Diversity and Inclusion: From good-to-have to must-have business imperative

Diversity and inclusion are no longer side initiatives—they are core business strategies that shape how companies hire, operate, and grow. In today’s rapidly evolving business landscape, inclusion has moved beyond compliance to become the foundation of resilient, innovative, and purpose-driven organisations.

According to McKinsey’s series on the business case for diversity—Why Diversity Matters (2015), Delivering Through Diversity (2018), and Diversity Wins (2020)—companies with diverse leadership teams consistently outperform their peers. While there has been notable progress in the representation of women in the workplace and leadership roles, historically underrepresented ethnic communities are yet to experience the same momentum. As the world of work transforms, so do employee expectations—and organisations must rise to meet them. Inclusion is no longer a value—it’s infrastructure. What does diversity and inclusion truly mean in today’s workplace? People Matters spoke to leaders across organisations to find out. Watch the video here:

Creating opportunities, internally and externally

For Manisha Nair, Vice President – HR & Admin at BluPine Energy, inclusion begins with creating opportunities—not only for employees but for the communities where the company operates.

“We run 21 skill development centers under NSDC and have empowered around 1,000 youth—49% of them women—for green jobs,” she shares. “But inclusion also means offering equitable benefits, from mental health access for employees and their families, to education sponsorships, to globally benchmarked rewards. It’s about investing in potential and enabling long-term participation in the energy transition.”

At BluPine, inclusion is embedded in the company’s DNA through WiBE (Women in BluPine Energy), a dedicated platform focused on financial literacy, holistic wellness, and leadership development for women.

“DEI is not a people initiative,” Nair emphasises. “It’s a business imperative. Diverse teams develop scalable, locally relevant solutions. And when diversity reaches leadership levels, it strengthens workforce resilience.”

Creating safe spaces and shared culture

Antony Michaeline Praveen Maria, Head of Technical Campus Recruitment and University Relationships, TCS, views inclusion through the lens of design thinking and collaboration.

“If everyone building a product comes from the same background, you miss out on insights that make it truly inclusive,” he explains. “Diversity isn’t a checkbox—it’s necessary for innovation and for building something that serves everyone.”

Antony highlights the power of small, consistent actions—from team discussions about cultural identity and lived experiences to thoughtful gestures like multilingual restaurant menus—that create psychological safety and trust.

“People need to feel seen and heard to thrive. Inclusion is a journey, not a one-time project,” he adds.

Policies rooted in listening and empathy

At Epsilon India, Sonali De Sarker, Senior Vice President and head HR, believes that inclusion is about enabling people to bring their whole selves to work.

“We give employees the chance to explore personal interests through hyper-personalised platforms. Whether it’s learning something unrelated to work or joining ERGs—what matters is that they feel they belong.”

Listening is central to Epsilon’s strategy. Through its “Moments That Matter” surveys, the organisation captures employee sentiments at key milestones—such as work anniversaries—to continuously evolve its policies.

Sarker shares a specific example, “Employees gave feedback about high co-pay costs for parental insurance. Yes, reducing that meant the company paid more, but we made the change because employee well-being came first.”

Epsilon’s ambassador program plays a key role in ensuring that all new initiatives reflect diverse perspectives. “Culture is not HR’s responsibility alone,” Sarkar says. “It’s co-owned by everyone.”

They also extend mental health support to employees’ family members, recognising that work and life are interconnected. “When people feel recognised and energised,” she adds, “they don’t just contribute—they flourish.”

Like Sarker, Antony too advocates for a listening-first mindset, “It starts with understanding what makes someone feel welcomed—or left out. Even small shifts can show employees that you care. That’s where transformation begins.”

Across these organisations, one common thread stands out: inclusion is not a program—it’s how the business operates.