In the name of global alignment, many Indian companies have adopted Western diversity, equity, and inclusion (DEI) frameworks wholesale. Rainbow logos surface each June. Sensitivity workshops are arranged. Policies are drafted. And yet, on the ground, inclusion is often absent in practice. What explains this paradox?

In this special edition of People Matters Big Questions, three senior HR leaders — Jaya Virwani, Chief Wellbeing Officer & DEI Leader at EY Global Delivery Services; Nimisha Rana Pathak, CHRO of Alvarez & Marsal (A&M) India; and Varun Sachdeva, SVP & APAC Head at NLB Services — came together to dissect the gaps, share actionable solutions, and reimagine inclusion for impact in India. 

What emerged is a sobering realisation: Global DEI, as it stands, is not fully meeting the needs of the Indian workplace. But that’s not a reason to discard the movement—it’s a call to localise it with integrity, boldness, and sustained accountability.

The Blind Spots of Global Frameworks

Most DEI strategies in Indian boardrooms today are modelled on narratives shaped in the West—particularly the US, where the intersection of race, gender, and LGBTQ+ rights has driven public policy and workplace reform.

But as Nimisha Rana Pathak pointed out, “These frameworks don’t always translate to the Indian context. We are replicating job descriptions and hiring templates without rethinking what diversity actually looks like here.”

At issue is the deep-seated sameness built into hiring norms. “In consulting, we only want consultants. In manufacturing, we hire people from manufacturing backgrounds. We're risk-averse. We don’t bet on potential—we hire replicas,” said Rana Pathak. Her recent efforts at A&M India involve placing people with unconventional backgrounds in generalist HR roles—an experiment, she notes, that has paid off in both energy and innovation.

But beyond credentials and pipelines lies a more uncomfortable omission: intersectionality. “We don’t have structured mechanisms to seek out talent from underprivileged caste backgrounds, regional diversity, or rural India,” she said. “That’s not just a blind spot—it’s a deliberate exclusion.”

While many companies struggle to translate intent into action, EY Global Delivery Services has spent the last decade refining a bottom-up DEI model—one rooted in India’s socio-cultural terrain.

“When we began working on LGBTQ+ inclusion in India eight years ago, we didn’t just say 'LGBTQ+'. We spelled it out—lesbian, gay, bisexual, transgender, queer—in every communication,” said Jaya Virwani. “It was about naming identities that were often erased. These are micro-affirmative actions, but they create visibility, familiarity, and ultimately, belonging.”

Virwani emphasised that localisation isn’t about token tweaks to a global strategy—it’s about listening to employees and building culturally grounded systems. One such system was born during the pandemic: weekly open forums where LGBTQ+ employees could gather in safe spaces to talk, share and connect.

“If the DEI strategy doesn’t land with your people, it doesn’t matter how global it sounds,” she said. “Inclusion must be felt to be real.”

What Execution Requires

For DEI to move beyond rhetoric, it must be visible in daily behaviours—and that starts with leadership. “Walk the talk,” said Rana Pathak. “We’ve had moments where our global leadership, during the Black Lives Matter movement, took a public stand against silence. That changed how we framed inclusion—as a non-negotiable core value.”

But Indian workplaces, she noted, remain trapped in inherited social hierarchies. “We carry caste, class, gender, language, and region into the office. And then we joke about identities in the name of humour—without realising how damaging that can be.”

This disconnect is where DEI often collapses—not in policy, but in practice.

Varun Sachdeva echoed the sentiment: “In most Indian organisations, DEI is still a boardroom concept. At the grassroots, inclusion is lost in translation—literally. The training materials are in English. The policies are generic. And caste is never even mentioned.”

To address this, NLB Services embedded DEI metrics into KPIs and appraisal systems. “What gets measured, gets done,” Sachdeva said. “We’ve also created anonymous grievance systems, regional DEI leads, and third-party audits to ensure checks and balances.”

Additionally, many companies fear that DEI is a luxury—an initiative vulnerable to budget cuts. The panellists disagreed.

“There is no business resilience without inclusion,” said Virwani. “From hiring the best talent to building innovative teams—DEI directly impacts business outcomes.”

She cited research from Catalyst and internal EY studies showing clear links between inclusive cultures and revenue growth. “But this isn’t just about numbers. It’s about values. If DEI isn’t on the leadership agenda, it doesn’t get the time, budget or strategic attention it deserves.”

At NLB Services, the solution has been structural. “We’ve created an independent DEI governing council, with representation from marginalised groups,” said Sachdeva. “This isn’t about ticking boxes. It’s about building systems that outlast individuals.”

Representation Is Not Enough

One of the most critical insights from the panel was this: Representation without integration is performative. Hiring diverse talent is only the beginning.

“The bigger question is—do they stay? Do they thrive?” asked Rana Pathak. “Bringing someone from a rural background into a metro-based corporate job isn’t success if they feel alienated on day one.”

True DEI, she argued, requires building a “welcoming ecosystem”—one that includes cultural sensitivity workshops, learning and development pathways, and mentorship.

EY’s Rise programme is a powerful case in point. It works with NGOs to upskill and employ underprivileged women through internships and technical training. “The transformation we see—both in confidence and in social mobility—is profound,” said Virwani.

Sachdeva added that the integration agenda must also include supplier diversity. “We work with DEI consultants and vendors who bring perspectives we don’t have. That kind of cross-pollination creates learning across levels.”

But beyond mentorship lies the harder, less talked-about responsibility: sponsorship. “Diverse talent needs powerful advocates who will open doors for them,” said Rana Pathak. “Mentors advise. Sponsors act.”

At EY GDS, sponsorship is mandatory. “Five years ago, we asked every senior leader to sponsor someone from an underrepresented background. No negotiation,” said Virwani. “It’s made a huge difference in career progression, visibility and confidence.”

For Smaller Firms: DEI as a Phased Journey

What about organisations just beginning their DEI journey? “Start with readiness,” said Rana Pathak. “In Year 1 at A&M, we didn’t hire for diversity—we sensitised the organisation first. That laid the foundation for integration.”

Virwani offered a roadmap: “Don’t do too much. Choose one or two dimensions with long-term potential. Align with your values. Stay patient. And don't imitate—co-create.”

As Pride Month passes each year, corporate social media timelines flood with rainbow filters. But come July, most go quiet. The panelists were unequivocal in calling this out.

“DEI is not a marketing strategy,” said Sachdeva. “It’s a cultural imperative. If you’re only visible during Pride, you’re not committed—you’re performative.”

Virwani added, “The maturity of your DEI journey shows when the spotlight dims. What you do when no one is watching—that’s your real equity stance.”

What Will DEI Look Like in Five Years?

So, with anti-DEI backlash gaining traction in some global markets, where does the future lie?

Referencing a new report by Catalyst, Virwani noted three responses to pushback: “You either fight, flee, or finesse. The future belongs to those who finesse—with clarity, consistency and care.”

Rana Pathak added, “We’re entering a filtering phase. Those doing it for optics will retreat. Those genuinely invested will step up. Diversity isn’t a trend—it’s a necessity. And we've only just begun.”

In closing, the panel offered tangible metrics Indian organisations can adopt:

• Track exits: “Look at who’s leaving and why,” said Virwani.
  
  

• Audit pay: “Run regular equity audits to identify systemic gaps.”
  
  

• Mandate sponsorship: “Make leaders accountable for someone’s success.”
  
  

• Listen deeply: “Surveys are good. But conversations tell you more.”
  
  

• Tie DEI to performance: “Incentivise behaviours, not just results.”

▶️ Watch the full People Matters Big Questions conversation here.

As India’s workplaces become more complex, so too must their approach to inclusion. Global frameworks may offer inspiration—but they cannot substitute for lived context. As this conversation made clear, the future of DEI in India lies not in importing policies but in building systems—rooted in culture, fuelled by intent, and driven by courageous leadership.

The question isn’t whether DEI will survive in India. It’s whether we’ll design it to thrive.

To learn more from leaders about some of the burning questions in today’s world of work, stay tuned to People Matters' Big Question series on LinkedIn.