BW PEOPLE AUGUST 2022

AWARDS EVENT

SOCIAL CONDITIONING,
MANIFESTED AT
WORKPLACE

› In the session on ‘Implicit Bias: Subtle Assumptions That
Mould Perceptions’, the panellists discussed how our notions about
gender, physique and other norms creep in while making corporate

decisions

Psychology textbook definition of implicit bias describes it their organisations have taken to
as individual actions which happen, when despite our best overcome them at the workplace.
intentions and without our awareness, racial stereotypes and
assumptions creep into our minds and affect our actions. It can Some interesting examples of
be understood as thoughts that we have about people without biases came to the fore: menfolk
actually knowing that we had them. These biases, when manifested in a always accompanying womenfolk
workplace, can negatively impact the diversity and inclusivity in practices of the family after dark as it’s
such as recruiting, hiring and promotion practices. believed to be unsafe for them;
passing remarks on certain
At the BW People D&I Awards, Irani Roy, EVP HR & Head D&I, Max body types, excluding certain
Life Insurance Company; Chhavi Bajaj, Senior Director, Organisation and people from meetings, and so on.
Talent Development, Flipkart; Ashissh Kapoor, Director and HR Business These come from years of social
Partner, Ernst & Young (EY); Krishnan V, CHRO-Havells India, and Renu conditioning and are carried over
Bohra, Chief People Officer – India & Indian Subcontinent, DB Schenker, to the workplace, and if not called
participated in a discussion on the manifestation of these implicit biases at out and addressed, can become
workplace, how they differentiate it from explicit biases and initiatives that dangerous.

BW PEOPLE AUGUST 2022 54 In terms of actions, the
panellists suggested the use of
technology to eliminate these
biases. Moreover, there is a need
for appropriate infrastructure for
creation of safe environment. For
example, there are certain job roles
and certain sites (like warehouses
or installations) which are deemed
unfit for women employees as there
is no washroom for them.

There is a need to create safe
systems to address the issue when
it happens, the panellists felt.
People feel that they will be judged,
or even punished, if they voice their
concern. 

WWW.BWPEOPLE.COM

AWARDS EVENT

Beyond Tokenism

› During the session on ‘Cultivating A Diverse Talent Pool And

Evaluating Its Effectiveness’, the panellists felt core competency

should be the deciding factor in recruitment
Adiverse team makes a better team. You
get a variety of perspectives, an uplift in not just a theory; post-Covid, organisations have trav-
productivity and improved performance. elled a long distance in creating a diverse atmosphere.
For the organisation, a diverse work-
force results in growth, a boost to the Examples of biases during recruitment were cited.
reputation, and a global impact. But to get a diverse For example, if the resume of a candidate mentions
workforce you first have to start with building a diverse newly-married, that goes against the candidate; and so
candidate pool. does disability. Whereas it’s wrong to assume that a lady
will be less ambitious after marriage or maternity.
Also, the concept of diversity and inclusion isn’t just
about having women in the workforce, it’s about inclu- The panellists also agreed that rather than mere
sion of people from neurodiverse background, people tokenism of filling up certain numbers, there is a need
for concrete behaviour. Some of the suggestions offered

with special abilities, people from LGBTQ+ commu- were:

nities, etc.,” stated Supriya Chatterjee, Head - Leasing, • Focus on the key competency of the person and

Tenant Advisory, North India, Cushman & Wakefield offer job to the most qualified, irrespective of gender

during the session on ‘Cultivating A Diverse Talent Pool • Assess what questions were asked during the induc-
And Evaluating Its Effectiveness’. tion process from leadership, to check any biases

The other panellists were Abbas Jalis Rizvi, • There is a need for sensitisation of managers and
Head-People Analytics and Programmes, Ericsson – team members; for even if LGBTQ candidates are
South East Asia, India and Oceania; Dheeraj Modi, hired, there is a lot of mirth going on at their cost
VP & Global HR Head, NLB Services; and Apeksha
Bhaduria, Director – HR, DSV -Indian Subcontinent. • There is a need to develop ‘speak up’ culture and to
be vocal about wrongs
Dheeraj Modi of NLB said every recruiter now has
to ask a basic question: what are you thinking about • There is a need to check what the employees are

diversity and how will you treat your team members. writing on social media and they should be penal-

The panellists were in agreement that diversity is ised for any wrong message. 

BW PEOPLE AUGUST 2022 55 WWW.BWPEOPLE.COM

AWARDS EVENT

STRENGTHENING THE
CORE OF ORGANISATION

› At the session titled ‘The Strength and Sustainability of an
organisation comes through DEI’, the speakers talked about the

work done so far and the challenges that remain

Rajendra Shrivastav agement had put a target of 30 per While all the
President and Market cent representation of women, and corporates talk
Business Leader, AES for each board to have a woman about diversity
India, and Supreet member. Similarly, same-sex cou- with respect to
Gupta, HR Head, AES ples get all the benefits, like mater- employees, AES is
India, discussed the complexity of nity and paternity leaves, etc. looking at diversity
managing diversity for a company even in the case of
that is spread across 20 time zones He gave another example of in- collaborators and
and has multiplicity of cultures, and clusion efforts in Australia, where
people of various religions, sexual there is an effort to recruit mem- vendors
orientations and educational and bers of the indigenous population.
financial backgrounds. The logic is that the organisation is Supreet Gupta pointed out that
building a business using resources while all the corporates talk about
Shrivastav admitted that while over which they don’t have rights diversity with respect to employees,
they had not been wholly successful and that there is a need for sensitiv- AES is looking at diversity even in
on gender equality front, the man- ity towards indigenous population. the case of collaborators and ven-
dors. And employee experiences are
BW PEOPLE AUGUST 2022 56 measured through surveys.

Shrivastav and Gupta, while
admitting they are addressing the
“low hanging fruits” at the moment,
talked about the many challenges
that remain, like low representa-
tion of women, need for training of
middle management, dichotomy in
private conversations and the need
for friendly washrooms for persons
with disability.

Elaborating on the biases preva-
lent, Shrivastav said, “A legal coun-
sel opposing a women candidate is
the height of misogyny.” 

WWW.BWPEOPLE.COM



AWARDS EVENT

DIVERSITY AND INCLUSION,
EQUITY AND EQUALITY NOT

INTERCHANGEABLE

› In the session on ‘Significance Of Sensitisation When Pertaining

To Equity And Equality’, the distinction between various terms came

Diversity is not the to the fore
same as inclusion.
And if we confuse
equity and equality,
the results will be
different from what we set out to
achieve, and the marginalised com-
munities will lose out, while if we
understand the fine difference, our

policies will be right, said Deepak

Deshpande, Senior Director of Hu-
man Resources at NTT Ltd, during
the session on Equity and Equal-

ity. Equality means giving equal
resources to each one in a group,
but that does not mean that each

will get equity, or the resources to sound. Similarly, the movies being giving share in property to daugh-
achieve the potential. To illustrate made also have sensitive portrayals, ters and sisters. This could be
the point, he pointed the example and preparing the younger genera- linked to practices and policies at
of a ladder to climb a tree. A tall tion well. larger level.
person might be able to climb the
tree but a shorter person might Ketan Kapoor, Associate Direc- The leadership agreed on the
need extra two steps to reach the tor (Consultant) at Rangam Con- idea of having a representative
same level. So, a deeper under- sultants, said sensitisation on such panel interviewing candidates
standing of the issue is needed. issues can succeed if it’s organic in order to develop a diversified
and not forced. It should not be en- talent pool. They also agreed that
Nikita Zutshi, Vice-President of forced through procedures, rather having an equitable workplace is
Human Resources at MakeMyTrip through positive examples. Zutshi a constant and time-consuming
India, pointed out that sensitisation agreed, saying this should become effort needing commitment and
is now happening across the globe, the DNA of an organisation. resources, but “it’s worth it, and
including in India. She pointed can make the workplace compet-
to the inclusion of children from Deshpande pointed to another itive and creative,” in the words of
EWS families and differently-abled need, that of walking the talk at Deshpande. 
students getting education in good home and in communities, like
schools, as a result of which the
values of next generation will be

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AWARDS EVENT

IT’S ABOUT BUSINESS Officer, Zenoti; and Sandra An-
AND BEYOND drews, Senior Director - HR at Flex
India also described how the organ-
› The session on ‘Positioning Diversity isations can make this as a win-win
situation for both the talent as well
And Inclusion As A Key Business Strategy’ as the company.

touched upon several dimensions of D&I The benefits of diversity as a
In order to establish a sound business proposition were
high-performing culture of regular training at all levels. This also cited, like in the design of
inclusion in the workplace strategy must ensure that all games by certain big gaming and
it is essential that company employees work within an inclu- toy companies, showing empathy to
sive environment throughout their diverse needs.

leaders implement a specific life-cycle: from recruitment to Some interesting suggestions
came to the fore. Kale of Fujitsu
D&I strategy that addresses struc- promotion to exit. suggested that variable pay could
be decided on the basis of building
tural issues within the organisation. In the session on ‘Positioning diversity. Sandra Andrews of Flex
pointed out how her organisation
Many initiatives fall into the trap Diversity And Inclusion As A Key is going for diversity and inclusion
as a core competency. And Raghu-
of being superficial, corporate Business Strategy’, the panel of vanshi said that inclusion should
come before diversity. “First pre-
box-ticking exercises that in reality speakers agreed on how D&I is a pare the organisation, then recruit
from diverse backgrounds,” was her
do very little to address diversity in business strategy to outgrow. Vish- firm belief.

the workplace. wajit Samant, VP-HR, JSW Steel; The need to take diversity and
inclusion beyond metros, and to
An effective strategy should go Raghunath Kale, Director – HR, include age diversity (being open
to giving opportunities to people
back to basics and systematically Fujitsu India GDC, Fujitsu Global above 50) was also taken up. 

establish diversity and inclusion as Delivery Centers; Anjali Raghuvan- WWW.BWPEOPLE.COM

a cornerstone of company culture shi, Chief People Officer, Randstad

and policy. It should implement India; Namratha Roy, Chief people

BW PEOPLE AUGUST 2022 59

AWARDS EVENT

DID INCLUSIVITY TAKE A HIT
DURING LOCKDOWN?

› In the session titled ‘The Significance of Energetic Groups in
Inclusive Leadership’, the talk centred on the pandemic-time
experiences of organisations and individuals

The pandemic has brought about a signif- Prem Singh, President – Group HR, JK Organisa-
icant change in diversity and inclusion tion, gave his organisation’s perspective wherein
agenda, primarily because companies manufacturing can’t be remote. He revealed the sta-
could work remotely with employees, they tistics of a survey done in the organisation in which 61
didn’t have to get them to office. Moreover, per cent employees said no to work from home as it be-
opinions were solicited from geographically dispersed comes monotonous, interaction with others is minimal
employees, not just from those present in the room. and mental wellbeing suffers. On the issue of diversity
being achieved in the organisation, he said it’s too early
At the same time, for many businesses, the pandem- to celebrate, even though the leadership is being sensi-
ic period has been about a struggle for survival, with tised and the agenda is being communicated.
everything else being secondary. And many persons
struggled to keep up with the pressure of juggling home The panellists also called for data-driven approach,
and office during the pandemic. So, what is the real as something that gets measured gets done. They also
picture? This was brought up for discussion during the called for demonstration of action, and for consistency
session titled ‘The Significance of Energetic Groups in of approach. And they called for checks on unconscious
Inclusive Leadership’. biases that even leaders have.

Gaurika Tandon, Head – Learning & Engagement, Ashish Ambasta, Founder & CEO, Happy+ Consult-
Bennett Coleman and Co Ltd., said that face-to-face ing and Radhika Tomar, Chief Human Resources Of-
conversation fosters relationships. But at the same ficer, Kimberley Clark India, also shared their thoughts.
time, during Covid, there was flexibility, like ladies tak- The session was moderated by Annurag Batra, Chair-
ing break to prepare lunch, or a baby’s smiling face on man and Editor-in-Chief, BW Businessworld and
screen during an official meeting. With remote working Founder, Exchange4Media. 
becoming possible, new talent pool was attracted from
across geographies.

BW PEOPLE AUGUST 2022 60 WWW.BWPEOPLE.COM

AWARDS EVENT

“RAINBOW SIGN
CAN’T COEXIST WITH

MISOGYNY”

› In the session on ‘Incorporating LGBTQ+ Equality into

the Workplace’, the panellists called for tangible actions in

Five to ten per cent of any social justice and equity
population are persons
of LGBTQ+ community beyond tokenism. Tangible action is to make a dent in gender disparity,
but they are closeted, needed.” He talked about what kind making LGBTQ+ a pipedream.
and may never come of roles can be given to them in or-
out. It’s time to acknowledge this ganisations, depending upon their Zainab Javid Patel, Lead In-
reality, as it’s not qualifications. Also, organisations clusion & Diversity, Pernod Ricard
just about their should look into how should man- India, implored that we stop using
sexual prefer- words like ‘straight’, ‘normal’ or
ence, it affects agers and co-workers treat them,
their rights. This and what infrastructure needs to ‘able-bodied’ that
was Farangis be created, like gender-neutral alienate groups.
Choudhury, Head washrooms.
– Diversity & In- Calling for
clusion, Mindtree, Sonica Aron, Managing Partner, mainstreaming
addressing the Marching Sheep, who moderated and social justice,
need to keep the discussion, pointed out that Patel said that
talking about the many organisations are still striving meritocracy has
issue. to be balanced
with equity. Also,
Pointing that there is a need to
many members provide a sense
from LGBTQ of safety, facili-
community are ties and benefits
well educated and and acceptance.
highly creative, “Ignorance doesn’t
she said the society and families work today. ‘Oh,
should accept them but the reality I didn’t know….
is that even if families do accept I had no intention to hurt’ doesn’t
them, they fear for their kids. work,” Patel said, calling for creat-
ing an environment where every-
Subir Verma, Chief – HR, IR, one feels valued.
HS, Tata Power-DDL, said, “Every And it has to go beyond token-
organisation has a tagline about ism. The rainbow sign can’t coexist
diversity, but it needs to move with misogynist behaviour. 

BW PEOPLE AUGUST 2022 61 WWW.BWPEOPLE.COM



AWARDS

HR D&I WINNER LIST

S.NO. CATEGORY STATUS NAME DESIGNATION ORGANISATION

BW People HR D&I Awards R Harshvendra Soin Global Chief People Officer and Tech Mahindra
Head of Marketing

1 BW People HR D&I Awards W Paneesh Rao Global Head of Sustainability Mindtree

BW People HR D&I Awards W Shweta Shroff Partner, SAM Diversity Collec- Shardul Amarchand
tive Mangaldas & Co

Best Women advancement Award R Neha Sethi Head of Marketing at Teleperformance
W Rajnish Borah Teleperformance India
2
Best Women advancement Award Corp Sr. VP Learning, Organiza- WNS Global Services
tion Effectiveness & Diversity
Equity Inclusion Head

3 Disability Confidence Award W Sriram Ragunand- Vice President – Human Startek

hanan Resource

D&I Pioneering Initiative Award R Jagriti Kumar CFO NLB Services

4 D&I Pioneering Initiative Award R Sandra Andrews Senior Director HR Flex India
D&I Pioneering Initiative Award JSW Steel
W Vishwajit Samant Vice President - Human
Resources

5 The Advancing Gender Equality W Rajnish Borah Corp Sr. VP Learning, Organiza- WNS
Award tion Effectiveness & Diversity
Equity Inclusion Head

6 Outstanding Diversity Network W Arnabi Marjit Vice President - HR Lupin

INDIVIDUAL CATEGORIES

7 Diversity Ally of the Year W Babu R Iyer General Manager-Manufac- Raymond Consumer Care
turing

Country Head - India Delivery

D&I Business Leader Award R Ruchi Bhalla Centers and Vice President, Pitney Bowes India
8
Human Resources (Asia Pacific)

D&I Business Leader Award W Manish Patil Director Faurecia India

9 HR Champion of the Year W Suhas Athma CHRO EV Motors India

D&I Champion of Change Award R Gopinath Director and Head of Human Verizon India
10 Pullaihgari Resources

D&I Champion of Change Award W Brijesh Yashpal HR Adviser and DE&I Lead Fujitsu India GDC
Deshmukh

11 Inspirational Role Model of the Year W Dr SM Gupta Global Chief People Officer Startek

12 Best Workspace Preaching Holistic W Akshaya Kashyap Sr. Vice President - HR Future Generali India
Inclusion Insurance Company

13 Best Diversity Employer W Raghunath Kale Director-HR Fujitsu India GDC
WWW.BWPEOPLE.COM
‘R’ – Runner-up; ‘W’ – Winner

BW PEOPLE AUGUST 2022 63

AWARDS BW PEOPLE HR D&I AWARD

Technology &
Hybrid Working
Are Great
Equalisers

› Paneesh Rao, Global Head of Sustainability, Mindtree,
on the advantage of technology in opening up flexible work
options and eliminating unconscious bias during recruitment

BW PEOPLE AUGUST 2022 64 WWW.BWPEOPLE.COM

AWARDS

Diversity is a valuable caught on with help from tech- Increased
source of innovation nology, it opened avenues for them digitalisation has
and creativity, attrib- to not just return to work, but do so empowered people
utes that are vital with a flexibility they had only ever with disabilities to
to an organisation’s dreamt of, the flexibility that helped use technology for
ability to execute successfully and them regain control of their time — greater mobility
grow consistently. Unlocking the and lives — and seamlessly balance and participation. It
potential of diversity calls for much home as well as work. This flexibili- allows them to set
more than simply hiring people with ty has also been of tremendous help up a workspace in
different backgrounds and experi- to professionals constrained familiar environment
ences. It is about creating a culture by location, caring responsibilities — their homes
that encourages respect for each or physical mobility, regardless of
individual’s inherent potential and their gender. captioning offered by some of the
provides a bias-free environment of popular collaboration tools helps
continuous enablement that is con- By now, most companies have individuals with auditory disabilities
ducive for that potential to thrive. mastered the art of flexible work- to interpret speech. The text-to-
Technology and hybrid working, by ing. Being stuck to the office all audio feature allows the visually
virtue of the flexibility and equity of the time now seems like a distant challenged to hear. Touchscreens
opportunity they provide, can help memory. By leveraging the transfor- and adjustable workstations have
catalyse such an environment. mational power of technology, they made things easier for individuals
have been able to offer a more with limited mobility.
Boosting workplace flexibility robust, yet humane working en-
Take women professionals, for ex- vironment. In doing so, they have Democratising learning
ample. When the pandemic struck been able to tap into a larger The pandemic caused learning
and turned a lot of conventional pool of talent and ensure greater organisations to quickly pivot from
approaches to work upside down employee affinity. on-ground, classroom-based train-
almost overnight, women in the ings to a virtual ‘learn anywhere,
workforce were most impacted. Curbing bias anytime’ mode. This migration,
It was anyway not easy balancing One of the more common imped- powered by technology, has brought
work and home even during normal iments to D&I continues to be in greater skill diversity. Employees
times. The disruption caused by unconscious bias. The adoption of can chart their career progression
the pandemic exacerbated that technology and automation curbs in line with business needs while
reality, so much so that many wom- this instinct and creates a lev- factoring individual aspirations,
en dropped out of the workforce, el-playing field. Automation allows without having to make an either-
either by choice or for want of an recruiters to evaluate candidates on or choice.
option. However, as remote working the basis of skills and competencies
as against their ethnicity, gender or Today, remote working has
One of the disability. AI-based HR technologies been normalised and the scope
provide the option to mask certain of “flexibility” has expanded. For
more common fields from the interview panel and organisations to be truly diverse and
leverage data-driven insights for inclusive in the new world order,
impediments to informed decision-making, thereby technology-enabled, hybrid models
narrowing traditional prejudices. of working will need to be com-
D&I continues to plemented with inclusive policies,
Enhancing mobility integrated workspace, and greater
be unconscious Increased digitalisation has em- allyship starting from the leader-
powered people with disabilities to ship. They will clearly be key to the
bias. The adoption use technology for greater mobility future of work. 
and participation. It allows them
of technology and to set up a workspace in familiar
environment — their homes — and
automation curbs empowers them with tools that
make communication for work
this instinct and frictionless. For example, closed

creates a level-

playing field.

BW PEOPLE AUGUST 2022 65 WWW.BWPEOPLE.COM





AWARDS BEST WOMEN ADVANCEMENT AWARD

Women leading
the way and
driving change

› Neha Sethi, Head of Marketing at Teleperformance India, talks

about how the technology industry has been working towards

removing gender bias over the last decade. Sethi is an active

member of the TP Women board that seeks to address

the challenges faced by women in the workplace and drive a

positive change
India’s labour force will soon become the
largest in the world. By 2027, the working-age is not only critical to the career advancement of
population in India will reach 18.6 per cent of other women but can generate broader social im-
the entire global labour force, according to a pact on pay equity, changing workplace policies
United Nation’s population-projection report. in ways that benefit both men and women while
While women now make up 34 per cent of the IT attracting a more diverse workforce.
workforce in India, there is still a long way to go • Diversity in skills, opinions and backgrounds has
when it comes to female representation in leadership been proven to enhance innovation, cohesion,
roles. Over the last decade, the technology industry quality of work and overall business performance.
has been working to minimise pre-existing gender • Diversity and inclusion can also play an impor-
bias and has introduced many effective initiatives tant role in recovery and resilience within the
to bring more women into entry-level IT roles. workforce.
However, as we move upwards through a company’s
leadership structure, we see less and less women in As previously mentioned, the most drastic gender
senior positions. Gender equality in the workspace discrepancies occur not in the entry-level positions
has endless benefits; bringing more perspectives to but become more conspicuous as you climb higher
a traditionally male-dominated industry can provide up the corporate ladder. In my experience, the term
the ‘human touch’ needed to make each interaction ‘work-life balance’ can feel quite limiting at times. As
simpler, faster, safer, and more cost-effective. I’m certain millions of other career women do, I of-
ten question whether we can continue to be compet-
Looking beyond the business case for diversity itive at work while simultaneously leading a healthy
and inclusion, there are many reasons why both personal life. While the number of women enrolling
should be at the top of a company’s agenda. themselves for higher education in India has risen
• Having female leaders in positions of influence sharply in the last few years, the number of females

BW PEOPLE AUGUST 2022 68 WWW.BWPEOPLE.COM

AWARDS

In our journey to make senior roles in the workforce is still notably low. Women remain
more accessible for women, we significantly underrepresented in the corporate pipe-
have learned that change needs line. One of the many underlying reasons for this may
to happen everywhere — from the be our tendency to underestimate our own capabilities
way we hire and train to the way we as women in the workforce. We may not always realise
provide mentorship programmes. our full potential, but once we are able to consistently
tap into it, we will have a direct route to success.
BW PEOPLE AUGUST 2022 69
In our journey to make senior roles more accessi-
ble for women, we have learned that change needs to
happen everywhere — from the way we hire and train
to the way we provide mentorship programmes.

Building a healthy workplace environment
that can create a vibrant community re-
quires more than just representation and
numbers—it requires a sense of belonging. Cultivating
such a workplace environment requires proactive
leadership, adaptability, and a continuous dialogue
between all stakeholders. Today, employees look for
workplaces that match their values, have a social
impact, foster diversity, and promote inclusion in ways
that make them feel safe and valued.
Coming out of the Covid-19 pandemic, employees
are driven more by a company’s beliefs and values
than ever before. A Harvard Business Review study
showed that a high sense of belonging is linked to a 56
per cent rise in job performance, a 75 per cent drop in
sick days and a 50 per cent decrease in turnover risk.
This points toward the fact that inclusion is closely
linked to employee engagement, which, in turn, is also
a critical component of employee retention, produc-
tivity, and financial performance. Employees with
higher workplace belonging also showed a 167 per
cent increase in their willingness to recommend their
company to others.
At Teleperformance, our TP Women platform is
designed to not only address the challenges faced by
women in the workplace but to also activate positive
change and empower women in both their profession-
al and personal lives. Our objective is to support equal
opportunity and participation at all levels of our com-
pany, while providing training for our employees on
topics such as implicit gender bias and educating them
on various other issues regarding gender differences
in the workplace. In our eyes, there is immeasurable
value in helping to elevate these important discussions
and enacting change in our industry at a local level as
well as a on a global scale. In addition to our compa-
ny’s broader commitment to the principles of fairness,
equality and respect, we expand on these values by liv-
ing out a commitment to proactively promote gender
awareness, equality, and empowerment. 

WWW.BWPEOPLE.COM

AWARDS BEST WOMEN ADVANCEMENT AND ADVANCING GENDER EQUALITY AWARDS

“ZERO TOLERANCE
POLICY ON
MISCONDUCT”

› Rajnish Borah, Corp Sr VP Learning, Organisation Effectiveness
& Diversity Equity Inclusion Head, WNS, talks about the initiatives
taken by the organisation for women advancement.

Global participants from Centurion, a leadership development programme for women at WNS Photograph by RITESH SHARMA

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AWARDS ership development exclusively shaming, or any other misconduct?
for women in partnership with
With 45 per cent Cornell University. Through the WNS has zero tolerance for any
of workforce as programme, WNS envisions kind of misconduct or sexual harass-
women, and a grooming 100 women employees ment. WNS has a strong governance
great thrust on in the next 4-5 years to take on body and a POSH cell. The Internal
leadership po- leadership roles. Committee (IC) has representation
sitions for women and on creating 4. 3-in-a-box Mentoring Pro- from across the organisation and re-
safe working atmosphere, WNS gramme: A grooming pro- nowned external members appoint-
demonstrates how equal rights for gramme for women employees, ed by the company. Upon receiving
women is not just a catchphrase. providing them with opportu- a complaint from an employee, the
Rajnish Borah delineates the steps nities to seek mentorship for IC investigates the matter and takes
that the organisation has taken to career advancement. appropriate measures, including
make it possible. Excerpts: 5. Fairness in Advancement and disciplinary action.
Growth: WNS’ policies and
What have been some of the novel practices promote fairness and WNS organises regular constant
initiatives in your organisation to include required checks and sensitisation workshops on work-
ensure gender diversity and inclusion? balances to bring transparency. place ethics and leading by example
in creating a healthy and safe work-
Diversity, equity and inclusion Efforts to improve space for all.
(DE&I) remains a critical agenda the representation
on the organisational roadmap. At of women across What has been the impact of
WNS, we take pride in being an the initiative/s taken? Has the
equal opportunity employer and the organisation organisation conducted a survey to
ensure we practice it through the have resulted in assess the impact?
entire lifecycle of an employee’s an increase in the
journey. WNS has 55,000+ employ- percentage of 1. The Centurion programme helps
ees across 54 delivery centres in 17 women in the total create opportunities for growth
countries. Of our total strength, 45 workforce from 39 for high-potential women man-
per cent employees are women. per cent in 2015 to agers. The net promoter score
45 per cent in 2022. of the programme is as high as
WNS’ DEI process and policies 9.3/10, indicating that it has
have three broad pillars: 6. One-to-one-help: Women employ- added great value to the profes-
1. Building a diverse workforce ees have access to one-to-one sional journeys of women who
2. Creating an inclusive workplace support on a variety of issues, participated in the programme.
including maternity, counseling,
for all returning to work support and 2. WNS is among the only seven
3. Ensuring a safe and equitable mental wellness. Indian companies that were
included on the Bloomberg
workplace 7. Conducive workspaces: Through Gender-Equality Index twice in
workshops on the subject, inter- a row over the last two years.
Initiatives: actions with leaders who share
their growth experiences and 3. WNS is the only company from
1. Conscious Diversity Hiring: promoting a culture of mutual the BPM industry to be recog-
WNS runs exclusive campaigns respect and inclusivity, WNS nised among the Top 25 Safest
to bring talented women into creates conducive workspaces for Workplaces in India by KelpHR.
the organisation, especially in all to thrive and grow.
leadership positions. Right from 4. Efforts to improve the rep-
the sourcing stage, WNS con- What specific measures do you take resentation of women across
sciously includes a diverse mix in case of sexual harassment, or body the organisation have resulted
of candidates and even offers in an increase in the percentage
differential referral bonuses to of women in the total workforce
attract women candidates. from 39 per cent in 2015 to 45
per cent in 2022. WNS’ diversity
2. Campus Programme: WNS has hiring and retention practices
an internal mandate of recruit- over the years have resulted in
ing 50 per cent women for women making up 50 per cent
fresher programme batches for of the workforce at entry-level
business and enabling unit roles. positions in 2022. 

3. Centurion: A WNS flagship
programme focusing on lead-

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6th

AWARDS DISABILITY CONFIDENCE AWARD

Quantify Inclusion
of Persons with
Disabilities

› Sriram Ragunandhanan, Vice-President HR, Aegis Customer
Support Services Pvt Ltd (a Startek company), on the need for greater

engagement with PwDs and the multiple steps required for this

Managing diversity is more
than simply acknowledging
differences in people. It in-
volves recognising the value
of differences, combating
discrimination, and promoting inclusiveness.
Today, persons with disabilities form a signif-
icant aspect of the diversity, equity and inclu-
sion framework in most organisations. There
is an imperative need for equal opportunity
and inclusion wherein organisations need to
ensure that all workplace policies and practic-
es are free from discrimination and any differ-
ently-abled applicant should be considered for
employment according to their aptitudes, abil-
ities and qualifications. Persons with disabili-
ties sensitive recruitment and retention prac-
tices along with equal remuneration benefits
should be in place along with specific focus on
career development.

Another important factor is to create sus-
tainable policies to promote inclusion. Goals
for persons with disabilities inclusion should
be formulated and internal, as well as external
stakeholders, should be involved in the devel-
opment of company policies which are sensi-
tive and not based on assumptive conclusions.
Accessibility and reasonable modifications

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AWARDS

should be a top priority in organisations. There should to partner with a socially sustainable growth model and

be constant dialogues with persons with disabilities to discuss suggestions for improvement. The group can also

gauge the accessibility needs and invest in providing an cover various bills and legislations which may be of mu-

accessible environment. Reasonable physical modifica- tual interest to create awareness amongst its members.

tions should be made to the workplaces and a safe and An internal persons with disabilities help desk should be
accessible physical environment which may also include arranged to continuously engage in a dialogue with them
accessible transport and modified equipment should be along with investment in workplace programmes in con-
arranged.
sultation with all relevant stakeholders to ensure sensi-
Digital accessibility is also a key factor and assistive tisation and peer understanding and acceptance. There
technology should be provided to them as per their should be transparency, measuring and reporting along
needs. To fully participate in the workforce, applicants with publishing the company’s policies and implementa-
and employees with disabilities must have access to and tion plan for promoting inclusivity. Benchmarks should
use of information and data that is comparable to the ac- be drawn to quantify inclusion of persons with disabili-
cess and use by applicants and employees without dis-
ties in terms of recruitment, pro-
abilities. A commitment to acces-
gress on assessment, training and
sible and usable technology is as
essential to facilitating meaningful Reasonable physical promotions.
and effective employment oppor- modifications Inclusive business culture can
tunities for individuals with disa-
bilities as structural elements are should be made be achieved by commitment at all
to ensuring their physical access to to the workplaces levels of an organisation for creat-
buildings and offices. ing and maintaining an inclusive
and a safe and work environment. Communi-
One of the most important fac- accessible physical cating the company’s goal of an
ets in disability inclusion is leader- environment which inclusive and diverse workplace
ship, sensitisation and community to employees at all levels of the
engagement and top management may also include organisation and indicating what
support for promoting diversity accessible transport they can do to help are also ex-
persons with disabilities sensi- tremely important. Organisations
tisation programmes can focus and modified need to review their HR process-
on understanding various kinds equipment should es, qualification standards and job
of disabilities and their causes, descriptions to determine whether

challenging some of the general be arranged. they facilitate or impede the hir-
assumptions, attitude, values and ing and advancement of persons

beliefs regarding disability, pro- with disabilities. The adoption of

viding them support without mak- effective outreach and recruitment

ing them feel different, training supervisors/line manag- strategies are essential in ensuring that the workforce in-
ers to ensure they take utmost care while dealing with cludes individuals with disabilities. This will need devel-
persons with disabilities and recognising effective and oping relationships with a variety of recruitment sources
appropriate forms of communication and developing through formal partnerships or informal interactions.
strategies to meet the needs of persons with disabilities. Inclusion and empowerment of Persons with Disabilities
Affinity groups on persons with disabilities can be cre- at workplace shall create a definitive business advantage
ated which are voluntary, employee-driven groups that by bringing multiple skills to the environment and also
typically focus on shared interest. These groups can pro- resulting in increased engagement, discipline, reduced

vide support and enable networking opportunities such turnover and enhancement of relationships with cus-

as mentoring, community outreach, career development tomers. With a diverse workforce which includes Persons

and cultural awareness activities. Persons with disabili- with Disabilities, it will be easier to adapt for new market

ties clubs can be formed where members can meet to dis- changes and increase organisational flexibility and the

cuss topics as diverse as value-addition to this initiative, organisation will gain a competitive advantage. 

BW PEOPLE AUGUST 2022 75 WWW.BWPEOPLE.COM

AWARDS PIONEERING INITIATIVE AWARD
BW PEOPLE AUGUST 2022 76
Bye
to

Bias

› Jagriti Kumar, CFO,
NLB Services, calls
for sound policies

all 365 days, not just
one designated day,
to improve women’s

representation in
technology jobs

The official website for International
Women’s Day 2022 starts with an
illuminating callout — “Imagine a
gender equal world”. To me, howev-
er, what stood out is the fact that
over two decades into the 21st century, we are
still imagining what should have been com-
monplace. The theme for the year is ‘Breaking
the Bias’. The bias that has a deep impact on
women in their personal lives as well as profes-
sional and social lives. Fair enough! But barring

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AWARDS

this one day that the world chooses to lavish women The approach to promotion structure within organi-

with promises of equality, I ask myself, are we doing sations must be equitable so that women can envision

enough to actually break the bias? growth. Until women are able to see themselves in

Studies have highlighted the direct positive effects leadership positions, the rate of attrition in tech will

of gender diversity in the workplace on innovation, be disproportionate to them. Companies need to offer

enhanced collaboration and unique work culture. Nev- a transparent pathway for women to climb up the

ertheless, in the United States, women accounted for ladder without the fear of ambiguity, bias, pay gap and

only 26 per cent of computer and mathematics positions discrimination.

and 15 per cent of engineering positions. Most leading Senior colleagues play a valuable role in the profes-

tech companies have robust DE&I policies in place, and sional development of early-stage workers. Companies

yet the average of women in technical position is at a can put mentorship and sponsorship programmes

meagre 24 per cent. Clearly, our efforts are minuscule in place in order to help women in technical roles to

compared to the roadblocks that stand in the way of connect with experts and steer their career in the right

women in tech, and business in general. direction. Regular and frequent interaction with the

The ground reality, as revealed by McKinsey and higher ups in the form of motivational sessions and

Girls in Tech, might seem a seminars can go a long way

little discouraging. As per their to help women in tech to stay

research, only a handful of Whether it’s motivated and have a sense of
companies are making a system- belonging.
conscious or
atic approach to place women Personally, I’ve been inspired

in technical positions. Whereas, unconscious, gender by certain organisations which
a vast majority of organisations bias in technology have taken active steps to make a
are failing to create sustainable tangible positive impact at work-

opportunities for women to grow is an unpleasant place. This goes on to show that
in their early career stages. reality. The low with the right intent, all of us can
achieve equity at the workplace.
Whether it’s conscious or number of women

unconscious, gender bias in tech- For instance, Johnson & Johnson

nology is an unpleasant reality. in tech leadership has been on a quest to achieve
The low number of women in positions points to gender equity through various
tech leadership positions points measures. For instance, we could

to larger challenges at play. larger challenges at all learn a thing or two from their
Assumptions that lead people to play. employee resource groups, men-
believe that women are inferior toring platforms and ‘Diversity

in technology or analytics need University’, a website dedicat-

to be addressed and dispelled. ed to the benefits of working

Deloitte predicts that large global technology firms, on collaboratively. Accenture has created opportunities for

an average, will reach nearly 33 per cent overall female marginalised groups with its threefold inclusivity pro-

representation in their workforces in 2022, up slightly gramme that consists of diversity awareness, diversity

more than 2 percentage points from 2019. Challenges management and professional development. Likewise,

are numerous but with the right steps, we as companies EY has made its mark as the first Big Four to appoint

and employers can surely make a positive change. individuals from minority communities in partner-lev-

Access to training, projects and other resources el and leadership roles. The point is, there’s no short-

can help bridge the gender divide by a great measure. age of inspiration, provided we look hard enough.

Organisations ought to focus on the skill-building of There’s a lot we can do for our women teammates

women in technical roles by providing them ample that will be mutually beneficial to both the organisation

opportunities to upskill and reskill themselves. Unless and the employees. Having said that, we need to first

and until companies get proactive for the advancement acknowledge the importance of diversity and inclusion,

of individuals in technical positions, they are likely to be and work towards building it. Which brings me to my

deprived of the power of diversity. first and foremost thought, had we been doing that,

Providing a clear, equitable promotion structure for would we still be fighting for equality at the workplace?

early-tenure women employees can also benefit compa- Evidently, one day of a calendar year is not doing much

nies to build a robust and diverse workforce. for us. It’s the rest of the 364 days that we need. 

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AWARDS PIONEERING INITIATIVE AWARD

“PWD, INTEGRAL
PART OF FLEX
FAMILY”

› Sandra Andrews, Sr Director HR, Flex, describes
her organisation’s policies in diversity and inclusion,

and the impact of these policies

An important plank of the D&I at Flex is providing equal opportunities to per-
sons with disabilities, and creating an inclusive environment for them through
awareness programmes and progressive policies. Sandra Andrews, Sr Director
HR, sheds light on some of these measures. Excerpts:

Can you describe some important D&I initiatives at Flex?
We acknowledge the undoubted advantage that our global workforce’s unique back-
grounds, abilities, perspectives, and talents bring. People with disabilities (PwD) are an in-
tegral part of our Flex family, and we are proud to advance this important mission through
our disability inclusion initiatives and practices.

Flex has joined The Valuable 500, a global community of over 400 CEOs who are revo-
lutionising disability inclusion through business leadership and opportunity, reinforcing its
commitment to building an inclusive and diverse workplace.

As part of our pledge to The Valuable 500, Flex is committing to increase the employ-
ment of people with disabilities by 10 per cent or more by the year 2025. The company
plans to achieve this through proactive accommodations and recruitment in partnership
with The Valuable 500 and the expansion of the Flex Inclusion Factory programme, fur-
ther facilitating the inclusion of people with disabilities through vocational training and
meaningful employment.

Internally at Flex, we have employee resource groups (ERGs) to promoting awareness,
understanding, inclusion, and opportunity for people of all abilities through allyship and
partnership.

What specific problem areas and challenges did you identify, that needed to be

addressed?
One of the major challenges in creating an inclusive environment is overcoming communi-
cation barriers. It is the company’s responsibility to ensure that such miscommunications
do not affect the work environment. It is extremely important to sensitise employees about
different cultures. What is considered innocuous to one culture, could be considered an

BW PEOPLE AUGUST 2022 78 WWW.BWPEOPLE.COM

AWARDS

affront to others. port or provide informa-
This could be tion about sexual har-
assment is also strictly
addressed by creating prohibited. Employees
a clear rule book that are encouraged to report
specifies the company’s any conduct that they
stance on diversity and believe to be retaliatory
inclusion and then com- towards themselves or
municating that mes- another employee.
sage to the employees.
At Flex, we are taking For example, in
measures to build equity India, the company has
into every strand of our formed an internal
culture’s DNA. Analysis complaints committee
of our practices, policies, (ICC) at every Flex
processes, and systems location.
is underway to help us
understand where bias In addition to local
may exist so that we reporting channels, we
can address gaps and have a toll-free hotline
improve the employee and online reporting
experience. channel available 24
hours, 7 days a week in
How did Flex evolve multiple languages from
policies in this regard, across the world. The
and what kind of Flex ethics hotline is
sensitisation training is available to all employ-
provided to employees? ees, suppliers, custom-
Our competitive edge ers, investors, and other
lies in the diversity stakeholders anywhere
of our approximately in the world. Reports
1,60,000 employees, can be made either by
spread across more calling this anonymous
than 30 countries. Globally, we have rolled out several toll-free hotline or by
initiatives to further build our culture of understanding
and belonging, including team engagement events and filing a report online.
through the creation of ERGs. We have eight ERGs and
a separate department for diversity, equity & inclusion What has been the impact of the initiative/s taken?
with a global Chair to helm it. Some of the ERG groups
in India are - women in Flex (WiF), women in tech Has Flex conducted a survey to assess the impact?
(WIT), people with diversAblities (PwD), Asian Pacific In 2021, women made up 44.2 per cent of Flex’s overall
Flex network (APFN) and Pride ERG. global workforce, we increased female leadership to 21
per cent and increased people with disability employ-
Our policy & governance includes paid paternity ment by 23 per cent. Our diversity aspiration reflects
leave, diverse candidate interview panels, crèches at in 44 per cent of female representation at our India
many of our sites and the global inclusion council. manufacturing sites.

The launch of ERGsin 2021 has further built our Flex today is one of the leading employers of people
culture of inclusiveness and created a safe space for em- with disabilities in the electronics industry with more
ployees to be vulnerable and share their experiences. than 100+ PwD employees across our sites. We were
recognised as the ‘Best Private Employer’ for employing
What specific measures do you take in the case of specially abled’ persons by the Government of Tamil
sexual harassment, or any other misconduct based on Nadu in 2015.
caste, colour, creed or gender?
We follow a ‘zero tolerance policy’ towards any form of The results from our Employee Engagement Survey
sexual harassment. Retaliation against persons who re- for the year 2021 complement our commitment towards
DEI with a score of 4.6 against a 5-scale rating. This
demonstrates that every employee at Flex is respected
and valued. 

BW PEOPLE AUGUST 2022 79 WWW.BWPEOPLE.COM

AWARDS PIONEERING INITIATIVE AWARD

Women In The
Driver’s Seat

› Vishwajit Samant, Vice-President, HR, JSW Steel Limited, is proud

that in his company, women shoulder the work that is considered a

male preserve One wouldn’t picture women rail
drivers shifting hot metal from blast
Photograph by RITESH SHARMA furnaces to steel melting division.
Yet that is what women workforce at
JSW Steel are empowered to do. The
steel major involves women in operations ranging
from white- to blue-collar work. For example, the
cut-to-length unit, which is meant for customers
who directly want to use the plates with specified
lengths and thickness, has all women managers,
staff and operators; a pellet plant and continu-
ous galvanising line has conversion into complete
female workforce; and its electrical & mechanical
maintenance of heavy-duty machineries is managed
by female employees.

Vishwajit Samant, Vice-President, HR, JSW
Steel, shares that the organisation celebrates the
success stories of women breaking stereotypes,
their passion for work, their excellence on the job,
the challenges they have faced and tips for other
women to break through the glass ceiling. Discus-
sions on career aspirations are fostered as part of an
initiative called ‘springboard’.

The wellbeing of employees is also given equal
importance, through We-Care, a 24*7 free employ-
ee & family assistance for self-care, occupational
wellness, and other related aspects.

And there is a sincere effort to increase, in a
phased manner, the strength of women in work-
force by 20 per cent.

The D&I initiatives of the organisation have
positively impacted 300+ women employees on
rolls, 1,000+ contractual employees (at the time of
awards), as well as 10,000 women through town-
ship initiatives. And the Bhumika initiative has seen
several women leaders and mentors emerging.

That, truly is a steely resolve for change. 

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AWARDS OUTSTANDING DIVERSITY NETWORK
BW PEOPLE AUGUST 2022 82
SOCIAL
STEREOTYPES
AT PLAY

› Arnabi Marjit, Vice-President
and Head D&I, Lupin, highlights
the challenges of creating equitable

Bworkplace, given the inherent biases
iases are a part of human existence and can prevent
organisations from leveraging the value of diversity
in the workforce. Biases can take several forms and
often result in exclusion of those employees from
opportunities for which they may be suitable.
This is especially rampant in a country like India where
years of patriarchy have ingrained in us certain biases. These
biases then percolate from our personal/social lives into our
workspace, as each of us bring our whole self to work every day.
It then becomes a whole new struggle to remove these biases
from daily transactions at work.

While investing in creating an equitable workplace, the true
challenge has been gaining ‘commitment right’ from the top to
the mid-segment of the organisation and having gained it, sus-
taining the change across processes and over a period of time.

For Lupin, one important focus area has been inclusiveness
for women. Although at first glance this may come across as the
primary dimension of diversity, it has its own set of challenges,
strongly driven by gender bias and stereotypes that have be-
come calcified over centuries.

1. Changing Leadership Mindset
Leadership starts right at the top and travels down till the mid-
dle. Societal pressures make it imperative that we as leaders es-
pouse equality of gender in all walks of life. However, actioning
these across our workspaces becomes a challenge. One of the
critical stakeholders of implementation of the D&I strategy are
the mid-level managers and team leaders who manage large
teams and have strict delivery targets. There is an immense
opportunity to leverage middle managers; and in doing so, we
must focus efforts on sensitisation of these groups.

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AWARDS

a. Legacy Mindsets: A large proportion of the work-
force at the leadership and mid-management levels
carry the attitudes followed for decades – loaded with
stereotypes and gender biases rooted in a patriar-
chal society. This poses a challenge in implementing
new practices that drive inclusion. The resistance to
change comes at every step of the way, from hiring to
retention.

b. Industry and Domain: Over the years our experience
and observation has reinforced our thinking – wom-
en don’t work in manufacturing and women cannot
travel thereby cannot be in a sales job. Some of the
key challenges that business leaders and line manag-
ers share pertain to flexibility and stability of women
in jobs, in these areas.
Our effort in enlisting support has always focused on

creating awareness and building sensitivity around the
subject of D&I. Right from interviewing workshops to
first-time managers to induction level programmes, we
indoctrinate the employees at every stage about the sen-
sitivity that they need to exhibit while dealing with the
other gender. The aim of the programme of gender sensi-
tisation is to instil a sense of ownership and accountabil-
ity towards building an inclusive mindset. This, in turn,
helps managers role model inclusive behaviour in various
decision points of hiring, advancement, and retention.

2. Making D&I Measurable c. Diversity Champions: The intent of D&I efforts and
The essence of successful implementation of D&I prac- continuous action is strengthened when we build
tices is in formulating a clear strategy, setting clear ex- ambassadors for a given cause. These leaders can act
pectations and holding people accountable. as catalysts and can take it to a whole new trajectory.
a. Articulating a Clear D&I Strategy: ‘Well planned is They need to be provided adequate support and re-
sources to be seen as visible ‘agents of change’ that we
half done’ — this adage is the lynch pin of all success- want to see in the organisation.
ful change management initiatives. Laying down a
D&I strategy clearly and then cascading it down right d. Celebrations: No matter how frivolous it might seem;
from the top ensures organisation-wide ‘buy-in’. celebrations are key for providing the visibility to the
b. Identifying Metrices: The balance between the fuzzy cause. Events like International Women’s Day draw
idea of D&I and converting it to measurable indices the attention of even employees who would otherwise
is a tough one to strike. Nevertheless, it is important be oblivious to all other forms of communication.
to identify key metrices that business leaders are ac- Involving the larger population is key to inclusion.
countable for. Linking it to their performance plans Hence, we need to make these celebrations as inclu-
makes it sustainable. sive as possible.
As any change management exercise would have it,
The balance between the fuzzy
idea of D&I and converting it to we need to tread the path from initial shock to basic
measurable indices is a tough awareness. We must appreciate and acknowledge that
this is a continuous process that will need to be fed with
one to strike. Nevertheless, it intent and backed with affirmative action, until it be-
is important to identify key comes a part of our DNA. 
metrices that business leaders

are accountable for.

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AWARDS D&I BUSINESS LEADER AWARD

“WE RECOGNISE
DIFFERENT
VULNERABILITIES”

› Ruchi Bhalla, Country WWW.BWPEOPLE.COM
Head - India Delivery
Centers and Vice President,
Human Resources (Asia
Pacific), Pitney Bowes
India Pvt. Ltd, shares
her organisation’s efforts
towards inclusivity

Pitney Bowes India Pvt has invested
in patiently listening to experiences
of various marginalised groups, and
builds on its policies based on these
narratives. Ruchi Bhalla describes
how this approach has shown results, and how
the organisation measures the impact through
regular surveys.

What are some of the landmark initiatives
that Pitney Bowes has launched to further the
cause of diversity and inclusion?
At Pitney Bowes India, we look at inclusion
from the lens of intersectionality. Intersection-
ality recognises that individuals experience
challenges based on multiple and intersecting
identities, including age, gender, race, sexual
orientation, disability, religion, ethnicity, or
socio-economic status. By sharing employee
stories under three broad pillars – ‘education
and awareness’, ‘listen and share’, and ‘cele-

BW PEOPLE AUGUST 2022 84

AWARDS

brating wins’, we try to highlight the different voices in their goals, had enabled sustainable inclusion.

the organisation. Our intersectional approach has also Along with the ‘bystander’ and ‘empathetic leader-

helped us focus on vulnerable groups, including those ship’ trainings mentioned earlier, we have a dedicated

coming from marginalised backgrounds and small DIBE programme (diversity, inclusion, belonging and

towns. The focus is on recognising that each person has equity), a targeted initiative to help everyone, including

different vulnerabilities. leaders, managers, and teams learn more and actively

Our women’s leadership accelerator programme practice diversity and inclusion, eliminate unconscious

focuses on nurturing and developing high-potential biases and create belonging.

women in India. Pitney Bowes India is one of the first How does the organisation deal with sexual harass-

few organisations in the country to encourage ‘blind ment, or body shaming, racial, religious or caste-specif-

applications’ from candidates that allows applicants to ic slur or any other misconduct based on caste, colour,

choose to omit their first or last name from the appli- creed or gender?

cations along with other sensitive information such At Pitney Bowes, we have zero tolerance towards

as age and gender. We have also been a strong ally to sexual harassment. We treat each other and all with

the LGBTQI+ community and launched a ‘new special whom we do business with courtesy, fairness, respect,

parenting leave policy’ where all and dignity. We have a dedicated

employees, regardless of gender internal complaints committee

(including LGBTQ+), are eligible to protect and prevent sexual

to 26 weeks of paid leave if they “Pitney Bowes India harassment at the workplace and
legally adopt a child or become is one of the first for the redressal of complaints of
parents through surrogacy. few organisations sexual harassment and matters
in the country to connected to it.
What specific problem areas and encourage ‘blind
challenges did you specifically applications’ from What has been the impact of
address? candidates that the initiative/s taken? Has the
For programmes to be authentic, organisation conducted a survey
they need to be personalised and allows applicants to to assess the impact?
iterative. When we are talking choose to omit their We conduct several Pulse surveys
about diversity in a hybrid model, through the year to get feedback
we are talking about two sets of first or last name” on various initiatives as we run
people – one who are in the room them and we tweak them to meet
and the other who are behind the the needs of our people. Our
screen. We as an organisation Annual Employee Engagement
needed to make sure that our
Survey is an integral tool that tells
programmes were weaving in
us how our employees are doing
all perspectives, all voices, whether across the table or
and provides insights about what they think is going
across the phone, and ensure that everyone is equally
well and what we can do better. Inputs from the survey
represented.
are discussed at the firm-, regional- and local team
We trained our managers to be empathetic and
better listeners. We conducted several trainings to help level. They are cascaded down to each person within
organisation to help them understand their role in the
leaders understand and minimise their biases, includ-
success of the company.
ing ‘bystander interventions’ and ‘empathetic leader-

ship’ workshops, so that they can be aware of their own What is the way forward for more diverse and
biases and biases of those within their teams. inclusive workplaces?

Can you describe company policies and sensitisation An inclusive environment must be consciously tailored
and nurtured. D&I programmes have to be personal-
training provided to employees to address biases? ised and authentic. Organisations need to identify the
Leaders need to be cognizant of their own inherent

biases as well as their teammates and make a conscious layers of intersectionality that disadvantage certain

effort to minimise their interference in daily conduct. groups, acknowledge them, and make everyone feel

Creating a culture of merit, where only talent matters equally represented. Ensuring that all perspectives and

and having role models to look up to, so that people voices are heard goes a long way in building a support-

have the courage to innovate, be inspired, and achieve ive and inclusive workplace. 

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AWARDS D&I BUSINESS LEADER AWARD

“WE ORGANISED ‘KNOW
YOUR BIAS’ WORKSHOPS”

› Manish Patil, Director Engineering, Faurecia India Private
Limited, on his organisation’s drive to have gender diverse workforce

BW PEOPLE AUGUST 2022 88 From encouraging wom-
en to take up leadership
and male-dominated
roles to addressing biases
through workshops and
clearly-defined policies, Faurecia
India Private Limited has initiated
several inclusive measures. Man-
ish Patil, who is the company’s D&I
champion for India, describes these
initiatives. Excerpts:

Can you describe some landmark
initiatives that your organisation
has embarked upon to ensure
diversity and inclusion?
Women’s forum: The idea was to
have a platform where women can
share their requirements to improve
facilities at work. It resulted positive-
ly, and we addressed major needs,
like organising a shuttle to drop-off
late working female employees, in-
itiating a creche facility survey and
now working on the execution.

Periodical connects are organ-
ised to address key priorities and
garner suggestions with the support
of site management.
Female mentorship: The idea is to
develop the leadership and soft skills
of female employees and to promote
them to global platforms. It will add
value to our business as we are cre-
ating next generation leaders here.
We are trying this model for the first

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time and we are expecting good results out of it. gender diverse population to bring new and differ-

D&I welcome calls – We welcome newly-recruited gen- ent perspectives at work. The group decided to re-

der-diverse talent and make an effort to understand how cruit 37 per cent gender diverse population; current-

they are settling in Faurecia. We understand our good ly we are at 38 per cent in the hiring.

practices and improvement areas from them. It has re- • We found that woman can address their require-

sulted in us being able to review our joining/settling pro- ment and topics in the women’s forum, so we formed

cess from new joiners’ perspective and we have started one, and have already started working on several

working on improvement area. projects, like: pool cab for women working late; cre-

These calls have given our new female talent a platform che facility for working moms; technical training;

to connect to and be heard by the India leadership team. assigning mentor for development; change in build-

We have also nominated D&I champions at each site to ing infrastructure to make it more comfortable for

connect with new female talent. gender-diverse population

Her way: The purpose of ‘her way’ sessions is to invite

Faurecia women leaders to one platform where they can What kind of support did you get across the board?

share their experiences, talk about their career journeys, Also, did you meet resistance at any level?

and connect with other Faurecians, especially female FORVIA believes in peer-to-peer connect and our

young talent. These sessions have helped motivate and board is very supportive. I joined as a lead engineer and

inspire Faurecia women to seize had a female manager, and she

every opportunity and take the shaped me to leadership role.

leap in their careers. “We welcome So, I believe, you need to have
Break the bias : It was a theme acceptance of diverse working

of International Women’s Day newly-recruited global environment, and you
2022. Faurecia launched the gender-diverse should be open to learn and ac-
#BreakTheBias campaign on cept challenges.
talent and make an
LinkedIn. The India leadership

team and all Faurecians shared effort to understand What has been the impact of
their own commitment to the how they are the initiative/s taken? Has
cause. the organisation conducted a

What specific problem areas settling in Faurecia. survey to assess the impact?
and challenges did you We understand our Our organisation conducted
identify, that needed to be good practices and
an engagement survey and

impact was huge. I would say

addressed? improvement areas that in my team the impact of
FORVIA Group understands from them” know your bias workshop is
huge. People started address-
the importance of D&I and is

putting special focus on this ing their bias, became more

topic. Our group has nominated aware of challenges of gender

D&I champions for each coun- diverse population and started

try globally to address and implement the Group’s D&I offering help. We have promoted female leadership to

strategy. I, being a D&I champion for India, have identi- techno-commercial roles in manufacturing plant and in

fied the following areas where I need to put more focus. engineering centers.

• Resistance towards accepting a female colleague in a We have seen that people want to have female col-

masculine industry like manufacturing engineering. leagues in their team and are helping them to get

We immediately started to organise ‘know your bias’ challenging work. We believe that our mentorship

workshops. programme would develop future female leaders. We

• We found that challenging work is not offered to fe- are planning to promote our India gender diverse talent

male colleagues. For this, we started organising one- to global level.

to-one with female colleagues to understand their

requirement and assigned one global-level mentor What is the way forward for more diverse and

to mentor them to handle any challenging tasks. We inclusive workplaces?

also promoted women to techno-commercial roles at I personally believe that this is just a start and we need

our manufacturing plants. to identify more areas where we can make a difference.

• We found that we need to increase the number of We need to continue the spirit of D&I. 

BW PEOPLE AUGUST 2022 89 WWW.BWPEOPLE.COM

AWARDS HR CHAMPION OF THE YEAR

“BIGGEST RESISTANCE
IS IN OUR MIND”

› No one should feel discriminated against in any organisation
based on gender, age, geography or ability, believes Suhas Athma,

CHRO, EV Motors India.

Aleader in human resource management, change-maker and
multiple award-winning professional, Suhas Athma shares
what steps have had visible and lasting impact on strengthen-
ing belongingness in companies and what is the way forward to
ensure that inherent biases are shunned. Excerpts:

What have been some of the novel initiatives in your organisation to
ensure diversity and inclusion?
In any organisation, there should be a sense of belongingness for people
across gender, age group, geographic location or ability. To reach this aim,
we need better working conditions. We identify safe diversity zones in our
organisation where everyone can talk about their problems, share concerns

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AWARDS

and build a network without any judgement. Comments like “you are as old
Besides, we look for leaders who have successfully
as my father/mother” or “you
challenged the status quo to address the HR department
with inspirational stories. For example, we can have a will not be able to participate in
top corporate leader who identifies as nonbinary to talk
about their story. We have had specially-able IAS/IPS this activity due to your age” are
officers who have excelled in their fields to talk about
their journey. taken very seriously.

Further, we launched monetary rewards when some- Did you meet resistance at any level?
one referred a candidate who could add to diversity. We The resistance is only in our mind. We don’t want to rec-
were mindful of the same during campus hiring. ognise our subconscious bias. A positive change in the
mindset is the biggest support we can get and a refusal to
We also launched the initiative ‘your baby not billa- break biases is the biggest resistance.
bility’ for women employees wherein we tied up with
childcare centres and facilitated childcare allowance. The management promptly supported all training
Our ‘win-back’ policy was for women to join us after programmes for employees. We also have annual net-
marriage, pregnancy or change of location wherein we working events where people from other parts of the
gave them flexibility to work from home, hours, pick and world share their experiences and we see the kind of
drop facility. inclusivity that comes naturally to another part of the
world.
There is also a lateral movement policy for employ-
ees: giving them experience in other functions so that What has been the impact of the initiative/s taken?
they get faster growth. Strengthening the pillars of diversity—infrastructure,
networking and empowerment—is a continuous pro-
What specific problem areas and challenges did you cess. We need regular initiatives like targeted training,
identify, like biases, that needed to be addressed? leadership development, and workshops to maintain the
Problems arise when people do not realise they are being impact.
offensive or prejudiced against their colleagues merely
because of their sexual orientation/body type or race. To Our goal is to increase representation of diverse cat-
address this, we got on board Inner Katha Interventions, egories in our workforce across all levels, especially in
an alternative experiential learning company with a business functions.
strong expertise in theatre-based corporate training and
gender sensitisation. They worked with top management From 2-3 per cent diversity hires in senior manage-
so that the changes could percolate top-down. ment to 15 per cent in one year, the impact of these initi-
atives has been incredible. In middle and junior manage-
Can you describe some of the policies and ment, the surge has been tremendous from 2-5 per cent
sensitisation programmes in this regard? to 48 per cent over the same period.
We want our people to bring their whole selves to work
and not feel that there is a part of them they must hide. In the telecom industry, we saw a rise in the number
We recognised that a diverse partner pool can differen- of women entrepreneurs because of our drive to promote
tiate a company from competitors and also help capture them.
new clients.
What is the way forward for more diverse and
We ensured that the identified talent has a designed inclusive workplaces?
career progression path and is exposed to senior execu- The responsibility of companies does not stop at hiring
tives who spend significant time advising and mentoring women or the specially-able or people from the LGBT
them. In a unique HR policy, 20 per cent of the bonus communities to meet their diversity, equity and inclusion
KPI is linked to diversity hires. numbers. They need to build career paths for such talent.
There should be leadership programmes for employees
There are intense sensitisation campaigns for lead- on business acumen and internal management develop-
ership teams. Following them, there is no tolerance for ment programmes.
snide comments or judgement based on appearance,
sexual orientation, race or age. Comments like “you are To attract the best global talent, we need to design
as old as my father/mother” or “you will not be able to inclusion policies specifically as recruitment and reten-
participate in this activity due to your age” are taken very tion tools, helping to broaden the pool of talent and also
seriously. helping to build an employment brand that is seen as
fully inclusive. 

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AWARDS CHAMPION OF CHANGE

DEI, PART OF OUR
CREDO

› Gopinath Pullaihgari,
Director & Head - Human
Resources, Verizon India,
describes his company’s
philosophy and principles
regarding inclusion.

BW PEOPLE AUGUST 2022 92 What have been some of the novel
initiatives in your organisation to
ensure diversity and inclusion?

We, at Verizon India, are an eq-
uitable workplace where 6,500+
talented people from diverse back-

grounds collaborate, inspire one
another, and bring their authen-
tic selves to and build together
networks, products and solu-
tions that better the lives of our
customers and communities.
Their combined intelligence,
spirit and creativity makes Veri-
zon a great place to work, learn
and grow. Diversity, equity and
inclusion are a part of our cre-
do and our philosophy is guid-
ed by diversity principles,

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AWARDS

policies and practices that activate our commitment as or any other relevant best practices in the industry.

an equal opportunity employer. There is also a robust awareness programme in place to

At Verizon India we have a robust framework to ensure adherence and awareness of the policy.

foster a culture that is diverse and inclusive. We have

strong set of women friendly policies (maternity policy, What kind of support did you get across the board?

GRW, mystical motherhood programme), gender diver- Also, did you meet resistance at any level?

sity hiring drives and women returnee programme, to The DEI strategy starts with leadership’s commitment

name a few. and shared responsibility across the entire organisa-

tion. Business leaders are accountable for leading and

How did the organisation evolve policies to ensure driving practices, programmes that accentuate gender

that all the employees understand the D&I ethos, diversity in all roles. Leaders are executive sponsors for

and what kind of sensitisation training is provided to the DEI programmes to support growth and develop-

them? ment of women talent at various stages of their career.

We have the below mentioned mandatory ‘inclusion’ We have a diversity equity and inclusion executive

training for all our employees, that ensures a respect- council that comprises leaders who are executive spon-

able workplace where everyone feels involved, valued sors for initiatives from various business groups along

and belonged even in the hybrid model. The trainings with the DEI Lead and HR Business Partners to drive

are: our robust Diversity & Inclusion charter across the or-

Unconscious Bias: A manda- ganisation. This approach empha-

tory 2.5 hours training module sises and exemplifies high poten-

for all employees, that is closely As a part of tial talent across diverse groups
monitored and reviewed for allyship, leaders and talent strata and equips them
completion by the leadership to be decision makers. As a part of

team. Identifying and addressing at Verizon India this approach we curate a holistic
microaggressions: As a part of are proactively set of initiatives that focuses on
allyship, leaders at Verizon India nurturing, supporting and ena-

are proactively identifying and ad- identifying and bling women talent to grow into
dressing any form of microaggres- addressing any form leadership roles. The DEI execu-
sion in everyday work. By demon- of microaggression tive council is equally focused on
strating and leading the way they all other facets of Diversity includ-

create an inclusive culture with a in everyday work. ing PwD, LGBTQ+ Veterans, etc.
strong sense of allyship among V

teamers. What has been the impact of

New Joiners Induction pro- the initiative/s taken? Has

gramme: Induction programmes are conducted, on the organisation conducted a survey to assess the

the key aspects pertaining to – Verizon’s credo, code of impact?

conduct, open door policy, non-retaliation policy, the Through these set of initiatives, today, Verizon In-

importance of “see something say something”, dealing dia has 30 per cent gender diversity, nearly 50 PwD

with difficult situations, how to report incidences of employees, over 16 sensitisation sessions for PwD

discrimination and , harassment was are covered. and LGBTQ+ reaching out to 1,000+ employees and

training programmes like unconscious bias, allyship

What specific measures do you take in the case of programmes etc., creating a strong culture of inclusion

sexual harassment, or body shaming, racial, religious and belongingness in the organisation.

or caste-specific slur or any other misconduct based

on caste, colour, creed or gender? What is the way forward for more diverse and

Verizon’s credo, code of conduct, open door policy and inclusive workplaces?

Non-retaliation policy addressed the importance of We at Verizon India are intentional to create an inclu-

“See something say something”, dealing with difficult sive V Teamer experience by implementing focused,

situations, how to report incidences of discrimina- segmented DEI approaches and programmes that

tion and harassment. Additionally, as per our internal will continue to offer necessary levers across levels for

compliance requirement, the POSH Policy is reviewed 6,500+ employees from diverse backgrounds to grow,

annually and updated based on any changes in the Act collaborate and be inspired. 

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AWARDS CHAMPION OF CHANGE AWARD

“OUR APPROACH WOULD

BE EQUAL TO ALL”

› Brijesh Yashpal Deshmukh, HR Advisor and DEI Lead for Fujitsu
India GDC, describes the impact of the initiatives launched

At the BW People D&I
Awards, Fujitsu India
GDC got the Best
Diversity Employer
Award, as well as
Champion of Change Award. Bri-
jesh Yashpal Deshmukh, who won
the latter award, has been working
relentlessly to make the workplace
truly inclusive. He describes the
effort that has gone into it, and
how the organsisation perseveres,
moving forward.

Proud to be a driving force behind

enabling policies:
I’ve been working with Fujit-
su - India as an HR Adviser and
Diversity & Inclusion Evangelist to
align Fujitsu’s values and strategic
purpose of allowing a workplace
where all employees can be entirely
themselves and achieve through
encouraging inclusion. In the
presence of John Lucas, Human
Resources Director, Fujitsu Global,
I was presented with the ‘Fujitsu
HR Excellence Award’ in 2020 for
my outstanding efforts. At Fujitsu
India GDC, I was a significant play-
er in the implementation of policies
such as the diversity & inclusion
policy, sabbatical policy, transition-
ing leave, and adoption leave.

Photograph by RITESH SHARMA On overcoming challenges:
We at Fujitsu, have addressed every
BW PEOPLE AUGUST 2022 94 challenge with a holistic approach
and a strategic methodology of

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AWARDS

interventions. Our core method- awareness around the concerns and ees across our teams work together
ology has been minimising gen- plights of the LGBTQIA+ commu- to support our DEI vision and
der inequality, hiring employees nity. Our efforts are towards cre- mission. It is but everybody’s
irrespective of gender, inclusive of ating a workplace which provides responsibility to enlighten each
infrastructure and policies. We can equal opportunities for all and other in doing the right thing.
find talent in every corner of the enables one to be truly themselves. Fujitsu’s Diversity and Inclusion
world. The only thing that we lack As a DEI ally, I am responsible for policies and framework and in-
is identifying and giving an oppor- conducting internal sessions as well grained with us all and there is no
tunity to the same. As we focus on as organise external speakers with resistance at any level.
building a sustainable society by our DEI and wellbeing partners.
building trust and introducing in- Assessing impact of the
novations around it, our approach Ways to deal with sexual
would be equal to all. harassment or other misconduct: initiatives:
We have very strict policies to elim- Our initiatives at Fujitsu India
Sensitisation programmes and inate bias or any misappropriation. GDC reflect our vision, principles,
policies: In Fujitsu, unethical situations are and support for the Sustainable
Fujitsu’ policies are evolving with a rarity, but to mitigate any such Development Goals (SDGs). In
the times and we conduct regular situation, we have implemented the FY21–22, a key component of our
sensitisation programmes to raise ‘whistleblowing policy’ where any- hiring and engagement strategy
one can raise concerns and the in- was to practise empathy and enable
In comparison to formation is kept strictly confiden- equality through our projects. In
last year, we now tial. We have a strict ‘posh policy’ comparison to last year, we now
to empower our people as well as a have a gender diversity ratio of 37
have a gender non-negotiable ‘gift policy’ which per cent and have experienced a
diversity ratio of 37 guides our people on what can be 9 per cent growth in overall India
per cent and have considered as bribe to government GDC gender diversity. Despite the
authorities/ vendors/ partners/ fact that our aim for this financial
experienced a 9 clients/ fellow team members in year was 32 per cent, we exceed-
per cent growth in lieu of favours/ business.” ed it by 5 per cent. Our female
overall India GDC hiring ratio has improved by 13 per
gender diversity. Level of support/ resistance to cent year over year, with women
these initiatives: accounting for 48 per cent of total
BW PEOPLE AUGUST 2022 95 Fujitsu leadership and the employ- hires this year. All 900+ female em-
ployees hired through the Diversity
and Inclusion Hiring Programme
are preparing for technical posi-
tions.”

Describing the way forward:
It’s no secret that diversity and in-
clusion (D&I) is on the mind these
days. In an ideal society, workers
would receive incentives and
recognition based simply on their
performance every time. However,
evidence shows that this does not
always occur. Fujitsu is developing
reward and recognition systems
to help entire workforce be more
visible. This will have a more direct
impact on D&I by providing work-
ers with a platform that supports
it, allowing executives to see who
is genuinely following through on
their D&I priorities. 

WWW.BWPEOPLE.COM

AWARDS INSPIRATIONAL ROLE MODEL OF THE YEAR

DIVERSITY
FOR
GREATER
CREATIVITY

› SM Gupta, Global Chief
People Officer, Startek, makes a
case for D&I as a matter of social
responsibility as well as a good
business case

Diversity, equity and inclusion (DEI) is diversity management policy and programme will even-
no longer a nice-to-have phenomenon; tually make a huge difference in the communication
rather it is a strong business case to cre- among employees and the general productivity of the
ate a competitive advantage. The concept organisation. Hence, it is highly imperative that today’s
of workforce diversity poses the biggest organisations recognise and manage workforce diversi-
challenge and at the same time provides the biggest ty effectively and formulate a very healthy ROI around
opportunity for present day organisations. A successful the same.

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AWARDS

Many companies now view diversity management as business imperative to support DEI which plays a major

a way of addressing the need to reflect the diversity of role in promoting the same. How senior management

their customers through diverse set of employees who champions diversity & inclusion plays an active role

can understand better and communicate with them. in disseminating the message and the efforts towards

This will definitely result in better customer and suppli- building diversity, equity and inclusion. Creating organ-

er relationships, which in turn could lead to improved isation-wide awareness through sensitisation & commu-

financial performance. Another strong argument for di- nication helps in embedding inclusion in the workplace.

versity management is that recognising and valuing di- There is a need to overcome workplace challenges

versity as a resource for the organisation can create com- in adopting DEI by applying principles of change man-

petitive advantage. By capturing a wider set of opinions agement i.e., defining a clear case for action, building

and experiences through a broader lens, more creativity leadership commitment, establishing an infrastructure

and better decision-making can be achieved, as diversity to support implementation and communicating diversi-

generates a variety of thinking across the organisation. ty and inclusion principles to employees, customers and

In an era of critical talent shortages, organisations are other stakeholders. It is also important to place a great

finding ways to attract, motivate, retain, and utilise their deal of emphasis on internal and external benchmarking

valuable employees effectively if and on the value of effective mon-

they are to be competitive. Diver- itoring systems to enhance de-

sity management can reduce turn- mographic knowledge of markets

over and absenteeism. In order to Diversity and local communities. Some of
get the best out of the workforce, management can the common performance indica-
companies cannot exclude any tors used could be representation

particular diverse group. reduce turnover of women, differently-abled peo-
and absenteeism. In ple, generational diversity, social-
Organisations have also rec- order to get the best ly and economically diverse, cul-
ognised that they can best out of the workforce, turally and linguistically diverse
serve different customer companies cannot or ethnic minorities, especially
groups in many different markets at senior levels. In some cases, it
with more diverse workforce. In can be linked to specific targets for

communities where other lan- exclude any each; the retention rate, specific
guages dominate, organisations particular diverse engagement levels, growth oppor-
benefit from hiring employees tunities and the improvement in
group.
who speak the dominant languag- employee perceptions of diversity

es. They could also have diverse issues, measured against a target

workforce design products that percent satisfaction rating in em-

attract diverse consumers or cus- ployee attitude surveys.

tomers. The surge in international markets, the increase Therefore, companies are not adopting diversity and

in reliance on diverse workforce to address the emerg- inclusion as a social activity, but for the business ben-

ing diverse market trends and the growth of investment efits, most important of which are enhanced employee

by companies on diversity initiatives such as training, recruitment, retention from a wider pool of talent, in-

shows that in operating a business, diversity manage- creased engagement, reduced turnover, improved cor-

ment has become a critical aspect. Business context ap- porate image & reputation, greater innovation and en-

peared to be a powerful impetus for managing diversity hanced marketing opportunities. Thus, it is crucial to

through opportunities associated with increased market define what diversity means for the organisation, iden-

and customer base. tify the strategic priorities, align diversity policy with

In order to view DEI as a business case, it is im- organisational priorities, develop a business case by

portant to identify champions at senior levels to both linking diversity data with business outcomes, achieve

communicate the intent and drive tangible efforts. For commitment for the business case from stakeholders,

a change in culture and mindset of the entire organi- sharing the responsibility for management of diversity

sation, there is greater need for all functions to be part across the organisation and monitoring the effectiveness

of the team and drive the change and highlighting the of the business case. 

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AWARDS BEST WORKSPACE PREACHING HOLISTIC INCLUSION

BEST
WORKSPACE
PREACHING
HOLISTIC
INCLUSION

› Akshaya Kashyap - WWW.BWPEOPLE.COM
Senior Vice President
- Human Resources,
Future Generali India
Insurance Company
Limited, describes
how the company has
developed an
all-encompassing
DEI mindset

Through mentoring, coach-
ing, skill development
measures, addressing equal
pay and opportunities
issue and other dedicated
programmes, FGII has ensured equal
opportunities, growth and a sense
of belonging among diverse groups.
Akshaya Kashyap - Senior Vice Presi-
dent - Human Resources, describes the
enabling cultural ethos of his organisa-
tion. Excerpts from an interview:

BW PEOPLE AUGUST 2022 98

AWARDS

What have been some of the novel initiatives in your hiring interventions like recruiter incentivisation and

organisation to ensure diversity and inclusion? education programmes, building all women teams etc.

At Future Generali India Insurance (FGII), we see di- have been put in place towards attracting DEI candi-

versity, equity and inclusion (DEI) as a strategic prior- dature. In addition to this we have also successfully

ity. Our management remains heavily invested in this addressed equal pay and opportunity issues through

agenda and is at the forefront of mobilising this change. adequate managerial training interventions.

We have chalked out a comprehensive DEI framework

that outlines our DEI ambition. Right from outlining What is the way forward for more diverse and

our DEI statement to putting together a core committee inclusive workplaces?

led by senior leaders who will spearhead this agenda to The DEI framework is designed such that it has

outlining targets, we have ambitious goals giving shape employees at the centre of the strategy. It aims

to this priority at FGII. at creating an environment that mobilises employee par-

At the core of this strategy is mobilising employ- ticipation as allies in shaping FGII into a truly diverse

ees to be volunteers and allies in bringing about this and inclusive organisation. A diverse employee base rep-

change that will be manifested through employee re- resents the community and aids in not just furthering

source groups (ERG’s). Under the the innovation agenda but also

leadership of our senior leaders, powering an organisation’s ability

we have put together three ERGs to service a diverse customer set.

— World of Women, PRIDE It is critical for organisations

Alliance Group and Special It is critical for to take a holistic approach to
Ability Alliance Group that sees organisations to take diversity by including the entire
participation across the organisa- spectrum of age, geography,

tion hierarchy and geographical a holistic approach culture, religion, ability, talent
spread. We have powered each to diversity by etc. D&I is prioritised across four
of these ERGs with the voice of dimensions and their success
including the entire measures are:
employee volunteers who help

us understand the sentiment on spectrum of age, Gender: Focussing on women
ground and echo the voice of our geography, culture, employees,
employees. Age: Maintaining average age of

As we do so, we have a host of religion, ability, employees <30 & groom talents
initiatives that are underway that talent etc. in <35,
aim at: Culture: Identifying talent against

a) Creating a cultural change and critical skill areas and provid-

building a DEI mindset ing international experience to

b) Ensuring that all our process them, and

and policies and our hiring Inclusion: Creating smart work-

practices are aligned to our DEI ambition ing policies, building practices for special ability and

c) Continuous education programmes and conversa- LGBTQIA+ population.

tions that aid our understanding in these areas and We believe in providing continuous education and

build sensitisation and acceptance training programmes to employees on DEI as a belief.

Under each of our strategic priorities, we have It helps them gain subject knowledge, allows them to

introduced a host of policy initiatives and programmes exchange ideas, and makes them aware of and sensitive

spearheaded by our ERG’s. Some of these include: to issues like disability. Our unconscious bias training,

Mentoring, coaching and host of dedicated pro- as a case in point, has helped dispel myths associated

grammes to aid women in mid management pro- with our day-to-day approach to important aspects of

gress their careers at FGII and to address the issue of life.

dropouts amongst women by offering them flexibility Diverse and inclusive workplaces focus on creating

during maternity, return to work and extended WFH, an environment where employees feel belonged and

job protection during exigencies and caregiving. Several valued, thereby building a ‘workplace of choice’. 

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AWARDS BEST DIVERSITY EMPLOYER AWARD

“Resolving Societal
Concerns Through

Business”

› Raghunath Kale, Director – HR, Fujitsu India GDC
describes his organisation’s macro vision and data-
driven approach for D&I

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