Caregiving—whether for an ill parent, bonding with a newborn, or attending to a spouse with a health condition—is an integral part of life. Yet, the burden of care often falls disproportionately on women, affecting their careers and participation in the workforce. What if leadership could help shift that dynamic?

Industry leaders believe that reshaping cultural norms around caregiving begins at the top. When senior leaders, irrespective of gender, openly take parental leave or speak about caregiving responsibilities, it sets a tone that normalises care for all employees.

Leading by Example

At Experion Technologies, Sumi Pillai, Senior VP - Service Delivery, says leadership has a crucial role. "When leaders take parental leave and acknowledge their caregiving responsibilities, it sets the precedent across the organisation," she explains.

However, she adds that cultural change goes beyond policies. "Caregiving should be recognised as a shared responsibility. Leaders must engage in employee support groups and foster conversations that validate unpaid care work. These actions make caregiving visible and valued."

She also suggests rethinking success metrics: "Career progression should be tied to impact, not hours logged. That way, caregiving doesn't become a barrier to growth."

Creating Dialogue and Supportive Environments

BluPine Energy is actively working to change perceptions around caregiving. Manisha Nair, Vice President – HR & Admin, Corporate Communications, shares their approach: "Our ‘Women in BluPine Energy (WiBE)’ platform addresses unconscious gender biases that affect working mothers."

Policy is combined with storytelling. "Our leaders share stories of inspiring women. These narratives celebrate caregiving and encourage support at work."

BluPine’s gender-neutral parental leave and caregiver support programs aim to build a culture where caregiving is acknowledged and respected, regardless of gender.

Policy as a Culture Shifter

At Schneider Electric, Binu Philip, CHRO, Greater India Zone, believes caregiving should be a shared issue. "Our Global Family Leave Policy offers 26 weeks of leave to primary caregivers—regardless of gender—and four weeks for secondary caregivers."

Structural support is key. "We provide reimbursements for daycare and nanny care and have in-house creches in select offices. These allow parents, especially mothers, to balance work and caregiving."

The company also runs a 'Her Second Innings' program to support women returning to work post-career break. "The initiative offers mentorship and flexible re-entry opportunities to help women return with confidence."

Leadership That Models Inclusivity

Regina Thomas, Head of Talent Acquisition, India at Encora, underscores that leaders must challenge gender roles. "They should advocate shared caregiving, model work-life integration, and promote flexible work for all."

Thomas emphasises that policy alone isn't enough. "Organisations need equitable parental leave, outcome-based evaluations, and honest conversations about care. A culture of inclusivity must be supported by empathetic leadership."

Rachna Taranath, Interim Head of HR, MassMutual India, agrees: "Leadership must actively challenge outdated gender stereotypes to support modern families."

Shilpa Kankaria, HR-Business Partner, Hexagon R&D India, adds, "Caregiving should be seen as a structural barrier, not a personal issue. Flexible, empathetic policies are more effective than one-size-fits-all solutions."

Gunjandeep Kaur, Director - HR Business Partner at Model N, believes leaders must normalise caregiving across all levels. "By encouraging all employees to use caregiving benefits and linking inclusivity to leadership accountability, companies can drive real change."

Caregiving as a Leadership Imperative

These organisations share a common understanding: cultural change around caregiving only happens when it is seen as a shared, valued responsibility—not a personal sacrifice.

From normalising parental leave to supporting caregiver infrastructure and using inclusive language in communications, leaders are reimagining how work and care can coexist.

"Building a care-equitable workplace isn’t just about good HR," concludes Pillai. "It's about driving sustainable performance and fostering genuine inclusion."