With India aiming for a $30 trillion economy by 2047, women’s participation is not just a diversity goal—it’s an economic imperative. While progress is evident, the real challenge remains: Are workplaces enabling women to thrive, or are they merely helping them survive? 

The Economic Survey 2023-24 shows progress—female labour force participation (LFPR) rose from 23.3% (2017-18) to 37% (2022-23), thanks to improved education, skill development, and empowerment initiatives.

But what do women truly want from employers in 2025 and beyond? How are companies adapting to create workplaces that go beyond survival—where women truly thrive?

Building truly inclusive workplaces

Leading organisations recognise that real inclusivity isn’t just about increasing women’s headcount—it’s about ensuring they excel, grow, and lead. Companies are now focusing on structured sponsorship, leadership pathways, and tackling unconscious biases to create an equitable environment for women.

SAP India fosters a culture of mentorship and leadership development through Employee Resource Groups (ERGs). Shweta Mohanty, Head of HR, SAP India, highlights the importance of normalising caregiving responsibilities and offering robust parental support to empower women to embrace leadership roles with confidence.

Pitney Bowes uses data-driven insights to measure gender equity progress. Renu Shekhawat, Director & Head of HR, APAC, emphasizes the need for fair promotions, equal pay, and leadership opportunities. Their Young Talent Development Program and Relaunch Pad help women re-enter the workforce and transition into senior roles.

Priya Cherian, Head of HR at Walmart Global Tech, believes that a sense of belonging can have a profound impact on both life and career.

“At Walmart, fostering belonging, creating opportunities for all, and being a company that welcomes everyone is at the core of our mission,” she explains.

In India, Walmart has introduced several initiatives to make career opportunities more accessible, including upskilling programs for professionals returning from career breaks and mentorship-driven career development programs to support continuous learning and growth.

“Our vision is to build a workplace where everyone is included, empowered, and has an equal opportunity to thrive,” adds Priya.

Tackling bias and career barriers

Work-life balance and flexibility matter—but they are just the starting point. However, true inclusivity goes far beyond accommodating personal schedules. “It involves fostering development and growth opportunities for women by implementing mentorship programs, particularly those focused on women supporting other women,” says Upasna Raina, HR Director, GI Group Holding. She adds that such initiatives help build confidence and provide guidance, especially in moments when women may feel isolated or underrepresented. 

Additionally, addressing unconscious biases—such as the assumption that women with children may be less willing or able to take on roles requiring travel or long hours—becomes crucial. 

Rajita Singh, Chief People Officer, Kyndryl India, advocates for structural changes that provide real opportunities, close existing gaps, and build a strong pipeline of women leaders. According to her, policies alone won’t drive change. “Organisations must actively dismantle bias in hiring, promotions, and daily interactions—leveraging blind resume reviews, diverse interview panels, and continuous bias-awareness training.”

Rajesh Patro, Managing Director, Human Resources at Brillio, emphasises the need to address systemic barriers and biases that hinder women from reaching their full potential.

A key priority is raising awareness of unconscious bias, which organizations can tackle through regular training for employees at all levels—from leadership to individual contributors. “Achieving equal pay and transparent career growth opportunities is equally critical. Regular assessments of pay structures and career paths ensure gender equality in both compensation and advancement,” mentions Rajesh.

Mentorship and sponsorship

To dismantle biases, organisations must go beyond just training—they must actively create pathways for women's advancement. This is where structured mentorship and sponsorship play a crucial role, ensuring that women's careers progress not just by chance, but by design. Women need access to mentorship, sponsorship, and career-advancing opportunities that position them for leadership, ensuring their growth isn’t just supported—it’s prioritised.

Birlasoft’s BEmpowered Women Leadership Program provides mentoring, coaching, and leadership training. Priti Kataria, CHRO, Birlasoft, stresses that organisations must actively challenge unconscious biases and foster a culture that values merit and diverse perspectives

According to Priti, it requires a commitment to women's development at all career levels, contextualising their life stages. “This involves putting together strong sponsorship and enabling framework, nurturing an unbiased culture where merit and diversity of views and inputs are encouraged, and unconscious biases consciously called out and corrected.”

For Madhavi Lall, Head-HR, Deutsche Bank Group India, embedding inclusivity requires a fundamental shift in organisational culture. "We need to actively dismantle systemic barriers, champion mentorship and sponsorship programs, and ensure equitable access to growth opportunities."

Madhavi believes that by ensuring diversity in leadership pipelines and fostering environments where women’s voices are not just heard but valued, we create workplaces where women can thrive and lead. "Inclusion is a commitment to building a future where every individual, regardless of gender, can achieve their full potential,"

Applied Materials India focuses on creating an equitable workplace that nurtures women's long-term career growth and leadership aspirations. This involves engaging leaders at all levels to champion change, actively advocating for inclusive practices, and eliminating systemic barriers in policies and processes to ensure equal opportunities for all.

“To support women at every stage of their careers, we offer targeted mentorship and development programs. Initiatives like the RiSE Program help early-career women build leadership skills, while Stand Tall empowers them to embrace their strengths with confidence. Our Guiding Light platform provides a safe space for women to navigate workplace challenges with the support of certified coaches, and the GURU mentorship program fosters professional growth through guidance from experienced leaders,” says Pavan Kumar Hogade, Director, HRBP, Applied Materials India.

Additionally, through Executive Connects & Networking, they ensure that women engineers have direct exposure to senior leadership, helping them gain strategic insights into the business and explore career advancement opportunities.

ZS's inclusion goes beyond flexibility. Through Women@ZS, they offer targeted support, flexibility, mentorship, and networking opportunities to positively influence both ZS's business and individual careers. 

"Programs like Women Ace-a-Thon, targeting female graduates from engineering colleges play a crucial role in driving equitable representation by creating a supportive ecosystem that encourages more women to enter and thrive in the industry," says Neha Arur, Senior director, regional human resources lead, ZS.

Additionally, allyship is a key enabler of growth, empowering both men and women to actively champion diversity, mentor emerging talent, and cultivate a workplace where everyone has the opportunity to succeed.

To further support women's career growth, ZS offers customized learning pathways and opportunities for advancement. "We also recognize the importance of work-life integration, providing robust wellness programs, flexible work options, and generous leave benefits. Women seek equity, not just in policy, but in practice," adds Neha.

Feeling of being valued

Radhika Tomar, HR Director, India and SEA, Bacardi, sees inclusion beyond flexibility—it’s about creating an environment where everyone feels valued, supported, and empowered to learn, grow, and contribute. 

“Beyond the policies, women want to see change in how leaders and managers behave in the day-to-day and whether they are building inclusive team environments. They seek equal opportunities to learn and grow without the deep biases that many leaders bring into the workplace. They also seek role models of women who have grown into leadership roles and women mentors to be inspired and believe that it is possible.”

Intentional efforts and structured initiatives

Nafisa Salati, Senior HR Business Partner at Akamai, suggests a multi-faceted approach to foster women’s career growth by focusing on leadership development, inclusive management practices, and strong community support systems.

Structured programs like Akamai’s India Stand Tall Program help women in ‘Lead’ roles transition into leadership. Built on the 70-20-10 model, this three-month virtual program with practice labs enables women to explore and maximize their potential. Nafisa is also vocal for training leaders to recognise and address unconscious bias and microinequities, ensuring equitable career progression.

Beyond leadership and managerial support, community networks also play a vital role. Akamai’s Employee Resource Groups (ERGs) for women, parents, and new mothers provide mentorship and peer support, creating an inclusive environment where women thrive, advance, and lead.

Diversity is a must for sustainable success

Organisations like Mercedes-Benz Research & Development India (MBRDI) are convinced that sustainable success can only be achieved with diverse teams. 

“Inclusion requires a holistic approach of sustained support, structured career pathways and a culture that champions women’s growth,” emphasises Mahesh Medhekar, VP - Human Relations at MBRDI. He calls for breaking systemic barriers and building an ecosystem with comprehensive interventions to support career progression at every stage. 

For instance, the HER programme at Mercedes-Benz Research and Development India is designed for development across all professional levels of a diverse workforce. “With tailored learning paths, leadership development tracks, and mentorship initiatives, we create meaningful interventions that foster long-term development and ensure that women have the necessary support to excel in both technical and managerial roles,” acknowledges Mahesh.

As companies move beyond policies to true inclusion, the focus must shift from accommodation to empowerment.

Poonam Agarwal, Head – HR at BSH Home Appliances, believes true inclusion demands systemic change in policies, leadership, and culture, moving beyond mere flexibility. “We need to prioritise building robust talent pipelines at all levels, sponsoring high-potential women with stretch assignments and increased visibility. Furthermore, establishing transparent career pathways ensures opportunities are accessible to everyone.”

Poonam is also vocal about evaluating performance based on results, not just tenure, to ensure better career growth. “We should support career pauses with return-to-work programs and sabbaticals, facilitating smooth reintegration,” she says.

Diversity isn’t a side initiative—it must be embedded in business strategy. For real change, leaders must sponsor high-potential women for leadership roles. They also need to redefine performance metrics—focusing on impact over tenure. Having a structured return-to-work programs and transparent growth paths are a must. The future belongs to workplaces that don’t just accommodate women but champion their success at every level.