sectors. For the private sector, the responsibility lies in positioning gender equity at the centre
of business strategy by investing in women’s leadership, ofering ﬂexible and family-supportive work environments, ensuring
fair procurement practices, and using technologies that include rather than exclude.
The way forward must be on scaling successful models, encouraging multi-stakeholder partnerships and adopting sustainable
practices that address caregiving burdens, leadership imbalances and wage gaps. By aligning policies, incentives, and
capacity-building eforts, and by translating intent into measurable outcomes, India can signiﬁcantly enhance women’s
participation in the workforce and leadership. NITI Aayog reafrms its commitment to advancing this agenda and calls upon
government, industry, and civil society to join in building a more resilient, equitable, and prosperous India, where gender
parity is not an aspiration but the cornerstone of our journey to 2047.
WAY FORWARD
Mentoring, Fellowship & Education Support
The Udayan Shalini Fellowship, Mentoring and Employability Programmes: supports
girls from economically disadvantaged backgrounds with ﬁnancial help, mentoring
by Genpact employees, workshops in professional skills, computer skills, career
guidance. Support for higher education and upskilling for girls who are
ﬁrst-generation learners.
Leadership Development & Policy / Thought Leadership
Partnership with Ashoka University to launch the Centre for Women’s Leadership. The
Centre works on research, policy advocacy, mentorship, networking, to build
leadership skills in women. Genpact’s inclusion in “Best Companies for Women in
India” rankings reﬂects its internal policies for promotion, retention, gender diversity.
media.
Return to Work / Flexible Work Policies
The “Career 2.0” programme: designed for women who had taken a mid-career
break — helps them return via ﬂexible, customized workdays, suitable roles, etc.
Accelerator & Inclusion-for Minority and Women-Owned Businesses The Be.Seen
programmes, in partnership with Hindustan Unilever and others, to scale
minority-owned businesses including those led by women. It provides mentorship,
training, access to networks and supply-chains.
CSR / Social Impact Programmes Integrating Women’s Empowerment
The Better World Initiative (residency programmes): deploying Genpact’s expertise
(digital, analytics, operations) to support non-proﬁts/NPOs, some of whose work is in
women’s health, education, livelihoods etc. Genpact+1 Mentoring and coaching via
workshops in soft skills, interview skills, ﬁnancial planning, executive presence etc for
girl students.
Creating Inclusive Workplace Culture
Genpact’s internal programmes and policies to foster gender-diversity, ensure safe
and supportive environment for women employees. Being recognised repeatedly in
gender inclusion indices.
INCLUSION AS A DRIVER OF ENTREPRENEURIAL EXCELLENCE 63 64
from
Intent
to
Impact
A Compendium
of Good Practices
on Gender Parity
at Workplace 65

From Intent to Impact: A Compendium of Good Practices on Gender Parity at Workplace