Unpaid care work profoundly shapes workforce participation and career progression, especially for working mothers, says Nimisha Rana Pathak, CHRO of Alvarez & Marsal (A&M) India. For her, true equity begins not with grand gestures but with thoughtfully designed policies rooted in empathy and fairness.

And central to that vision? Redefining flexibility—not as a perk, but as a baseline expectation.

Recognising the Invisible Load

The company aims to recognise and support the disproportionate burden of unpaid care work that working mothers carry. Whether it's childcare, elder care, or household responsibilities, this invisible labour can deeply impact professional growth.  To acknowledge and address this, A&M India offers two months of paternity leave—a move that aims to fully integrate fathers into the caregiving journey.

“This not only allows fathers to bond with their newborns, but also helps them understand, firsthand, the physical, emotional, and logistical challenges women face after childbirth. It's an experience that fosters deep empathy and respect for unpaid care work,” explains Pathak.

Structured Support for Returning Mothers

Equity doesn’t stop at leave policies—supporting mothers as they return to work after maternity leave can be overwhelming. In addition to paternity leave, Pathak highlights the structured support offered to women returning from maternity leave through their ‘Returning Mother Program.’ From administrative support to tailored career coaching, the program ensures that motherhood does not mean professional compromise.

“We want mothers to return with confidence, not guilt. The idea is to ease the transition so they can balance personal and professional responsibilities—without feeling like they’re falling behind,” Pathak explains.

Rewarding impact, not visibility

At A&M India, impact—not hours logged or physical presence—is the metric that matters. “Supporting women through caregiving transitions isn’t just about retention; it’s about offering a fair pathway to leadership. It’s time workplaces moved from mere accommodation to true equity by design,” says the HR leader.

Role of leadership in driving a culture shift

Pathak has a clear thought process that leadership has a crucial role in normalising caregiving as a shared priority, not just a “women’s issue.”

Pathak mentions that A&M India’s policies are built to be equal for all. Initiatives like enhanced paternity leave and agenda-free leadership forums help dismantle outdated norms.

“Open, agenda-free conversations—where leaders discuss caregiving, work-life balance, and support systems—go a long way in breaking taboos and building psychological safety,” she says.

For Pathak, true inclusion goes beyond programs. It’s also embedded in language, recognition, and visible role models.

“Internal language shapes culture,” Pathak notes. “We’re moving toward gender-agnostic language in all communication and policies. And we make it a point to reward caregiving contributions publicly, because visibility pushes the agenda forward.”

Structural interventions like creche support, returnship programs, and flexible policies must become core pillars of employee experience, not afterthoughts.

“Ultimately, building a care-equitable workplace isn’t just good HR—it’s the foundation of sustainable performance and true inclusion,” Pathak concludes.