Rainbow logos are easy. Rainbow workplaces are not.
Every June, organisations celebrate Pride Month with campaigns, conversations and commitments to diversity. Yet when the month ends, many employees continue to weigh every conversation, every introduction and every personal detail before deciding how much of themselves they can safely bring to work.
For Roma Bindroo, People Director, India, Sanofi Consumer Healthcare India, the reason is simple. Authenticity cannot exist where fear does.
"Bringing our true self is possible only when there is no fear of retribution or ridicule, and in fact appreciation and celebration of what makes each of us unique. We need to be the cheer leaders of our employees to ensure they don’t need to diminish their brilliance in any way," she says.
Her point shifts the conversation beyond Pride Month. Inclusion is not about what organisations say in June. It is about what employees experience every day of the year.
Employees don't leave society at the office door
One of the biggest misconceptions around workplace inclusion is the belief that organisations operate independently of society. Bindroo disagrees.
"All employees are still a part of the society first, and in India, despite a lot of movement here, many may yet not feel completely safe to bring their full identities into the public sphere."
The hesitation employees experience at work, she says, mirrors the hesitation that already exists outside it.
"Additionally, while many workplaces have the right intent, but there is still some distance to be covered to take clear demonstrative steps to bring that intent to life. That hesitation mirrors our hesitation as a society and general workplaces. Only intentional, well demonstrated and consistent actions will help create a sustainable ecosystem."
The message is difficult to ignore. Inclusion cannot rely on intent alone. Employees look for evidence. They notice who gets opportunities, whose concerns are acknowledged and how leaders respond when uncomfortable conversations arise.
Inclusion often hides in the smallest details
Many organisations invest heavily in policies, but Bindroo believes employees experience inclusion through much smaller moments.
"Even today, we are so attached to duality, that we miss out creating space for other identities."
She believes inclusion has to show up everywhere, not just in policy documents. "Our words, language, workspaces, policies, goals, metrics have to work in unison, if it is important enough."
One word can reveal whether people feel seen. One policy can decide whether someone feels welcome. One everyday habit can quietly reinforce exclusion without anyone noticing.
Bindroo believes organisations must also move beyond symbolic gestures.
"We need to move beyond tokenism to building for pride all year around through the right infrastructure and ecosystems."
Speaking about initiatives within Opella, she says, "At Opella, we are celebrating Moments of Inclusion throughout, to hero our community & members for the massive impact they make across the critical roles they hold. We are inspired by their courage and as a collective committed to build an inclusive team. And we are not there yet. We have move ahead on policies and hiring."
Her admission is perhaps the most telling part. Even organisations investing in inclusion recognise there is still ground to cover.
Policies are the starting point. Behaviour is the proof.
Most large organisations already have diversity and inclusion policies. The real question is whether employees actually experience them.
"Many organisations already have inclusive policies. The real difference lies in bringing them to life. And that needs clear, intentional commitment and patience."
For Bindroo, inclusion has to appear across the employee lifecycle instead of existing as a standalone initiative.
She points to several areas where organisations need sustained focus:
- Clear leadership metrics and accountability
- Inclusive practices across the employee lifecycle
- Openness towards different workplace models and partnerships
- Awareness-building programmes
- Hiring and retention metrics
- Community engagement
Speaking about Opella's approach, she says, "At Opella, we design & track programs in terms of awareness, investments, metrics on hiring/ retention and community engagements. There is still so much to do but the little success we have had in India, gives us a lot of hope."
Managers decide whether inclusion survives beyond the boardroom
Company culture is often described through vision statements and leadership messages. Bindroo believes culture is actually built in thousands of everyday interactions.
"The most critical role managers play is being aware diversity & inclusion and ensuring it’s integration in day-to-day culture."
She is equally clear that culture should not be measured only at corporate headquarters.
"Company culture isn’t just what is showcased in corporate offices. It is how day to day changes get transitioned in the field, in the tech centres, in the manufacturing locations, in our GCC’s. It is what is rewarded, penalized and ignored across. Managers are the ones who make day to day happen. And day to day safety is the basic premise of employee relationships with the organisation."
Her definition of inclusion is rooted in consistency. Employees should experience the same respect regardless of where they work.
She also believes inclusive leadership often begins with personal reflection.
"For me, consciously shifting from addressing employees as guys to folks, took weeks. So even small changes to create space for all to feel included and represented, take effort & time but as long as we are able to build trust in our commitment to be better, it is still a step in the right direction."
It is a reminder that inclusive cultures are rarely transformed by one sweeping initiative. They evolve through repeated, intentional choices.
Sometimes inclusion means admitting you don't have the answer yet
Organisations often face situations where employee expectations outpace existing policies or infrastructure.
Bindroo believes honesty matters more than pretending everything is already in place.
She offers a practical example.
"If an office currently does not have a unisex washroom and an employee raises that need, it is important to acknowledge the limitation but at the same time explore ways to support the employee."
The principle extends beyond facilities.
"The only way forward is to seek feedback and have an honest, transparent discussion and course correct."
She acknowledges there will be situations where organisations cannot immediately provide everything employees need.
"There will be situations where employee expectations are different than what the organisation may be able to provide; in such cases, it is important to reassert the intent to be inclusive while exploring what support can be offered in the interim."
Using gender reassignment surgery as an example, she says organisations should ask whether they are willing to create space even when existing policies fall short.
"Many organisations may not have it covered in their medical policy but if there is a need, are we okay to create space for it. Whether it is introducing new provisions through policy or making exceptions to support individual needs, every step matters. The key is to lead with intent, be transparent and continue to make progress slowly step by step."
The real inclusion test begins after Pride Month
Awareness campaigns can create visibility. Sustained commitment creates change.
Bindroo believes organisations must first define why inclusion matters to their business before deciding how to implement it.
"We need to zoom out on the vision & strategy to be an inclusive workplace and then focus on plans & actions. If there is no underlying need, urgency, story or commitment, sporadic actions tend to die as one-time initiatives. Hence, we need to start with a commitment and live everyday through it."
For Opella, she connects inclusion directly with the organisation's broader purpose.
"Opella is committed to make healthcare as simple as it can be, for all. We do not differentiate as customers. And hence, we are even more committed to include all as employees who can make our bigger vision come to life."
Courage has a way of multiplying
Bindroo believes organisations willing to visibly champion inclusion eventually create a self-reinforcing cycle.
"Workplaces that show up diversity in their employee base will welcome more diversity. It’s a virtuous cycle. Every bridge starts with the first pebble. Organizations that continue to own the inclusion agenda with courage, will be rewarded with everyday courage and risk taking of their employee populations."
The observation captures why inclusion remains a long-term leadership challenge rather than a short-term campaign.
Policies can open doors. Awareness programmes can start conversations. Pride Month can shine a spotlight.
Employees, however, decide whether to walk through those doors only when they believe they will be met with respect instead of judgement. As Bindroo's reflections suggest, authentic workplaces are built less by annual celebrations and more by the everyday decisions that quietly replace fear with trust.