Women in Leadership and

Management in Public Sector

Undertakings in India

SCOPE-ILO Study
March 2018
Acknowledgements
The study, thanks to SCOPE’s involvement, attracted the ready support of the PSUs in various
sectors. Also, a number of top decision makers in PSUs, namely the Chairman cum Managing
Directors and the Heads of Human Resources, willingly gave their time in sharing their views and
insights, thus effectively guiding the study in recommending a “Way Forward”.

This study report is part of the International Labour Organization Bureau for Employers’ Activities
(ACT/EMP) global initiative on Women in Business and Management. It was prepared by Malika
Basu (PhD), Gender Analyst and Knowledge Management Specialist; ILO Consultant for the
SCOPE-ILO Study, and Ravi Peiris, Senior Employers’ Specialist, Decent Work Technical Support
Team for South Asia of the ILO.

Jae-Hee Chang, Senior Program and Operations Officer, Sanchir Tugschimeg, Senior Advisor of
ILO ACT/EMP, and Aya Matsuura, Gender Specialist, ILO-DWT Delhi, provided technical review of
the report.
 Executive summary
In August 2017, the Bureau for Employers’ Activities (ACT/EMP) of the International Labour
Organization, in collaboration with Standing Conference of Public Enterprises (SCOPE) initiated a
study on Women in Leadership and Management in public sector undertakings (PSUs) in India.
SCOPE is an apex body of 201 member PSUs representing mainly Central Public Sector Enterprises
(CPSEs) in India.

The SCOPE-ILO study used a multi-level approach. It was the first of its kind to ever be conducted
in PSUs in India. The multi-level approach involved administering an online survey with women
employees in 201 SCOPE member PSUs; focus group discussions (FGDs) of women and men in
selected PSUs representing diverse sectors; and key informant interviews (KIIs) with decision
makers, chiefly Chairman cum Managing Directors (CMDs), Heads of Human Resources (HR) and
others such as women directors in company boards.

A total of 1665 women employees from 46 SCOPE member organizations participated in the
online survey; FGDs were conducted in 14 PSUs, wherein 53 KIIs included 9 CMDs and 14 Heads
- HR.

The findings from the multi-level study are manifold. This report highlights a number of notable
issues, which are summarized below.

i. Women who participated in the online survey find discourses on “biases-stereotypes” that
relegate women to a disadvantageous position to be outdated. In no uncertain terms,
therefore, women urged organizations to review their strategic planning and recognize
women’s talents and skills, to optimally employ them.

ii. When asked to name the most influential factor in women’s career advancement, women
cite “women’s confidence and self-belief”, and “organizational opportunities supporting
women in their professional development and career growth”. When asked which factor
most hinders women’s career advancement, women cite “having a skill or knowledge gap in
their specialized area of work”, and “returning to work after a career break or maternity
leave”. This finding strongly indicates that organizations need an enabling strategy for
identifying, promoting and retaining skilled women at higher levels.

iii. KIIs with enterprise leaders and the senior management revealed that most acknowledge
women as having the talent and potential for career development. Leaders and senior
managers emphasized that their organizations and policies are “gender neutral” and that
merit overrides gender to achieve organizational goals and targets. Some cited the lack of a
gender pay gap in PSUs as indicative of a gender neutral policy. Nevertheless, gender-
neutral policies do not necessarily promote substantive gender equality.
 iv. Leaders and senior managers also emphasized that the number of women applicants and/or
recruits at the entry level are skewed as compared to men. This gets reflected at a higher
level i.e. if there are less number of women applying and entering an organisation, the
number of women to choose from at a higher level is likely to be lower. Further, women tend
to prefer office/desk jobs (e.g. HR, Corporate Communication, Finance, IT/MIS) which are as
compared to technical jobs less in numbers. The number of women applying at the entry
level, and their general preference in non-technical jobs that are less in numbers impact the
proportion of women in any organisation. However, most enterprise leaders noted that the
trend seem to be changing – though slow. Gradually, women are getting recruited in multiple
disciplines (e.g. geology, civil, construction, etc.); they are working in remote and offshore
locations as well. If the data of recent past is observed the number of women employees at
the entry level shall show some increase, if not significant increase.

v. Men employees in different PSUs who participated in the FGDs recognized and commended
women’s natural care giving roles in the family. By their own admission, however, men often
felt care giving roles impede women’s career advancement. For instance, men perceive
women to be less enthusiastic to take up transfer postings or serve long at field site locations
due to family responsibilities. Men also felt that women are likely to lag behind in knowledge
or skill development due to career breaks for maternity or child care.

vi. In suggesting positive steps to facilitate career advancement of women in leadership and
management positions, it is noteworthy that women did not seek to make gender-specific
organizational policies. Rather, they suggested that policies should keep both genders in
mind, and their suggestions were oriented more towards making organizations flexible in
their approach and more gender sensitive.

vii. The emphasis on flexibility in an organization’s strategic approach and the organization
becoming more gender sensitive emanates primarily from the choices women are likely to
make at different stages of the life cycle. For example, women employees of reproductive
age have a different set of responsibilities from women aged 45 years and above.

viii. In PSUs, promotions at higher levels are not time bound; at higher levels, employees apply
for promotions against vacancies. For most PSUs, for instance hydropower, oil and natural
gas and a few others, promotions at higher levels require experience of serving at field offices
or sites. These sites or field offices generally are located in remote areas. For women
employees, such far off postings may come at a time when they are making critical life cycle
choices (such as getting married, pregnancy, giving birth, raising a child, and so on). They
believe an organizational policy that allows flexibility in serving at a field site (such as the
option to choose the time period for a field posting) would enable women to fulfil the
requirement of serving at a field site to gain the necessary experience. For the management
however, making such a concession was not feasible because promotions at a higher level
are based on certain prerequisites which cannot be overlooked. As a result, some women
have foregone promotions as they could not take up field postings when asked. Although,
 there have been instances when the management has accommodated or dealt with such
situations on an individual basis.

ix. “Women Empowerment” trainings deserve a special mention. Whenever a training is entitled
“Women Empowerment” or has a subject line that includes women, organizations
straightaway recommend women employees as participants. Women strongly advocated
that organizations need to encourage men to participate in such programmes. It will enable
men to become better aware and sensitive, also better allies for women’s empowerment.
Men seemed to agree on this account. In this respect, the FGDs conducted primarily with men
were highly appreciated within each of the participating PSUs.

The issues highlighted above influence people’s thought processes in identifying new pathways
or a way forward to facilitate women’s career advancement to leadership and managerial
positions.

The following recommendations for the way forward can be divided into four broad categories:
improving organizational work structure; strengthening basic necessities and facilities;
sensitization efforts at all levels; and other supporting factors.

I. Improving organizational work structure

1. Use a competency mapping system for all functions and for all levels. It will help in
developing a talent pool of women and men for leadership roles.
2. Conduct proper succession planning starting from the induction level and identify the
talent pool of women future executives to groom in their career advancement.
3. Implement a job rotation policy for all employees. Job rotation ensures that women and
men have exposure to all the functions of the organization including exposure to
mainstream functions such as project management, site postings and marketing.
4. Ensure a critical mass at the entry level so that there are adequate numbers of women
who can be groomed for board level or higher level posts.
5. Ensure the participation of female representative in all committees of the organization.
6. Ensure the previous year’s rating is protected so as not to affect promotion upon
resuming duty, after a career break (such as maternity leave; child-care leave).
7. Make provisions for flexible working hours or work from home arrangements not on a
continual but on a need basis; or during specific life cycle periods.

II. Strengthening basic necessities and facilities

8. Introduce child-care leave and paternity leave at par with Central Government
regulations.
9. Provide facilities such as a crèche; also, late hour transportation for all employees,
wherever necessary.
10. Introduce aged parents care leave.
11. Ensure proper water, sanitation and hygiene facilities in field sites and locations. Even if
such sites currently have no women employees; women employees may have to visit the
site for work.
 12. Give preference to women employees posted or transferred to different stations or sites
in terms of allotment of official residential accommodation.

III. Sensitization at all levels

13. Make provisions for mandatory rather than one-off gender sensitization trainings cutting
across all levels.
14. Create a task-force to identify all functions and locations where women employees’ skill
sets can be optimally used within the existing set-up.
15. Promote structured trainings for skill upgrading at various levels, for all employees.
16. Ensure or facilitate same-location postings for spouses, irrespective of the organization.

IV. Other supporting factors

17. Give more publicity to the recruitment process to make prospective candidates aware of
the organization’s policy on gender diversity and its “women friendly work environment”.
This purpose is primarily to attract more women to the organization - to expand the base
of the pipeline.
18. Recognize the exemplary performance of women within the organization.
19. Provide for mid-career interventions in the form of coaching, mentoring, also counselling
if needed, for motivating future women leaders.

The above recommendations encourage organizations to review their policies with a gender lens,
and build a more empowered organization with a feasible flexible approach.
It is not sufficient for organizations to be gender neutral. Organizations have to show their intent
in recognizing women as a talent pool and effectively using this talent pool by creating a system
that nurtures their potential, and focuses on their competency building.

The percentage of women employees in the CPSEs in the past four years stayed stagnant at 9-
10%. Various PSUs, as noted by SCOPE of its members, are making efforts to increase the
percentage of women employees. It is commendable that the number of women in managerial
positions as per the Department of Public Enterprises, has gone up from 9.69% (2013-14) to
10.82% in 2016-17.

More concerted efforts and advocacy are needed to raise awareness of the benefits of fostering
women’s talent and skills at all levels. Efforts need to address institutional, structural or socio-
cultural barriers or challenges that limit the career advancement for women or prevent them
from attaining positions of leadership including the board room.

The findings of the study reveal the need for positive initiatives, besides facilitating dialogues and
discussions within PSUs. To facilitate this, as a follow up to the study, and as an immediate
initiative, the ILO proposes that SCOPE create a body of champions, both women and men, from
within its member organizations, who have been successful in overcoming some barriers or are
known for their exemplary performance. The ILO will train these champions. Following their
training, the champions will become a task force that conducts gender training and sensitization
sessions focusing on equal opportunities for career advancement in different PSUs, beginning
with SCOPE member organizations.
Abbreviations and acronyms

ACT/EMP ILO Bureau for Employer’s Activities

CMD Chairman cum Managing Director
CPSE Central Public Sector Enterprises
FGD focus group discussion
GDP gross domestic product
HR Human Resources
IT information technology
ILO International Labour Organization
KII key informant interview
PSU public sector undertakings
SCOPE Standing Conference of Public Enterprises
WASH water, sanitation and hygiene
WIPS Forum of Women in Public Sector
CONTENTS
Acknowledgements

Executive summary i-iv

Abbreviations and acronyms

1. Introduction 1

2. Methodology 14

3. Survey in SCOPE member organizations: Analysis of results 20

4. Focus group discussions and key informant interviews in selected public sector
undertakings: Key reflective learning

5. Women’s career advancement to leadership and management positions in

public sector undertakings in India: Summary of key challenges and influential
factors

6. Global and national best practices to facilitate women’s career advancement

7. Conclusion and the way forward 599

ANNEX I. Questionnaire for Survey Monkey 655

ANNEX II. KII questionnaires and list of interviewees 688

ANNEX III. Profiles of 14 PSUs covered under FGDs and SCOPE 72

1. Introduction
1.1 Creating inclusive workspaces in public sector undertakings in India

Globally, gender diversity at the workplace is a pertinent issue. It is viewed as a determinant for
companies to grow, adapt, innovate and progress. Building and retaining workforce diversity is
becoming a top management priority and a business imperative.

In India, the services sector, specifically sectors such as information technology (IT), financial
services, media, health care, and hospitality are demonstrating that women are integral to their
workforce, thus reducing the ratio between men and women at the workplace. Also, with many
Indian companies going global and global companies entering India, diversity has become a key
trend. However, to keep the momentum going, corporate India and government agencies must
respond to the challenges that women continue to face.

The present report presents the findings of a study on factors influencing women’s participation
in public sector undertakings (PSUs) in India, and has proposed a way forward to respond to
hindering as well as enabling factors. The objective is to encourage and promote more women
to take on leadership roles and aspire to be in leadership and senior management positions
within PSUs in India.1

In August 2017, the Bureau for Employers’ Activities (ACT/EMP) of the International Labour
Organization (ILO), in collaboration with Standing Conference of Public Enterprises (SCOPE)
initiated a study on women in leadership and management in PSUs in India. SCOPE is an apex
professional organization representing central public sector enterprises (CPSEs), State
enterprises, banks and other institutions (a profile of SCOPE is provided in Annex III). SCOPE has
been proactive in taking on initiatives to support women in the public sector in India.

The mandate of the ILO to promote gender equality in the world of work is enshrined in its
constitution and reflected in relevant international labour standards. Four key ILO Conventions
on gender equality include the following: Equal Remuneration Convention (No. 100);
Discrimination (Employment and Occupation) Convention (No. 111); Workers with Family
Responsibilities Convention (No. 156); and Maternity Protection Convention (No. 183).2 The
conventions and other related resolutions adopted by the ILO are directed towards ensuring that

1
PSUs are companies are owned by the Government of India, or one of the many State governments, or both.
PSUs may be classified as central public sector enterprises (CPSEs), public sector banks or State-level public
enterprises. This study focused on CPSE members of Standing Conference of Public Enterprises (SCOPE). In the
context of this study therefore, references to PSUs are primarily references to CPSEs.
2
Conventions 100 and 111 are also among the eight fundamental ILO Conventions; the principles and rights
enshrined therein are found in the ILO Declaration on Fundamental Principles and Rights at Work.

1
“all working people live their lives with human dignity and equality in the world of work.” 3
Further, the ILO standards on equality provide tools to eliminate discrimination in all aspects of
the workplace. Gender equality is also a cross cutting theme in all “10 Policy Outcomes” set out
in the ILO Programme and Budget for 2018 /19.4

As an important initiative on women in management and leadership in PSUs, a consultative

meeting was held between ILO, and representatives of SCOPE member PSUs (the CPSEs) and
representatives of the Forum of Women in Public Sector (WIPS). It was decided that SCOPE and
ILO would conduct a multi-level study, covering SCOPE member PSUs, primarily CPSEs which are
the bulk of SCOPE’s membership. Many SCOPE members are enthusiastic to do better, and are
therefore putting in efforts to create inclusive workspaces. However, available data indicate that
much remains to be done to sustain and accelerate women’s ability to advance to top
management and leadership positions.

SCOPE and ILO recognize that the factors that hold women back from advancing in their careers
constitute only a part of the gender inequality issues at workspaces. To promote diversity in
workspaces and enable skilled and talented women to advance their careers, organizations need
to put in place real and actionable steps. The intent for the collaborative study was to contribute
to the development of tangible impact whereby PSUs adopt innovative gender focused policies
that a) help women to overcome difficulties in their career path; and b) encourage them to take
on senior and leadership positions.

1.2 Declining trends in female labour force participation in India

Tapping into the pool of talented women is regarded as a key feature of future workforce
strategy. The number of women continues to shrink at progressively higher organizational levels.
In India, women make up 42% of new graduates, but only 24% of entry-level professionals. Of
the women who enter into professions, about 19% reach senior-level management roles. Women
hold only 7.7% of management board seats and just 2.7% of board chairs.

Hiring, retention and career advancement of women are a big challenge.

India’s female labour force participation rate has remained visibly low. The ILO ranks India at
121 out of 131 countries (2013) on female labour force participation, among the lowest in the
world. In 2013, the female labour force participation rate for India was 27% notwithstanding
inter-state countrywide variations - far below the world average of 50%.

3
The ILO gender equality mandate is also set in the context of a number of international instruments advancing
equality between women and men. Among others, these include the United Nations Charter itself, numerous
resolutions of the General Assembly, the 1997 United Nations Economic and Social Council’s Agreed Conclusions on
gender mainstreaming, the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW),
the 1995 Beijing Platform for Action and its follow-up, and following the Millennium Development Goals, the 2030
Agenda for Sustainable Development.
4
Available at: http://www.ilo.org/wcmsp5/groups/public/---ed_mas/---
program/documents/genericdocument/wcms_582294.pdf

2
 Table 1: Labour force participation rate per 1,000 people age 15+ years as per usual status
Year Rural Urban
Male Female Percentage Male Female Percentage Total
female female female
1993–1994 876 491 49.0 801 238 23.7 42.6
1999–2000 845 364 46.0 782 180 21.0 39.5
2004–2005 864 497 49.4 796 246 24.4 42.7
2009–2010 825 378 37.8 762 194 19.4 32.6
2011–2012 813 358 35.8 764 205 20.5 31.2
Source: National Sample Survey, various rounds.

A paper published by the World Bank (2017) reported that female labour force participation
dropped by 19.6 million from 2004–05 to 2011–12. Participation declined 11.4 percentage
points — from 42.6% to 31.2% — from 1993–94 to 2011–12 (Table 1). Approximately 53% of
this drop occurred in rural India, among those aged between 15 and 24. An increase in
educational enrolment among the younger cohort, attainment of socio-economic status, and
household composition largely contributed to the drop.

When the two periods 1993–94 to 2004–05 and 2004–05 to 2011–12 are compared, the data
show an additional 31 million females joined the labour force from 1993–94 to 2004–05; in
contrast, from 2004–05 to 2011–12, there was a significant drop in female labour force
participation by over 19 million (World Bank, 2017).

The combined labour force participation rate of men and women in India had peaked in 2005. By
2016, the labour force participation rate for women fell by 10 percentage points while the rate
for men fell by 4 percentage points. What is most notable is that the declining trend of female
labour force participation took place during a period of strong national economic growth (and
rising wages and incomes). This development has been widely discussed. In 2016, women’s
labour force participation was significantly lower than men’s (women: 26.9%; men: 79%),5 but
the aggregated data hide subnational trends. For example, from 2005 to 2016, labour force
participation of women in urban areas increased slightly overall, but low participation among
rural women drove the overall downward trend.

In 2014, the ILO attributed the decline in women’s labour force participation in India to increasing
educational enrolment of women, increasing earnings of male workers that discouraged
women’s economic participation and resulted in women taking on more unpaid domestic duties,
and the lack of employment opportunities for workers with certain skills and qualifications
especially in rural areas (Verick, 2014).

5
World Bank: Labour force participation rate, female and male (percentage of the population age 15+) (modelled
ILO estimate), http://data.worldbank.org/indicator/SL.TLF.CACT.FE.ZS?locations=IN; and
http://data.worldbank.org/indicator/SL.TLF.CACT.MA.ZS?locations=IN.

3
The Government of India (2017b) reiterated the declining trend in women labour force
participation. Out of the total employment of 131.29 million persons in India, 98.25 million
persons (74.83%) are male and 33.04 million persons (25.17%) female. The data also show that
the Government and PSUs employ 7.2% of the workers. Among those employed by the
Government and PSUs, 78.5% are in proprietary establishments, and rest (14.3%) in private
companies, self-help groups (SHGs) and cooperatives.

Further, the National Sample Survey (2011-2012, 68th round) compared the total number of
female employees in private sector in 2010. The private sector, though still very male dominated,
has a higher number of women than the public sector. The public sector is evidently weaker than
the private sector in the share of women in the workforce.

India must reverse the trend of falling women’s participation in the job market if it is to achieve
its ambition of double digit growth (World Bank, 2017). Similarly, there is also a need to ensure
that women who are already in employment are given equal opportunities for career
advancement.

1.3 Women in public sector undertakings in India

The Public Enterprises Survey 2015-16 of the Government of India found there were 320 CPSEs,
the single largest organized sector, out of which 244 were in operation. The remaining CPSEs (76)
were under construction.6

As of 31 March 2016, the operational CPSEs employed 1.23 million people (excluding contractual
workers) in 2015-16 compared to 1.29 million in 2014-15, showing a reduction in employees by
4.42%. Of these 1.23 million, 115318 are women, constituting 9.36 per cent. In 2013-14, it was
9.81%. It fell to 9.45% in 2014-15, and subsequently to 9.36% in 2015-16 (Table 2).

This decline was significant because women were already an underrepresented share of CPSE
employees, especially when compared to the national average of 26.9% for female labour force
participation.

Table 2: Break-up of the female employees in different groups/levels in the operational CPSEs
Total Employees Total Female Employees Female Employees as
(Number) (Number) % of Total
2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 2013- 2014- 2015-
14 15 16
Managerial/ 270151 264497 258659 26186 26661 27010 9.69 10.08 10.44
Executives
Supervisors 129173 130208 121596 12176 9506 8297 9.43 7.30 6.82

6
CPSEs are classified into six categories/sectors: agriculture, mining, manufacturing, electricity, services and
enterprises under construction.

4
 Workers 949818 896469 851906 93931 85907 80011 9.89 9.58 9.39

Total 1349142 1291174 1232161 132293 122074 115318 9.81 9.45 9.36
Source: Public Enterprises Survey, 2015-2016, Vol I, Government of India

The increase in the share of women in managerial or executive posts however is commendable.
The percentage has further increased to 10.82 as per the 2016-2017 public enterprises survey
report (Government of India, 2017a)

The percentage of women employed by CPSEs in middle level positions (supervisors) had fallen
from 9.43% in 2013-14 to 7.30% in 2014-15 and further to 6.82% in 2015-16 (Figure 1). This trend
may suggest systemic issues causing women to leave the labour force, known as a “leaking
pipeline”. This also is an important issue given that the Government prefers to fill top posts in
public sector enterprises with internal candidates. Here again, a positive trend is an increased
percentage at the supervisors’ level i.e. from 6.82% in 2015-2016 to 9.87% in 2016-2017.

However, the overall women employment in CPSEs during the past four years has remained
stagnant between 9-10% approximately.

Figure 1. Number of female employees in CPSEs, 2013-2016

It may be mentioned that India’s banking and financial services sector is currently outperforming
other sectors in terms of women in leadership positions. A 2015 survey of 240 large corporations
(including Indian-owned, multinational, private and state-owned) by the global executive search
firm, EMA Partners International, found only 11% of companies in India are led by a woman, and
more than half of these companies are in the banking and financial services sector. The majority
of banks in India are private sector banks (Centre for Social Research, 2009).

The Reserve Bank of India has provided a breakdown of banking sector employees according to
three categories: officers; clerks; and subordinates (Figure 2). In general, banks tend to have a

5
higher percentage of women working as clerks than in other positions. Public sector banks have
a higher share of women subordinates than private sector banks do, and a smaller share of
women working as officers and clerks.

Figure 2. Percentage of women employed in the banking sector according to role, 2015

Data with SCOPE of its member PSUs are currently limited. Existing data from less than 100
organizations indicate the average total number of women employees not exceeding more than
10-12%; at the senior management or decision-making levels the average percentage does not
exceed 7-10%.7

1.4 Glass ceiling: Women remain underrepresented in the workplace, and the gender
gap widens up the organizational hierarchy

Reports and studies (some quoted in this study) identify multiple barriers to women’s career
advancement. It has led to a common and compelling usage of a metaphor – “the glass ceiling”
to describe barriers to gender inequality in the workplace. The glass ceiling can be defined as
tangible and intangible barriers within an organization that prevent women from advancing to
senior or top-level management and leadership positions.

Women in India are closing the gap in higher education. Some 45.9% of enrolled undergraduate
students in India are women and 40.5% of all enrolled PhD students are women (Indiastat). As of
2014, the percentage of female graduates tend to be higher in certain fields of study such as arts
and humanities (54.2%), health and welfare (61.5%) and services (83.4%), compared to 42.3% in
science, technology, engineering and mathematics (STEM) and 44.6% in business, administration
and law (UNESCO).

7
Senior management or decision-making roles correspond to the E7-E9 level. Further information on employment
levels (E1-E9) is provided in section 2.1 and 3.2. Note as well that data were not available from all 201 SCOPE
members; disaggregated data (male-female employees; E4–E9 women employees) were available from 62 SCOPE
member organizations. Average percentage is therefore an estimation from available data (see also section 2.2).

6
Despite the reduction in the higher education gap, a significant gap remains in economic
participation and gender imbalances are pervasive at all levels.

According to a survey of 42 companies (29% of which are headquartered in India) which

collectively employ more than 400,000 people across India, the pipeline of qualified women
starts small, with women holding only 24% of entry-level positions (Shyamsunder, Pollack and
Travis, 2015). The share of women employees declines with each ascending level of the
organizational hierarchy, and women account for only 14% of executive officers. Of the 323
positions in companies listed on the Bombay Stock Exchange 100, which are prerequisite for the
chief executive level, only eight are held by women (Banerji et al., 2010).

As of 31 December 2013, according to a study of 32 multinational companies across six markets

in Asia, nearly half of Indian women who leave the workforce leave between the junior and
middle management levels (Community Business, 2014).

Another issue the respondents highlighted many times is the gender pay gap. This gap may be
narrowing, but women still receive only 57% of what their male colleagues earn for performing
the same work (World Economic Forum, 2016). Furthermore, the gap widens with increasing
educational attainment and career advancement (Varkkey and Korde, 2013). A Times Jobs survey
in 2016 of 860 organizations reported that 55% of those surveyed admitted a compensation gap
still exists between women and men in their organizations (Kaushik, 2016).

The above trend that the number of women in the pipeline to the highest levels of management
decreases with each step up the organizational hierarchy is noticeable in the PSUs covered by
this study. In the PSUs, however, no wage gap exists between women and men employees. The
employment of women in PSUs are impacted by issues affecting women in the country, and
issues specific to the sector.8

Lack of mentoring, networking opportunities, lack of transparency in roles and expectations,

absence of a clear career path, unavailability of opportunities to up skill their expertise, and
exclusion from informal male-dominated networks are some of the prominent barriers. Added
to this, are other issues like harassment at workplace.

All-round efforts are needed to address the barriers, be they structural or cultural discrimination,
prejudice, or stereotyping, that limit the career advancement of women, and their advancement
to positions of leadership.

Against this backdrop, it becomes imperative to take proactive steps to ensure training,
mentoring, career planning of women employees. In India, the Parliamentary Standing

8
Issues affecting women in the country refer to the general biases, stereotypes and prejudices women face in the
socio-cultural set-up of India. Sector specific issues refer to engineering or technical based PSUs that depend on
natural resources such as coal, hydropower or oil and gas. These PSUs work in relatively difficult terrains so women
are less likely to be visible. PSUs have noted that few women are at the entry level in such organizations given the
likely nature of employment.

7
Committee on Personnel, Public Grievances, Law and Justice in its 62nd report also recommended
to make adequate avenues for women employees in order to facilitate their experience sharing
and confidence building.

In 2015, the International Finance Corporation, a World Bank group, estimated that the gross
domestic product (GDP) of India could increase by about 25% if both genders were fully engaged
in the workforce. Also, an analysis of top 100 Indian companies (Bombay Stock Exchange 100) by
Randstad revealed that women on company boards have a positive impact on return on equity
(ROE).

1.5 What has been done?

Legislations and regulations have been enacted to increase the number of women in PSUs in
India. The Companies Act 2013 and Revised Clause 49 of Equities Listing Agreement every
company listed on the National Stock Exchange and every public company with paid-up share
capital of INR 1 billion (about US$15.5 million) and turnover of INR 3 billion (about US$46.5
million) to have at least one female director on its board by April 2015. This led to a 180% increase
in the proportion of women on boards listed companies from 4.9% in 2013 to 13.7% in 2016.
Listed CPSEs likewise were required to appoint at least one woman director on the board to
ensure compliance with the provisions, and compliance with the law was the main catalyst for
the change.

Unintended consequences of the mandate included several new appointments from the
promoter group (namely a founding or controlling owner, often a family member). Several
reports and news articles (such as Deloitte, 2015; Reuters, 2015) revealed that many of the new
appointments came from the owner’s network or from within the family.

Half of the 100 tenured corporate directors in India surveyed by KPMG (2017) indicated that
companies are hiring women directors merely to comply with the regulation.9 Nearly 600
companies announced the appointments of women directors in the final three days before the
deadline set by the Government and 1,375 Bombay Stock Exchange-listed companies (about
25%) and 191 NSE-listed companies (about 11%) were non-compliant with the mandate as of
March 2016, suggesting a lack of buy-in (Deloitte, 2015). Failure to comply entails penalties:
companies that missed the deadline but comply within three months are fined INR 50,000
(around US$770) each. Those who are late by more than three months but less than six months
are fined INR 50,000 (around US$770) and pay additional INR 1,000 (around US$15.50) per day
of non-compliance, while those who do not comply within six months of the deadline are fined
INR 142,000 (around US$2,200) in addition to INR 5,000 (around US$77) per day until the date of
compliance. Further actions may be taken against the owners and directors, but it is unclear
whether these penalties have been enforced.

9
Data quoted was sourced from PRIME Database, 2016.

8
Many PSUs have failed to comply with the mandated norm to appoint a woman director. Based
on the information received by SCOPE from its PSUs (128 CPSEs, 7 nationalized banks and 2
insurance companies), there were about 68 female board-level directors.

The pyramid structure with sizeable representation of women at the lower levels, and a
comparatively low share of women at the top level is there for all to see. It must therefore
become a concern for PSUs and for SCOPE.

The Maternity Benefit (Amendment) Act 2017 includes increasing maternity benefit to woman
covered under the Maternity Benefit Act, 1961 from 12 weeks to 26 weeks, introduce 12 weeks’
maternity leave for adopting and commissioning mothers. It require establishments engaging 50
or more employees to provide crèche facilities and allow employees four visits per day to the
crèche, and offer remote working provisions (depending on nature of work and mutual
understanding between employer and employee). The Act is expected to have a positive impact
on women’s participation in labour force, and improve their work-life balance.

Several corporations, especially multinationals, have proactively updated their maternity benefit
policies to comply with the amendment, and some have exceeded its requirements by providing
further benefits such as in-house day-care services (Ramchandani and Kaushik, 2017).

Other initiatives taken primarily by multinational companies in India encourage hiring, retaining
and promoting women (see discussion in chapter 4). These initiatives include blind hiring to
remove gender bias and ensuring that recruitment agency partners have sufficient women
representation at the interview stage (such as Bharti Enterprises and American Express). Some
schemes to promote women cater to India’s social context (such as General Electric’s “Bring
Mother-in-Law to Work”, Tata Group’s Tata Second Career Internship, Intel’s “Home to Office”,
IBM’s “Bring Her Back”, SAP’s “Stay in Touch” and Philips’ “Back in the Game” programmes) to
encourage women to return to work. While most of these programmes are not being
monitored for impact, public sector enterprises can review these initiatives and leverage
lessons learned to retain women in their workforce.

1.6 Outline of the study report

This report has been divided into seven chapters including introduction and conclusion, which
specifies a way forward for SCOPE to advocate and work with its member PSUs, in encouraging
and promoting women in management and leadership positions thereby making workspaces
more inclusive and gender diverse.

The present chapter has introduced the SCOPE-ILO study and acknowledged inclusive
workspaces as a pertinent issue in the context of the overall declining female labour force
participation rate in India. Chapter 2 presents the unique methodology for the SCOPE-ILO study.
It is the first study on PSUs in India employing a multi-level approach. The multi-level approach
included an online survey (conducted through Survey Monkey) of women employees of SCOPE

9
member PSUs, focus group discussions (FGDs) in 14 select PSUs, and Key Informant Interviews
(KIIs) with decision makers of the company including the Chairman cum Managing Directors
(CMDs) and Heads of HR.

Chapter 3 draws from the responses of 1,665 women employees of different SCOPE member
PSUs who participated in the online survey, and provides an analysis of the survey results.
Without ambiguity, women respondents pointed out that they consider themselves to be a
“skilled talent pool”, and it is up to the organizations to recognize this talent pool by ensuring
right kind of opportunities, appropriate facilities and encouragement. Also, women do not need
sensitization but male employees at all levels ought to be sensitized towards challenges hindering
women’s career advancement.

Chapter 4 provides key reflective learning based on the findings of the FGDs and KIIs in 14 select
PSUs, a significant part of the multi-level study. This chapter voices the understanding and
insights of the male employees as well as senior management and decision makers in the PSUs
on factors influencing the career advancement of women. Also, it presents what they suggested
as practical measures or strategies to facilitate women’s career advancement, particularly their
advancement to senior management and top leadership positions.

Chapter 5 provides a synthesis of the findings of the multi-level study (survey, FGDs and KIIs), and
a summary the key challenges and influential factors in women’s career advancement to
management and leadership positions in PSUs in India. While some challenges and enabling
factors may be common in all settings; some are specific to PSUs.

In view of the challenges, chapter 6 presents a number of examples of best practices in India and
globally. It showcases efforts of different organizations to promote gender diversity and draws
practical lessons from such efforts.

Chapter 7, the final and concluding chapter, presents guidelines or recommendations to facilitate
the advancement of women in leadership and management in PSUs in India. It is hoped that
SCOPE will review the recommendations and advocate with its 201 member PSUs and the nodal
ministry for PSUs, namely the Department of Public Enterprises under the Ministry of Heavy
Industries and Public Enterprises of the Government of India.

1.7 Way forward for SCOPE

The trend in the share of women employed by CPSEs must be the priority for PSUs in India. A
deterioration in the trend means reduction in the number of women who are eligible for top
posts. To reverse a deteriorating or near to stagnant trend, it is important to understand the
causes, which this study has adequately brought out.

SCOPE and its member PSUs can begin by evaluating the causal factors drawn from survey
responses, the FGDs and the KIIs (see chapter 5) and encouraging PSUs to review the gender

10
balance across all organizational levels to identify what works and what does not, and use tools
such as competency mapping and succession planning. This will enable PSUs to improve gender
balance, also promote gender diversity in the workplace. In addition, SCOPE needs to build on
the available data of women employees at different levels in its member PSUs.

The study also identified a number of feasible steps for PSUs to make better progress towards
gender diversity. Based on the valuable information shared by participants at multiple levels,
SCOPE can create a checklist of minimum characteristics that workplaces must have to support
the advancement of women, and PSUs can use the checklist to conduct rapid assessments of
their efforts.

The Department of Public Enterprises under the Ministry of Heavy Industries and Public
Enterprises has also emphasized that all CPSEs should take steps for skill upgrading and career
progression of women in the workforce. SCOPE can use the findings of this study to partake in
consultations with the Department of Public Enterprises and other stakeholders in the
Government so that more women in India find opportunities within PSUs, take on more
responsibilities, and attain senior and leadership roles.

From the SCOPE-ILO study it is evident that organizational policies and practices need to build a
more robust pipeline of upwardly mobile women, to foster better gender inclusiveness.

This SCOPE-ILO collaborative study is an important follow-up to the ILO-ACT/EMP global initiative
on Women in Business and Management. As an immediate step forward in this collaboration, ILO
is proposing that SCOPE draw upon its member PSUs to create a body of champions, both women
and men, who have been successful in overcoming some barriers, or who are known for their
exemplary performance. The ILO will train these champions. Following their training, the
champions will become a task force that conducts gender training and sensitization sessions
focusing on equal opportunities for career advancement in different PSUs, beginning with SCOPE
members. The model can then be replicated in other organizations.

11
References

Banerji, A., and others: Standard Chartered Bank: Women on corporate boards in India (Hong
Kong, Community Business; and Cranfield, United Kingdom, Cranfield University, 2010).

Centre for Social Research (CSR): Women managers in India: Challenges and opportunities (New
Delhi, 2009).

Community Business: “Executive Summary”, in Gender Diversity Benchmark for Asia, 2014,
http://www.communitybusiness.org/images/cb/publications/2014/GDBA_07Executive_Summa
ry_2014__for_pub.pdf [accessed 19 May 2017].

Deloitte: Women in the boardroom: A global perspective (2015).

EMA Partners International: Gender Splits (July 2015), http://ema-partners.com/gender-splits/.

Government of India: The Public Enterprises Survey 2015-16: Vol I (New Delhi, 2016).

Government of India: The Public Enterprises Survey 2016-2017: Vol I (New Delhi, 2017a)

Government of India, Ministry of Statistics and Programme Implementation: Annual Report,

2016-17 (New Delhi, 2017b).

Government of India, Ministry of Statistics and Programme Implementation, National Sample

Survey Office: National Sample Survey (New Delhi, 2012).

Indiastat: State-wise Enrolment at Various Levels of Higher Education in India – Part 1 (2012-
2013).

ILO Programme and Budget for the Biennium 2018–19. Available at:
http://www.ilo.org/wcmsp5/groups/public/---ed_mas/---
program/documents/genericdocument/wcms_582294.pdf

Kaushik, A.: “TimesJobs Survey: India Inc. thinks beyond concerns to enhance gender diversity”
in Gender diversity: It’s just the beginning” in TJinsite Hiring and Beyond (2016, Vol. VI, Issue 9,
Sep.), p. 3, http://content.timesjobs.com/docs/TJinsiteSep2016.pdf [accessed 19 May 2017].

KPMG: Towards gender balanced boards (Mar. 2017). Data quoted was sourced from PRIME
Database, 2016.

Ramchandani, P., and K. Kaushik: “India soon to amend maternity benefit requirements”, in
Society for Human Resource Management, 20 Mar. 2017,

12
https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/india-
maternity-benefits.aspx [accessed 20 May 2017].

Reuters: Indian firms mock gender diversity as boardroom deadline passes: analysts (1 Apr.
2015), http://uk.reuters.com/article/us-india-women-directors-idUKKBN0MS4FT20150401.

Shyamsunder, A., A. Pollack and D. Travis: India Inc.: From intention to impact (New York, Catalyst,
2015).

UNESCO Institute of Statistics: http://data.uis.unesco.org/.

Varkkey, B., and R. Korde: Gender Pay Gap in the Formal Sector: 2006-2013, Preliminary evidences
from Paycheck India data (Amsterdam, WageIndicator Foundation, 2013).

Verick, S.: Women’s labour force participation in India: Why is it so low?, ILO Decent Work Team
for South Asia (New Delhi, 2014), http://www.ilo.org/wcmsp5/groups/public/---asia/---ro-
bangkok/---sro-new_delhi/documents/genericdocument/wcms_342357.pdf

World Bank (2017). Precarious drop: reassessing patterns of female labor force participation in
India (English). Policy Research working paper; no. WPS 8024. Washington, D.C.: World Bank
Group. Available at:
http://documents.worldbank.org/curated/en/559511491319990632/Precarious-drop-
reassessing-patterns-of-female-labor-force-participation-in-India

World Economic Forum: “Country Profile: India”, in The Global Gender Gap Report 2016, 2016,
http://reports.weforum.org/global-gender-gap-report-
2016/economies/?doing_wp_cron=1492609768. 1001930236816406250000#economy=IND
[accessed 19 May 2017].

13
2. Methodology
Multiple studies have reviewed and acknowledged the persistent gender gap – globally, at all
levels for women participating in the job market (World Bank, 2017; McKinsey, 2008, 2016;
OECD, 2016; CIPD, 2016; ILO, 2015; Catalyst, 2007). The gap widens towards the senior
management or leadership level.

A review of literature indicates that most studies draw their findings from questionnaires or
surveys, and some include interviews with representatives of top management. In India, such
studies have been conducted in Indian and multinational private companies, including banks, IT
firms and hospitality sector enterprises.

Drawing from the current literature, including the ILO global report on “Women in Business and
Management - Gaining Momentum” (2015), the SCOPE-ILO study employs employed a multi-
level approach to data collection on women in leadership and management in PSUs in India.

A consultative meeting was held with SCOPE and representatives of its member PSUs, including
CPSEs and representatives of Women in Public Sector (WIPS). During the consultation, it was
decided that the study would cover SCOPE member organizations.

2.1 Multi-level approach

The multi-level approach of the study included online survey, FGDs, and KIIs. The methodology
of each level of the study is described in turn below.

Online survey of women employees

The employment grades E1–E9 indicate or correspond to positions in the organizational
hierarchies of PSUs. If a person is recruited in E2, advancement to E3 grade (with salary increase,
perks and other benefits) takes place after a specified period of time. The employee’s job title is
also likely to change (for example, from senior manager to deputy manager). At level E4–E5 and
above, promotion is not time bound but based on merit, track record and available vacancies.
The gender balance at levels from E4 and above are comparatively skewed towards men.1

For the online survey, the E4–E9 level was particularly chosen because most PSUs have a pyramid
structure with lower representation of women in higher-lever positions. The online survey was
available to E4–E9 level women employees in 201 SCOPE member PSUs.

1
There is no evidence-based study as to why the percentage of men is higher than percentage of women in higher
levels. Discussions during the study indicated the perception of some respondents that since the number of women
recruited at the entry level is less, it is likely that fewer women make it to the top. Besides, even when women
compete with men at higher levels, organizational and other biases may cause them to be overlooked while men are
accommodated. Some such cases were cited during the course of this study by women employees, requesting
anonymity.

14
The online survey was initiated through Survey Monkey. It was open for a period of three months
(mid-August – mid-November 2017). 1,665 women employees in E4–E9 level from 46 SCOPE
member PSUs participated in the survey.

The online survey had 16 questions and is annexed to the present document (Annex I). It included
two open-ended questions with space provided for respondents to highlight particular incidents
where they felt dissatisfied or disillusioned with their career advancement. Of 1,665 women who
completed the survey, 813 provided an answer in that space. The survey also included 14 closed
multiple choice questions to make the survey as explicit as possible.

FGDs
SCOPE selected 14 CPSEs (see Annex III, Profile of 14 PSUs) for the FGDs based on the following
selection parameters:
o Organizations representing Maharatna, Navratna, Miniratna (I and II) categories. CPSEs
are ranked into these categories on the basis of their financial performance, net worth,
revenue and profit. Guidelines for the criteria are issued by the Department of Public
Enterprises, a nodal department for all CPSEs;
o Organizations representing different sectors (such as agriculture; mining; manufacturing;
electricity; services; others);
o Organizations having effective gender and HR policy;
o Organizations with a large number of employees but a low ratio of women employees;
and
o SCOPE membership and active participation in SCOPE activities.

A nodal person was nominated by each of the selected CPSE to facilitate the FGD process and
KIIs. The nodal persons also encouraged the E4–E9 women employees in their organization to
participate in the online survey.

A maximum number of participants for the FGD was stipulated at 30. It included both male and
female employees of E4–E9 level in the ratio of 6 male: 1 female. It was not possible for all
organizations to maintain the ratio but the total number of male employees in all FGDs was
always greater than the total number of female employees.

The duration of FGDs was three hours with a maximum spill over time of 30 minutes allowed.
The FGD was an interactive session involving group and team exercise.

Participants were first divided into six groups with at least one woman participant wherever
possible. Each group worked on a single topic (decided by picking a quote card). Each topic had
a key question to which the group members following discussion amongst themselves were to
come up with common answers or a common understanding. All the six topics were inter-related
and inter-linked and needed to be discussed with reference to one’s organization only.

15
The six questions under each topic were as follows:
1. Biases and cultural assumptions: In your organization, what biases and assumptions
present challenges for women and men as they move up in their careers?
2. Women as leaders and managers: How differently and critically do or will women
leadership styles impact company’s outcomes or business results (such as meeting
targets, generative revenues, initiating innovations and developing talent pools) than
male leaders?
3. Engaging men: How your organization can engage or is engaging men in advancing
women’s leadership and management?
4. Women talent pool: How can the women talent pool be expanded in your company?
5. Gender diversity: How in your view gender diversity can promote organizational
performance?
6. Company policy and strategy - What could be or are your company policy or strategy to
promote women in leadership and management?

The final take away of the FGD process was the group collectively, drawing from the six
presentations on topics above, coming up and agreeing to one to five strategies or ways forward,
which they considered as feasible for their organization to adopt to facilitate women’s career
advancement in their organization. The take-away points were later discussed with top
management especially with CMDs and Heads of HR during KIIs.

KIIs
The third level of the study comprised interviewing top managers or decision makers of the 14
selected PSUs. There were five preferred informants for the interviews:
o CMD of the company;
o Head of HR;
o A woman director in the board of directors (if applicable);2
o A senior management representative (male) who is part of company’s decision-making
process; and
o A representative of WIPS or any other woman representative who actively participates or
is in the forefront of organizational activities.

Three to five KIIs were conducted in each of the 14 selected PSUs. A total number of 53 KIIs were
conducted of which 9 were CMDs and 14 were Heads of HR. Interviews based on a questionnaire
were either conducted in person or telephonically. In some instances, the interview
questionnaire was sent to the key informant via email (See Annex II, Questionnaires for KIIs).

2 Directors are either functional (from within the company), independent (by the company from within its own
network) or government nominated (generally by the concerned ministry). Only one of 14 PSUs reported having a
female functional director. In the rest, it was either an independent or a government nominated director or they
were awaiting the appointment of a woman director.

16
While there have been surveys conducted previously in CPSEs or with SCOPE members, no study
has been conducted in this multi-level format. The 14 PSUs covered under the study appreciated
the multi-level approach. A prime reason, as cited, was the FGD conducted with focus on male
employees. Male participants in FGD noted that they could not recall being part of any such
session wherein a constructive interactive dialogue between female and male staff had taken
place on career advancement of women.3 What was further appreciated was that the survey
trends and the FGD take-away points formed the basis of KIIs. It helped to capture management’s
viewpoint on the outcomes of the FGDs, specifically the proposals for flexible organizational
policies and a gender sensitive approach in facilitating women’s advancement to leadership and
management positions.

2.2 Study limitations

A key limitation of the study was the lack of data on the exact number of women employed at
the E4–E9 level in the 201 SCOPE member organizations. Since the data were not available, it is
not possible to know what share of all women employees were represented by the 1,665 women
who participated in the survey. Going by the limited data available, however, it is a fair estimate
that 1,665 constitutes approximately 10-15% of all E4–E9 women employees in the 201 member
organizations. In the near future, SCOPE may wish to create a robust database of all its member
organizations.

Further, the study timeline required fieldwork to be completed by November 2017,

corresponding more or less with the closure of the online survey. It was a highly challenging task
for the nodal persons to organize both the FGD and the KIIs in their respective organizations.
Irrespective of the challenges, including the lack of time and the unavailability of some key
informants, the nodal persons engaged in the study played a highly commendable role. FGDs
were successfully conducted in all the 14 PSUs. However, it was not possible to conduct all five
preferred KIIs in all organizations.

Further still, the FGDs and KIIs did not include the banking sector companies, which employ a
large number of women, or the mining or the railway sectors, which have a large number of
employees. It is hoped that the findings from this study can guide specific sector studies in the
future.

2.3 Ethical considerations

A key ethical standard maintained in this study is not to disclose at any level any names of any
individuals who shared any incident or feeling of any wrongdoing. This was requested by WIPS
representatives in the consultative meeting held at the start of the study. The survey
questionnaire therefore did not require the name of individuals participating. This facilitated
without any intimidation, a free and frank participation from all participants in the study.
3
The approach of involving men added a holistic dimension to the study from an organizational point of view as
opposed focusing only on the views of women employees.

17
2.4 Reliability of the study

The reason behind undertaking the study in the above manner was to provide an opportunity
not only to the E4–E9 women employees to express their views but also to provide an
opportunity to the male employees to express their views through FGDs on factors influencing
women in their career advancement and, if there were challenges to advancement, how these
can be addressed. In addition, conducting the KIIs enabled the study to involve the management
and capture their views on the issue of advancing women into top leadership and management
positions.

For SCOPE-ILO, the multi-level study not only revealed the influential factors that hinder women’s
career options and advancement, but it also led to clear recommendations derived from the
discursive and interactive methods – contained in this report as the way forward. Taking note of
the recommendations under the way forward can help to facilitate progress toward gender
equality in organizations, and enable them to come up with gender sensitive flexible policies.

It is hoped that the suggested recommendations will also form part of discussions in relevant
forums for a better career advancement and promotion of women in India’s PSUs.

18
References
Catalyst (2007) The Double-Bind Dilemma for Women in Leadership: Damned if You Do,
Doomed if You Don’t.
http://www.catalyst.org/system/files/The_Double_Bind_Dilemma_for_Women_in_Leadership
_Damned_if_You_Do_Doomed_if_You_Dont.pdf

CIPD (2016) Why are there so few women at the top? Chartered Institute of Personnel and
Development (CIPD) Submission to the Women and Equalities Select Committee, UK.
https://www.cipd.co.uk/Images/why-are-there-so-many-women-at-the-top_2016-april_tcm18-
14006.pdf

ILO (2015) Women in Business and Management: Gaining Momentum. Global Report.
http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---
publ/documents/publication/wcms_316450.pdf

McKinsey (2008) Women Matter: Women Leadership, a competitive edger for the future.
https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20In
sights/Women%20matter/Women_matter_oct2008_english.ashx
McKinsey (2016). Women Matter 2016: Reinventing the workplace to unlock the potential of
gender diversity.
https://www.mckinsey.com/~/media/mckinsey/global%20themes/women%20matter/reinventi
ng%20the%20workplace%20for%20greater%20gender%20diversity/women-matter-2016-
reinventing-the-workplace-to-unlock-the-potential-of-gender-diversity.ashx

OECD (2016) Improving women’s access to leadership: What works? Background Report for a
Conference on improving women’s access to leadership, 08 March, 2016, Paris.
https://www.oecd.org/daf/ca/OECD-Women-Leadership-2016-Report.pdf

World Bank (2017). Precarious drop: reassessing patterns of female labor force participation in
India (English). Policy Research working paper; no. WPS 8024. Washington, D.C.: World Bank
Group. Available at:
http://documents.worldbank.org/curated/en/559511491319990632/Precarious-drop-
reassessing-patterns-of-female-labor-force-participation-in-India

19
3. Survey in SCOPE member organizations: Analysis of results
3.1 Introduction

This chapter provides a summary of the characteristics of the respondents to the online survey,
including the number of respondents and their position in the organizational hierarchy. It also
presents an overview of the survey questionnaire (available in Annex I).

This chapter addresses seven key questions that formed the core of the survey (the number in
parentheses following each question denotes the numbering from the survey):
1. What are women looking for in terms of their career growth? (Q5)
2. Which is the most influential factor in women’s career advancement? (Q6)
3. Which factors hinder most women’s career advancement? (Q8)
4. What are the reasons for women being underrepresented in senior management or
leadership positions? (Q10)
5. What steps are necessary to help more women move into leadership positions? (Q13)
6. What benefits having female leaders bring to organizations? (Q14)
7. What personal actions and behaviors can drive women in their careers forward? (Q15)

It provides a review of the findings of the online survey and analyses the results.

3.2 Characteristics of respondents

All E4–E9 level women employees of 201 SCOPE member organizations were invited to complete
the online survey, and a total of 1,665 women from 46 SCOPE member PSUs participated. The
E4–E9 level was selected because the gender balance in most organizations follows a pyramid
structure with lower representation of women in higher-level positions.

Service level Number of Number of respondents*

respondents Age range
E4 551 E4–-E6 E7–E9

E5 412 25-35 322 3

E6 371 35-40 202 3
E7 209 40-45 223 32
E8 68 45-55 429 168
E9 9 55 or above 152 78
Did not mention 45 Did not 6 2
level mention age
TOTAL 1665 TOTAL 1334 286
Source: SCOPE-ILO Online Survey, 2017
*The figures include only those respondents who mentioned their service level

20
Of the 1,665 respondents, 45 respondents did not mention their service level. Of the 1620 who
mentioned their service level, 1334 respondents were from E4–E6 level; rest 286 from E7–E9
level. E4–E6 level women employees are primarily in the reproductive age range of 25-45 years.
The age range of E7–E9 level women employees is more or less 45 years and above. As will be
seen later in this chapter, women respondents have put emphasis on women likely to opt for
different life cycle choices at different stages of life or age range. The concern is any natural life-
cycle choices (such as getting married, child birth and child care) or at a later stage of life looking
after aged parents - must not get regarded as stumbling blocks in their career advancements.

3.3 Survey questionnaire

The online survey questionnaire was developed and administered through Survey Monkey. The
online survey was open for three months and it included 16 questions (see Annex I, Questionnaire
for Survey).

The survey included two open-ended questions including a space provided for respondents to
highlight incidents where they felt dissatisfied or disillusioned with their career advancement. Of
1,665 women employees, 813 made use of the space. Rest of the 14 questions were closed ended
multiple choice questions. Some questions were put in as a check and balance, to make the
survey as explicit as possible.

3.4 Survey results on the seven core questions

The online survey touched upon seven core areas or issues. These included women’s career
goals; followed by looking into factors that influence as well as hinder women’s career
advancement. In addition, women were asked to ascertain the reasons for underrepresentation
of women in senior management or leadership positions in their organizations; and what could
be some necessary steps to address the under-representation. Furthermore, women were asked
to give their views on whether having female leaders’ benefit organizations in any particular
manner. Lastly, what changes or actions at their end could drive them forward in their careers?

1. What are women looking for in terms of their career growth? (Q5)
It is interesting to note that more women (19.78% of women respondents) want to be recognized
for their contribution in achieving organizational goals rather than wish to reach top
management positions in their organization (18.62%). Only a marginal 1.10% women have no
aspirations to grow in their career.13

13
Of the 1,665 respondents, 32 did not respond to this question. The percentage figure is of the total number of
respondents to the question. It does not include those who did not respond to the question.

21
Source: SCOPE-ILO Online Survey, 2017

What emerges more significantly is, in terms of their career growth, 30.43% women respondents
want to upgrade their skills and move into roles of greater responsibility; and 30.07% want to
take up new challenges and opportunities to broaden their experience at work.

2. Which is the most influential factor in women’s career advancement? (Q6)

Going by what women respondents14 have cited, two most influential factors that stand out in
women’s career advancement include: women’s own confidence and self-belief (43.79%); and
organizational opportunities supporting women in their professional development and career
growth (26.85%).

Source: SCOPE-ILO Online Survey, 2017

14
Of the 1,665 respondents, 30 did not respond to this question.

22
In all, 14.13% women have cited family and spousal support for combining work and family to
be the influential factor. Fewer women respondents (8.81%) cite tackling biases, perceptions
and stereotypes against women to be the most influential factor.

Flexible work arrangements took the last spot as an influential factor (6.42%). Flexible working
schedules however featured later under what organizations could do to help more women
move into leadership positions.

3. Which factors hinder most women’s career advancement? (Q8)

Respondents were asked to rate on a scale of 1 (lowest hindrance) to 5 (greatest hindrance),
factors they thought hinder most women’s career advancement.15

Echoing their responses to the most influential factor in women’s career advancement,
women’s ratings of “biases and stereotypes against women”; and “family responsibilities
including coping with child-care issues”, scored 2.65 and 2.68 respectively - making them the
bottom most hindering factors.

What women actually considered “greatest hindrances” in their career advancement includes:
having a skill gap or a knowledge gap in their specialized area (score 3.42); returning to work
after a career break or maternity leave (3.19); lack of internal motivation or a desire to move up
the career ladder (3.09).

Sl No Factors hindering most women’s career advancement Score rating

(out of 5)
1 Having a skill gap or a knowledge gap in their specialized area 3.42

2 Returning to work after a career break or maternity leave 3.19

3 Lack of internal motivation or a desire to move up the career 3.09

ladder
4 Family responsibilities including coping with child-care issues 2.68

5 Biases and stereotypes against women 2.65

Source: SCOPE-ILO Online Survey, 2017

4. What are the reasons for women being underrepresented in senior management or
leadership positions in your organization? (Q10)
Of the 1,665 respondents, 66 did not respond to this question. Rest attributed multiple reasons
for women’s underrepresentation in senior management or leadership positions.

15
Of the 1,665 respondents, 78 did not respond to this question. It is difficult to provide any significant analysis of
why respondents skipped this question.

23
However, what is articulated the most number of times as a reason for underrepresentation is
the lack of organizational strategies to identifying, promoting and retaining skilled women at
higher levels (50%). Another significant reason cited is the “organizational culture” that seems to
view top management jobs more as a “man’s job” (39.21%).

Source: SCOPE-ILO Online Survey, 2017

Other reasons include: Lack of positive role models or mentors (31.64%); Lack of leadership
training for women (26.45%). Relatively less percentage of respondents viewed differential
recruitment of men and women to be the reason for underrepresentation of women.

5. What steps are necessary to help more women move into leadership positions? (Q13)
Women do not view implementing targets and quotas for women as necessary to help more
women move into leadership positions.16 Instead what women highlight as necessary steps for
organizations to take if women are to move into leadership positions include:

A. A non-biased and consistent process to identify, develop and advance women within the
organization (75.47%)
B. Investing resources by organizations in career development of women. For example,
investing on programmes on confidence-building; nurturing women as leaders through
mentors; other leadership programmes (63.23%).
C. Seeing more women in senior management or leadership positions (60.75%)
D. Flexible Working Schedules (55.34%)

16
Of the 1,665 respondents, 55 did not respond to this question.

24
 E. Access to and Networking with Female Leaders (38.63%).

Source: SCOPE-ILO Online Survey, 2017.

6. What benefits having female leaders bring to organizations? (Q14)

While a meagre (9.05%) women respondents feel it makes no difference having female leaders
in an organization, rest attributed multiple benefits which female leaders bring to organizations.
These include:

A. Leads to diversity that brings different perspectives, experiences and insights into the
organization (73.04%)
B. Breaks the culture of negative perceptions and stereotypes against women (61.93%)
C. Women are better communicators and better listeners (56.91%)
D. Women have enhanced ability to understand consumers and organizational clients
(56.48%)
E. Women advocate for different issues than men do (such as clean WASH facilities, crèche
facilities, zero tolerance over harassment and flexible work hours) (46.19%)

Women respondents also felt that contrary to common perceptions, women leaders are able to
undertake risk-adverse decision making (34.72%). 52 respondents did not respond to this
question.

7. What personal actions and behaviors can drive women in their careers forward? (Q15)
It is not a single action or behavior that can drive women in their careers forward. Rather, a
number of actions and changing behaviors can drive them. In so saying, women identify the
following actions and behaviors:

Besides balancing work and family (81.62%), making use of opportunities to improve skills and
knowledge that exceeds current capabilities (79.70%), having complete trust or confidence in
oneself and doing what one feels one should do (78.96%), networking or interacting with people

25
who encourage, support and mentor women leaders in the organization (69.43%), and setting
clear career path goals (57.43%).

3.5 Survey analysis

Drawing from the survey results a number of inferences can be made. It must be added that most
of these inferences are complemented by responses from respondents under Q16 of the Survey
Questionnaire. Q16, as mentioned, an open-ended question allowed space for respondents to
expound on the issue of career advancement by highlighting any incident or incidents over which
they felt dissatisfied or disillusioned.

i. It may appear dichotomous that while on one hand 69.62% women respondents credit
their organizations as offering the same promotional opportunities, and 51.60% view
their organizations having a “gender equal policy” towards employees; on the other hand,
women (66.91%) also note that women are underrepresented in senior management or
leadership positions in their organizations; further, 73.11% regard their organizations as
supporting - to a very small or moderate extent - the making and development of women
leaders. This dichotomy can be explained by the fact that all 14 PSUs where the study’s
FGDs and KIIs took place unequivocally cited their organization as “being gender neutral”.
Nevertheless, gender-neutral policies do not necessarily promote substantive gender
equality. This is also evident from other inferences drawn below.

ii. A very positive trend that has emerged out of the survey is the perception women have
of themselves. Acknowledging that they have family responsibilities, women do not see
it as a stumbling block in their career advancement. In fact, 76.66% of women employees
see themselves in a higher position or in a position with more responsibilities in the next
five years. It must be reiterated that in no uncertain terms, women today see themselves
as a “talent pool” – with a set of skills – that needs recognition. But the question is, do
organizations also perceive women in a similar manner as women do, or organizations’
perception get concealed under the garb of promoting a “gender neutral policy”?

iii. As a corollary to the above point, it is noteworthy that women no longer see “tackling
biases and stereotypes” and dispensing family responsibilities as either influencing or
hindering women’s career advancement. Instead, what is clearly called for by women is a
change in organizational strategies that recognizes women as a talent pool and
accordingly provides opportunities supporting them – through specific measures - in their
professional development and career growth. Such a measure may include “protection of
previous years rating during maternity leave of a woman employee, so as not to affect
her promotion upon resuming duty”; or “provision for a hand-holding so that any
knowledge gap that may have occurred during the maternity leave period can be easily
overcome”. A number of women have cited their performance rating being affected
negatively in the year they were on maternity or child-care leave.

26
 iv. For bringing about a change in organizational strategies, a paradigm shift in organizational
approach – and thought process - is required. This may require recurrent sensitization
process at all levels. As per many women respondents, work or projects that are critical
or require high level reporting are not generally assigned to women employees. Women
tend to land up doing routine type jobs. Also, while women do advance in certain streams
like the human resource, finance, administration, and IT, but may not do so in core
streams like project management, marketing, sales or operations. However, as the next
chapter on FGDs and KIIs shows, some organizations are consciously taking innovative
steps (often viewed as radical steps) in recruiting women in newer fields which
traditionally were considered as male bastions (such as fire-fighting teams; posting in a
far-off location to manage an organizational unit). The point is also that such innovative
steps needs to be highlighted within the organization and women recognized for their
exemplary performances. Such recognition can help to address issues such as lack of
positive women role models or mentors, as cited by women (31.64%).

v. Equally importantly, is the need to support or facilitate women in identifying their

strengths and weaknesses through leadership training programmes. Organizations do
send women for leadership training, however (26.45%) of women respondents feel that
leadership trainings since not matched with existing skill analysis of employees does not
so much contribute towards career development. At times, such trainings – especially the
ones with the subject line – “women empowerment” – are perfunctory assigned to
women. Women strongly advocate as part of a “non-biased and consistent process to
identify, develop, and advance women within the organization” - that organizations need
to encourage men to be the participants of such programmes. It will enable men to
become better aware and sensitive, also better allies for women’s empowerment.

vi. It is interesting to note that while suggesting steps to facilitate career advancement of
women in leadership and management positions, women did not necessarily seek to
make all organizational policies gender-specific. However, definitely, their suggestions are
oriented towards making organizations become more gender sensitive. For instance,
women have noted that time spent after office hours; or women employees ability to
network; or her joining a get-together predominantly comprising male colleagues are
often perceptions used to judge someone’s productivity at work. Such instances can easily
come under “improper evaluation of work contribution”, which is also in line with weak
management of people using irrelevant criteria. There are also situations where despite
visibly prioritizing work demands over family commitments in the interest of work
requirement, the actions and work of the woman employee is not acknowledged by
(male) superiors. However, for a similar actions and work, male counterparts may be
glorified.

3.6 Conclusion

A sharing from a woman employee in the Survey perhaps aptly says it all.

27
“I once superseded my husband, also my batch mate in promotion. The reaction was more of
sympathy for my husband, and less congratulations for me! A few years later, my husband
superseded me. At that time, the general reaction was to congratulate me for his promotion, but
there were very few sympathies for my professional setback. This, in spite of the fact that both of
us have equally excellent track records and professional standing.”

Despite organizations being gender neutral or pursuing so-called gender equal policies, women
employees participating in the survey indicate that women are required to render higher
performances than male colleagues in order to even be recognized as 'somewhat equal'. In this
regard, a respondent quoted from Charlotte Whitton, a Canadian feminist, who was the first
woman mayor of Ottawa. She said: "Whatever women do, they must do twice as well as men, to
be thought half as good.”

28
4. Focus group discussions and key informant interviews in
selected public sector undertakings: Key reflective learning
4.1 Introduction LIST of 14 PSUs

This chapter highlights some of the key reflective learning MAHARATNA

as a result of the FGDs and KIIs conducted in 14 PSUs. 1. Bharat Heavy Electricals Limited
(BHEL)
The FGD and the KIIs formed a significant part of the multi- 2. GAIL (India) Limited
level approach employed by the SCOPE-ILO study. These 3. Indian Oil Corporation Limited
were conducted to provide an opportunity to male (IOCL)
employees, senior management and decision makers in the 4. NTPC Limited.
PSUs to voice their understanding and insights on factors 5. Oil and Natural Gas Corporation
influencing the career advancement of women. Also, the (ONGC) Limited
FGDs and the KIIs enabled discussions among male 6. Steel Authority of India Limited
employees and company decision makers to suggest (SAIL)
plausible measures to facilitate women’s career
advancement, particularly to senior management and top NAVRATNA
leadership positions. 7. Container Corporation of India
Ltd (CONCOR)
The practical measures identified during the FGDs were 8. Hindustan Petroleum Corporation
shared with CMDs and Heads of HR during their interviews Limited (HPCL)
as key informants. This was done to take their specific 9. Power Grid Corporation of India
views on the feasibility of the suggested measures within Limited (POWERGRID)
the PSUs. 10. NBCC (India) Limited

4.2 Focus group discussions MINIRATNA (Category I)

11. Airports Authority of India (AAI)
The FGDs were conducted in 14 PSUs (See box). The 14 12. Metals and Minerals Trading
PSUs identified1 in consultation with SCOPE, represented Corporation of India (MMTC Ltd.)
different sectors (such as electricity manufacturing, mining, 13. NHPC Limited
services, others –civil aviation, construction) as well as 14. RailTel Corporation of India Ltd.
categories (specifically Maharatna, Navratna and (RAILTEL)
Miniratna).

1
Given the time period of the SCOPE-ILO study, it was possible to cover a select number of PSUs only. 14 PSUs
were identified that represented different sectors as well as the Government of India’s PSU classifications:
Maharatna, Navaratna, and Miniratna. Other considerations in selecting the PSUs included companies having
effective gender and HR policy; companies with a low ratio of women employees; SCOPE membership and active
participation in SCOPE activities.

29
The purpose of the FGD was to engage in a discussion with male employees of PSUs serving at
the same level as women who participated in the online survey (E4–E9 level). The FGD
engagement had two aspects. First, the male employees were divided into six groups – with at
least one woman in each group - to deliberate upon six themes. All the themes (biases and
assumptions, engaging men in advancing women’s careers, expanding company’s women talent
pool) had to be discussed in reference to one’s own company. Second, drawing from the
discussions on the six themes, collectively the group had to come up with some practical
measures, which they considered feasible for their company to adopt in order to facilitate
women’s career advancement. In each of the PSUs covered, the FGD resulted in identifying
maximum up to five strategies (see the summary of take-away points following this chapter).

4.2.1 Points highlighted during the FGDs

Irrespective of which PSU it was, the FGD discussions entailed open and friendly deliberations
among male employees and their female counterparts. The following points emerged from the
FGD discussions.

i. There was a universal agreement among men employees participating in the FGD that
“women are home makers; the care givers”. Men were generous in recognizing and
commending women’s natural care giving roles vi-a-vis family. A natural corollary
followed. Women were thus perceived as being less enthusiastic – primarily due to family
responsibilities – about their careers that entails taking up transfer postings (a criteria for
promotion) or serve long at field site locations. Also, it was mentioned that women were
likely to have more career breaks owing to their maternity or child-care leave. In this
respect, it was indicated that men in the unit have to manage the additional work created
by shortage of women staff going for their maternity or child-care leave.2 Further, when
women return from their maternity or child-care leave, they are likely to lag behind in
knowledge or skill development that may have taken place during their absence.

ii. While acknowledging that women in their career advancement are likely to face barriers
– related more to their lifecycle choices than company policies – there ensued
considerable arguments when the group collectively sat to suggest feasible organizational
strategies or measures. Men employees were found to be very cautious in suggesting and
agreeing to strategies lest – if accepted, it becomes counter-productive in the long run.
Thus, while the agreement reached was to have some “affirmative actions” but a clear
disagreement was not to translate such actions into any form of “rigid preferential
treatment” (such as quota systems for women, especially at the senior management and
top leadership level).

iii. There was time and again a reassertion that since not many women are seen joining the
organizations’ at the entry level - so obviously, the proportion of them reaching top
positions are likely to be skewed in terms of proportion of men reaching top management
positions. Therefore, it was not found justifiable to say women employees are skewed at

2
This is an inference drawn from the discussions, and is not evidence based.

30
 the top because company polices were not favourable. Simply put, the argument for
existing skewed ratio at the top was, there were not enough women to choose from or
competing against relatively larger group of men, for the higher level promotions.

iv. Another aspect highlighted was, the organizations operate with targeted outcomes.
Irrespective of their gender, leaders have to drive their companies’ towards achieving the
targets set. Hence, leadership does not depend on gender. Leaders must possess certain
core competencies such as decision making capabilities, attitude and integrity, discipline
and commitment towards organizational goals and targets – and those must be present
in a company leader – whether a man or woman. In essence, men employees did not see
a sea change in leadership style, if a woman was to lead a unit or the company towards
achieving its target goals.

v. The FGDs drew attention to a fundamental point. PSUs can internally deliberate on
women’s career advancement, however, without specific guidelines issued by the
Department of Public Enterprises under the Ministry of Heavy Industries and Public
Enterprises, any structural changes in line with gender parity are unlikely to be introduced
in any PSU. That is, if any of the strategies proposed under FDGs are to get translated into
guidelines, then it must come as a recommendation from the Department of Public
Enterprises. Then alone such guidelines are likely to be incorporated by the PSUs. The
implementation of the Department of Public Enterprises instructions vests with the
respective Board of Directors of PSUs and its concerned Ministry or Department.3

vi. Overall, the men employees highly appreciated the FGD process noting that this was the
first time ever that a FGD focusing on men along with women was conducted to discuss
“women’s employees” issues. It was agreed that there was a need for men employees at
all levels to become better aware and sensitive, to be able to become better allies for
women’s empowerment. In this respect, the employees hoped that such FGDs would
recur.

3
For instance, the Department of Public Enterprises issued guidelines to all Ministries and Departments to direct
CPSEs under their administrative control to make necessary amendment in their Conduct, Discipline and Appeal
Rules on the lines of the guidelines laid down by the Honourable Supreme Court of India (in the Case of Vishakha
and Others vs State of Rajasthan and Others (JT 1997 (7) SC 384)) to prevent sexual harassment of working women.
Similarly, it had requested Ministries and Departments to advise CPSEs to constitute WIPS Cell to facilitate
experience sharing, helping in confidence building and to ensure speedy redressal of their grievances including
sexual harassment at workplace. This was in line with the 62nd Report of the “Status of Women Government
Employees, Service Conditions, Protection against exploitation, Incentives and other related issues” by the
Department related Parliamentary Standing Committee on Personnel, Public Grievances, Law and Justice. There was
also a guideline issued for ensuring that husband and wife as far as possible, and within the constraints of
administrative feasibility, be considered for posting at the same station.

31
4.2.2 Take away points from FGDs
The take away points from FGDs included the plausible measures the group collectively agreed
to or proposed, so as to facilitate women’s career advancement to management and leadership
positions. It was felt that the measures suggested are feasible for companies to review and adopt.
Broadly, the measures suggested across the 14 PSUs can be divided into four key aspects
presented below.

i. Improving organizational work structure

The focus was primarily on developing a proper succession plan starting from the induction level,
and identifying the pool of future women executives to groom them in their career advancement.
While suggesting a succession plan, men employees felt that such a planning would hold well for
both men and women employees of the company. It was further emphasized that alongside the
succession planning, a competency mapping for all functions and for all levels will strengthen and
build the talent pool of women and men for leadership roles. Flexi-hour work arrangements were
another pertinent issue highlighted in the discussions. However, there were reservations that
such arrangements cannot be permitted on a long-term basis. Also, such arrangements must be
considered for both male and female employees – preferably on a need basis.4

ii. Strengthening basic necessities and facilities

The need for adequate and proper water and sanitation (WASH) facilities in field sites or
locations, even if such sites currently have no women employees, was highlighted. It was noted
that such sites may have women employees visiting the site on work or other women as visitors.
Introducing child-care leave and paternity leave at par with Central Government regulations was
also suggested. Similarly, making available crèche facilities was seen to be beneficial not just for
women employees but also their male counterparts, who may have a working wife or could be a
single parent. In addition, transport facilities for any long after office engagement was
recommended.

iii. Sensitization at all levels

The FGD process was seen as a positive experience by men employees wherein they could freely
interact with their women counterparts on gender issues. Drawing from their FGD experience,
the group suggested making provisions for mandatory, rather than one-off, gender sensitization
trainings cutting across all levels – going up to the top management. In addition, promoting
structured trainings for skill upgrading was suggested at various levels for all employees. Another
aspect highlighted was the guidelines of the Department of Public Enterprises. There is a
provision for considering same location posting for husband and wife working in the same
organization. It was suggested that there could be guidelines to ensure or facilitate same-location
postings for spouses, irrespective of the organization they work in.

4
In some PSUs, there was a contention that by focusing on what hinders women’s career and what ought to be done
to advance their careers, there is a tendency to overlook those male employees who may be facing similar hurdles
as women do, owing to their family situations (such as having aged parents to care for; being a single parent or a
wife posted elsewhere).

32
iv. Other supporting factors
Trends are changing, nevertheless, there are still relatively fewer women than men joining the
companies at the entry level especially in the technical fields. To encourage more women at the
time of induction, it was suggested that companies give more publicity to their recruitment
process and make prospective candidates aware of the organization’s commitment to gender
diversity and its “women friendly work environment”. This may attract more women to the
company and enable it to expand the base of the pipeline. It was also suggested that to influence
other women to aspire for career advancement, the company should recognize the exemplary
performance of women employees.

4.3 Key informant interviews

During KIIs, the FGD take-away points were shared with the respective top and senior
management in 14 PSUs. Unequivocally, the leadership and the senior management interviewed
as part of KIIs while acknowledging women as having the talent and potential to career
development, reiterated that their organizations and its policies are “gender neutral”, where
merit overrides gender to achieve organizational goals and targets. The following 10 core points
emerged from the KIIs.

i. Without ambiguity, those interviewed, especially CMDs and Heads of HR, stated that their
respective companies are highly supportive organizations. In no manner, whatsoever, are
women deprived of any opportunity. Rather, there is equal opportunity for women as far
as training, job opportunities, assigning different tasks and promotions were concerned.
Women employees are treated at par with men employees in every field. Women are also
part of various committees constituted within the company.5

ii. Further, companies have well defined promotional policies,6 also, all positions at higher
levels are well-defined. Hence, it leaves no scope for discrimination.

iii. There was a clear cut emphasis that leadership does not depend on gender. As clearly
stated by a CMD of one of the PSUs, “Definitely, for a company to succeed and retain its

5
In some companies, such as Oil and Natural Gas Corporation (ONGC) Limited, women are also part of all selection
boards and committees.
6
At NHPC, the CMD articulated a key point about promotions. In a company like NHPC, policy requires staff to have
served at field locations to gain eligibility for higher level promotions. Field postings are mandatory for personnel to
understand the core work of the company and on-the-ground challenges. Field postings are located in remote or
dense, hilly areas. NHPC has had instances where a woman employee declined a posting to a field site, thereby
foregoing a promotion. The management can dialogue with the candidate to reason out the matter, but, as the CMD
shared, it is difficult to dialogue over a field posting because it is a pre-requisite. Women employees do not deny
importance of field postings, but they say that woman usually decline a posting because of family responsibilities.
They requested that management consider giving them a timeline within which to take up the posting so that their
promotions are not affected. This means, if a woman is offered a field posting when she is at E6 but she declines it;
her promotion to E7 must not be withheld, but the company can give her a time period within which she must take
the mandatory field postings. Women also requested that the required postings be divided into shorter phases
rather than requiring a posting for two years or so.

33
 competitive edge, it should cut across all demographics when considering people for
leadership positions. To drive organizational performance, efficiency, excellence and
competence should precede gender, as well as other demographic categories in the
company.”
iv. It was noted that though women continue to be more visible or prefer office or desk jobs
(such as HR, corporate communication, finance, IT/information systems) – more so
because they often find it harder to adjust to shift duties or odd timings; the trend
nevertheless is changing – though slow. It was shared by multiple senior management
staff that nowadays women are recruited in all disciplines including geology, electronics,
electrical and construction; they are working in remote and offshore locations as well. 7
This is a positive change.

v. All PSUs promote training and skill upgrading opportunities to all levels of employees.
Some PSUs have a “systematic talent management schemes”. Over and above specialised
training programmes for all employees, certain special programmes for developing
women managers are organized to enhance their managerial effectiveness and
contribution towards the organization. 8 Apart from training, women are also provided
with various opportunities for growth and development like challenging assignments,
projects or postings within the company and experiential learnings through collaborator
site visits. 9

vi. It was also contended by top management that though everything need not necessarily
translate itself into a written policy document, companies are sensitive towards their
women employees. They are not averse to career hindrances that are likely to emanate
from women’s life cycle choices. Hence, they are considerate and try to accommodate as
far as possible need based requests of women employees. However, nothing can be done
by keeping organizational needs at a disadvantage.10

vii. Women respondents under the KIIs included independent, functional, government
nominated women in Boards or Directors, or a WIPS representative or Women at a senior
level having a say in the decision making) say a lot depends on women themselves to

7
In Airports Authority of India, women are now part of fire-cadres. Earlier, this job was not open to women
candidates.
8
In PSUs like BHEL, since Subordinate Development is a key BHEL competency, women employees are also assigned
as mentors to hone their coaching skills and develop them as leaders.
9
In addition, in almost all PSUs it was noted that PSUs promote equal opportunities during recruitment; also they
have policies in place like child-care leave policy and fully paid maternity leave. That furthers the interest of women
employees. Besides, there are Internal Complaints Committees to prevent sexual harassment at workplace.
10
For instance, flexible work arrangements came up as an enabling factor in the FGDs and the online survey.
However, it was suggested by top management that not all kind of jobs – especially the technical ones or onsite jobs
– also the ones which may complement such jobs - can promote such flexible arrangements. However, in some other
instance, considerations are possible and have been shown. For instance, in PSUs such as the Airports Authority of
India, if a female staff is posted to a remote location (which is rare as Airports are typically easily accessible
cities/outskirts of cities) - from a city, where she resides with her family, she can keep her accommodation for the
duration of her posting.

34
 maintain a healthy work-life balance. They felt that the onus also lay on women how they
wish to change perceived notions by men: “women think more emotionally and cannot
make hard choices”; or “women do not keep themselves updated and tend to lag behind.”
They opined, men may be more career oriented than women but it is not right to say that
women cannot make hard choices. Rather, they not only can make hard choices but also
make transformative choices. What facilitates women’s upward mobility depends much
on women’s self-confidence and determination. However, this is not to imply that
companies negate their responsibilities to create conducive environment for women’s
talent pool to get recognized, grow and expand.

viii. Gender diversity definitely speaks a lot about the organizational culture. Many also
believed that it is a key driver of growth as women bring with them a unique set of
personality traits which helps in creating balanced leadership. But presently, there was a
difference of opinion among various interviewees, whether measuring organizational
performance must include gender diversity as one of the parameters. The main reason
cited was when company’s targets are being well met, just because of less number of
women employees, the company must not score low on any evaluation chart.

ix. It was also suggested during the KIIs that ‘mind-set issues’ are not just at the company
level. The lower participation of women in the workforce has social rooting. The point is,
at the social level too, a lot needs to be done and changed. The entire onus of changing
mindsets cannot be put on companies and their management.

x. Finally, all the CMDs interviewed agreed that considerable headway has been made,
though it may take some time to reach a scenario where we have almost equal
representation of women in various disciplines at different levels. So, what can be said
aptly is, “the cracks might be bigger – as the speed of change has increased - but the glass
ceiling is still not shattered”. It may take some time before the ceiling is non-existent.

4.4 Conclusion

The male employees through the FGDs, and the senior management and key decision makers in
the company through the KIIs unambiguously reiterate that no company policy is discriminatory.
Rather, all are gender neutral.

No gender pay gaps in PSUs is definitely indicative of a gender neutral policy; also the fact that
all PSUs follow open recruitment; promotions at higher levels are merit based with everyone
eligible having equal opportunities. Appreciating the positives, it is necessary to nevertheless
note that gender-neutral policies do not necessarily promote substantive gender equality as
indicated by the skewed percentage of women in the leadership ladder.

Deliberations and interactions during FGDs and KIIs reaffirm that organizations must show their
intention to recognize women as a talent pool and effectively use this talent pool.

35
This is possible by creating a robust system that nurtures their potential, and focuses on their
competency building. This further calls for proper succession planning of women employees
starting from the entry level and identifying the talent pool to groom them in their career
advancement. At the entry level, organizations may need to make a conscious effort to draw
more women into the organization so that there is adequate number of women who can be
groomed for board level or higher level posts.

36
 Summary of take away points from FGDs in 14 PSUs
(Presented in alphabetical order of organizations)

Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
1 Airports 1. Recruitment of women executives at 8 NBCC (India) 1. Need for job rotation policy for all
Authority of higher management (E6) level (Direct Ltd. employees in the company.
India (AAI) Recruitment quota) OR reservation to 2. Need for competency based
women employees at E6–E8 level (1- framework (functional and
5%) at promotion level behavioral) for all employees all
2. More publicity to the recruitment functions.
process to make prospective 3. No qualification based promotion.
candidates aware of AAI’s role 4. Participation of female
3. Confidence building techniques and representative in all committees
measures by seniors and colleagues, 5. Facilities like crèche, transportation,
such as arranging special seminars or flexible hours and so on for all
training programmes as well as employees.
involving more female employees in
decision making
4. Introduction of facilities like child-care
leave and paternity leave at par with
Central Government, aged parents
care leave equivalent to child-care
leave, crèche facilities, pick and drop,
Flexible working hours (for male and
female employees), work from home,
special study leave for women
employees, restrooms, including
reservation in allotment of official or
residential accommodation for
women employees at all stations

37
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
which should be displayed on AAI
website
5. Special consideration to women
employees during transfer posting –
exemption for a specific period upon
undertaking or avoiding their posting
in highly sensitive stations or two
additional exemptions in service
period apart from CEG
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
2 Bharat Heavy 1. Child-care leave in line with the 9 NHPC Ltd. 1. Identify areas where women can be
Electricals guidelines of the Department of Public given preference for selection and
Limited Enterprises retention.
(BHEL) 2. Exposure in main stream functions 2. Make facilities to retain women
including engineering, project employees (such as allowing them
management, site postings, shop floor flexitimings, work from home and
postings and marketing, at all levels, sabbatical, plan on timing and
especially in formative years duration of field posting,
3. All committees to have woman infrastructure development at
representation project sites)
4. Facility of day-care centres for non- 3. Proper succession planning starting
factory offices from induction level of executives
5. Flexitimings with 6 hours overlap (10 and identifying the talent pool of
A.M. to 4 P.M.) women officers grooming them so
that their advancement is possible.
4. Enable promotion and field based
placement on functional
requirements.

38
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
3 Container 1. To have a mentor-mentee policy 10 NTPC Ltd. 1. Objective performance evaluation
Corporation (identifying the strengths and for women counting the absence
of India Ltd. weaknesses and building upon them). period due to maternity leave and
(CONCOR) 2. To have a formalized child-care leave base their performance evaluation
policy and crèche facility for women on the basis of their average
employees in line with Central performance in the past three years.
Government guidelines or best 2. Mentoring: every female executive
practices in other PSUs. must be associated with a fairly
3. To have transportation facility for senior person to get the guidance,
women employees during odd hours help and support for growth in the
and at strategic terminals which are at company.
remote locations and inadequate 3. Mandatory gender sensitization
transport facilities. training or task forces to take care of
4. To have structured trainings for skill gender issues at all levels.
upgradation at various levels for all 4. Different enablers including allowing
employees. flexible hours, Safe and women
5. To have recognition for exemplary friendly work place, 24x7 day-care
performance. for children and elderly care enabling
employees to participate in odd or
after-office hours, work from home.
This will reduce the gender bias.
4 Gas (India) 1. To identify functions and locations 11 Oil and 1. Scaling up of “gender sensitization
Limited where women employees’ skill set can Natural Gas programme” at different levels to
(GAIL) be better use within the existing set- Corporation appreciate and respect each other
up. Limited for working together.
2. Same location postings for spouses, (ONGC) 2. Scale up infrastructure and
irrespective of organization. supportive environment at every
3. Identify areas and functions to allow field locations: example, WASH
flexitiming and work from home facilities (even if women are not

39
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
(irrespective of gender) for a better posted); crèche facilities that is open
work life balance. (for all employees); posting at least
4. Conducting more gender sensitization two women together at field
programmes at regular intervals. locations.
3. Identify possible areas that enables
flexitimings at work.
4. ONGC has less number of women at
higher managerial levels therefore
due preference to competent
women in promotion.
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
5 Hindustan 1. Gender equality policy 12 POWERGRID 1. POWERGRID is practicing gender
Petroleum 2. Positive interventions to recruit more neutral policies like recruitment,
Corporation women transfer and posting.
Limited (HPC 3. Provide more exposure across 2. POWERGRID may adopt a
L) functions and locations, and competency mapping system specific
positioning them in higher roles to middle and senior women
4. Work from home, flexitimings on need executives, to create a succession
basis pool for leadership roles,
5. Enhance amenities such as crèche, 3. Male employees are to be sensitized
day-care and safe transportation about issues concerning women
employees in the organization
6 Indian Oil 1. Specific company policies – child-care 13 RailTel 1. To encourage women in all spheres
Corporation leave and spouse joining leave – for Corporation of management functions (HR,
Limited both men and women. of India Ltd finance, marketing, technical) by
(IOCL) 2. Previous years rating protected during (RAILTEL) giving preference in initial
maternity leave so as not to affect recruitment process, in making due
promotion.

40
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
3. Mid-career intervention in form of representation in the selection or
coaching, mentoring, developmental promotion committee.
and functional inputs for motivating 2. Make gender friendly provisions like
future women leaders. crèche facilities, transportation
4. During recruitment, showcase or during late hour working, flexitiming
highlight the “women friendly work (work from home) for a defined
environment” of our organization to period, preferable postings once or
increase base line of women twice during their career path.
participation. 3. Holistic development of women
employees by providing them
mentorship, encouraging them to
lead in different areas of
management functions.
7 Metals and 1. Regular training for leadership at 14 Steel 1. Basic facilities for all employees (such
Minerals prestigious institutes. Authority of as crèche, wash rooms at workplace,
Trading 2. Job rotation and diversified India Limited plant locations or warehouses),
Corporation assignment for career growth. (SAIL) quality canteen, sabbatical, child-
of India 3. Facilities like crèche, child-care leave, care leave, flexitiming, paternity
(MMTC) flexible working hours and transport leave, work from home) ….
for women deployed after office hours 2. Gender sensitization training,
and holidays. coaching at entry, middle and senior
4. Gender diversity trainings for all levels.
officers including induction level – two 3. Objective transfer policy including
trainings minimum in one year. choice posting, optional tenure
5. Conducting departmental promotion posting for all
committee meeting annually latest by 4. Competency mapping for junior or
31st July. middle management level (detailing
specific knowledge, skill and attitude
set a person requires for that

41
Sl Organization FGD Take Away Points Sl Organization FGD Take Away Points
No No
position) and should be linked to
Promotion Policy
5. Counsellor facility in all areas who
can guide on personal and
performance issues

42
5. Women’s career advancement to leadership and
management positions in public sector undertakings in India:
Summary of key challenges and influential factors
5.1 Introduction

Gender inequality is well recognized with regards to women’s advancement in the workplace.
The PSUs, the single largest organized sector in India, can become model employers by taking
some proactive steps that promotes and encourages women employees, by ensuring gender
equal and not gender neutral opportunities.

14 PSUs that were part of the FGD and KII process cited adopting forward looking innovative
policies that are helping women to overcome difficulties they may face in their careers. This has
included introducing (as per government rules) child-care leave, maternity leave, recruiting at
least one woman to the company’s board of directors, and setting up internal committees to
address sexual harassment at workplace. PSUs have also initiated special skill development
programmes and trainings for women employees, besides showing sporadic need-based
considerations as and when required (especially to enable women to meet their family
commitments).

Much done, much more needs to be done in a robust manner. For the obvious reason that
women are still highly underrepresented at senior and top levels. Also, a number of challenges
continue to plague women’s career advancement. These need priority redressal.

This chapter summarizes some of the common challenges globally acknowledged as well as
highlights some specific challenges that the SCOPE-ILO study identified.

Identifying challenges has led to determining some of the influential and enabling factors – that
have the potential to enhance women’s career advancement. These enabling factors have guided
the proposed recommendations in the way forward (chapter 7). The recommendations will help
SCOPE to dialogue with its member organizations, also relevant ministry. In so doing, it can
facilitate the process of encouraging and promoting more women in leadership and senior
management positions within India’s public sector enterprises.

5.2 Globally recurring common challenges

Prior to the SCOPE-ILO study, multiple studies (McKinsey, 2008, 2016; OECD, 2016; CIPD, 2016;
ILO, 2015; Catalyst, 2007) have recognized barriers, be they structural or cultural discrimination,
prejudice or stereotyping, affecting women’s career advancement.

43
A global report by the ILO - Bureau for Employers' Activities (ACT/EMP) 2015 has aptly
summarized almost two dozen barriers to women’s leadership. These were found common in
almost all settings. The barriers include:
1. Women have more family responsibilities than men
2. Roles assigned by society to men and women
3. Masculine corporate culture
4. Women with insufficient general or line management experience
5. Few role models for women
6. Men not encouraged to take leave for family responsibilities
7. Lack of company equality policy and programmes
8. Stereotypes against women
9. Lack of leadership training for women
10. Lack of flexible work solutions
11. Lack of strategy for retention of skilled women
12. Inherent gender bias in recruitment and promotion
13. Management generally viewed as a man’s job
14. Gender equality policies in place but not implemented
15. Inadequate labour and non-discrimination laws

Added to the above list, are other prominent barriers. For example, workplace harassment is one
key issue. Also, lack of mentoring, networking opportunities, lack of transparency in roles and
expectations, absence of a clear career path, unavailability of relevant platforms to up skill their
expertise, and exclusion from informal male-dominated networks.

A holistic – all round – effort is needed to address the multiple barriers and challenges that limit
career advancement for women, also their assuming positions of leadership.

In the context of PSUs, not all barriers cited above are relevant. PSUs part of this study have
clearly voiced that they have open recruitment policies; they follow government guidelines,
issued from time to time; their policies (by their own submission ) are gender neutral; and they
have taken initiatives to encourage women to go for leadership training or other skill
development programmes. Notwithstanding ongoing measures, this study brought to fore - four
specific challenges.

5.3 Four challenges identified by SCOPE-ILO Study

Echoing most but not all of the common challenges as recognized by other studies, the SCOPE-
ILO study brought out four very specific and interrelated challenges: lack of recognition of women
as a talent pool; lack of career and succession planning; lack of responsive and sensitive
mechanisms; and non-recognition of gender diversity as a strategic issue.

44
i. Lack of recognition of women as a talent pool
Many companies on paper may recognize women as talent pool, in reality women contend they
are more recognized as per their gender not as per their talent. As one respondent to the Survey
noted:
“All else being equal, women are required to render higher performances than male
colleagues in order to even be recognized as 'somewhat equal'. There is a tendency to
somehow dismiss a woman's performance when career decisions are made by the
management with average performing male colleagues being favoured over high or top
performing females at work. The general perception that women are simply the
'additional' earners in the family and therefore are not into pursuing careers seriously
hampers progress, however seriously she applies herself to the job.”

Another respondent sharing her experience wrote:

“In my first place of posting in a refinery, I asked for a post of unit maintenance to gain
field experience. I was denied by my Head of Department by saying that the staff will not
listen to a woman officer. I lost the opportunity. I was given a very low rating later showing
the cause that I am not in field maintenance which is more demanding. Later on my tenure
in regional headquarter while working in a project, I was given a supporting role, while my
junior male colleague was given the role of nodal coordinator with a project management
consultancy contractor. I asked for the reason as I was senior and had more years of
experience in project management and was more qualified also. I was told that I cannot
travel more because of my family responsibility… as per my experience, in my organization
lot of people in middle management possess a perception that women do the job for
double income for family and they should have no importance for career growth.
Especially in technical department, women employee do not get the unbiased recognition
of their skills and knowledge…”

ii. Lack of career and succession planning

Success planning complemented by competency mapping needs to become a top priority.
Looking at a company’s business structure, its business and its future goals, succession planning
helps to identify the key job profiles that are critical to the functioning of the structures,
implementing the plans, and achieving company goals. Such planning needs to be complemented
by competency mapping - skills, knowledge and attributes - that will be necessary for the
identified job profiles. Such a competency mapping of each employee (at levels) will help identify
employees who have the current skills - or the potential to develop skills - that can help them
move up in an organization, or on to other positions. It will also enable employees, including
women employees, to assess themselves and address any shortcomings by undergoing relevant
training, and grow better in the company. 1

1
During the FGDs and KIIs, some PSU employees did talk of initiating succession planning or it being in the making.
However, the insistence of women employees on success planning complemented by competency mapping, is
indicative that this process of planning and mapping has yet to be completed.

45
iii. Lack of responsive and sensitive mechanisms
There is a strong need to establish robust responsive and sensitive mechanisms. This will help
encourage compliance with gender equality policies, pinpoint deficiencies, and redress
inequalities. For instance, women’s access to leadership is hampered due to significant non-
recognition of differentiated gender needs. Women's careers are likely to be affected by lifecycle
choices or stages of life but these may go unrecognized by companies, hindering progress in
women’s career path.

As a respondent to the survey shared:

“The year I took child adoption leave for 6 months, despite achieving all my annual targets
in balance period of 6 months, in my Annual appraisal report, I was rated only "Very Good"
instead of Outstanding with only one single comment: "Officer was on leave for 6
months"…Due to this I had lost one year in my career advancement.”

Similar thoughts were echoed by other women during the survey:

“While returning from maternity leave I was recommended to take a desk job as it was
assumed that I would not be able to manage work-life post maternity! Ratings given
during maternity leave period are low as company does not have any policy to secure
ratings during maternity leave.”

During the FGDs with men, women stated maternity and child-care leave are implied career
growth loss for female employees. “Often maternity and child-care leave is considered as paid
holidays by our male colleagues.”

iv. Non-recognition of gender diversity as a strategic issue

It would be wrong to say that companies do not appreciate or value gender diversity in their
organizations. The problem lies in the fact they do not see it as a strategic step that has a bearing
on the company’s performance or meetings target. Thus, gender diversity as a concept gets
appreciation but there is no specific planning towards making an organization gender diverse, as
there would be to plan for a company’s growth and achievements in other areas. In short, gender
diversity is not a key performance indicator.

However, when asked whether measuring organizational performance must include gender
diversity as one of the parameters, most of the CMDs interviewed responded in affirmative. As
one of them noted, “Yes as it speaks a lot about the organization culture, besides being a key
driver of growth in the years to come as women bring with them a unique set of personality traits
which help in creating balanced leadership”. If that is the case, then role of leadership requires
that awareness on diversity is well articulated, established and integrated in the company
objectives and operations.

In addition to the above challenges, women employees were vocal about another significant
point, in particular. They voiced that much has been written about women from the perspectives
of women. The need now is to shift the focus on male colleagues and sensitize them towards

46
recognizing women as a talent pool, appreciate their skills, and enhance their career
development.

As a woman participant said during the FGDs: “in an organization where the majority are men, it
is good we are having this FGD with primary focus on male employees. Otherwise, talking of steps
to advance women’s career in an organization with only women’s participation is a futile
exercise.”

This thought is echoed at multiple levels (Survey, FGDs, and KIIs) in different ways. The compelling
point is, organizations may not intend to be gender unequal – on paper they definitely are gender
neutral; however, there continues to be a lack of orientation and sensitivity towards women, and
their career advancement issues are attributed specifically to their life cycle choices or other
familial obligations. This impedes policy decisions.

Discussion and interactions over the manifold challenges through the online survey, FGDs and
KIIs facilitated pinpointing a number of enabling factors that have the potential to influence
women’s upward mobility in their career paths. The enabling factors guided the drafting of a
“way forward” in terms of guidelines or recommendations for both SCOPE and PSUs to consider
(see chapter 7).

5.4 Influential and enabling factors

As part of a concerted effort, the senior and top management of the PSUs need to commit to
initiatives that see diversity as part of an organizational culture and that have strategic relevance.
Initiatives for gender equality should not be sporadic piecemeal efforts to enable the
participation of women in a single core business activity, or only add a few more women to the
top level.

A number of suggestions were put forth by respondents and participants of the SCOPE-ILO study.
These suggestions were considered as influential factors that will enable women to be more
visible within the PSUs. They also aimed to make them an equal competitor in the process of
career advancement, leading to top leadership and management positions.

Broadly, there are seven so-called influential factors.2

i. First and foremost, addressing deep-seated assumptions that align diversity initiatives with
negative business outcomes; instead, incorporate and pursue gender diversity as a key
performance indicator throughout the business cycle such that starting with line
managers all are made accountable for linking diversity with business outcomes.

2
The seven factors are being mentioned with respect to the PSUs which formed part of the SCOPE-ILO study. It is
likely that such factors may be applicable to other companies as well.

47
 ii. All forms of flexible working arrangements are associated with less commitment. Facilitate
flexible working arrangements by setting realistic deliverables. Take action against non-
deliverance. Also, it is important that such “women-centric” policies do not exclude men;
rather it must enable both women and men to balance their roles at home and in the
workplace.

iii. Based on succession planning and competency mapping, identify development

opportunities and facilitate use of mentors for women through successive stages of their
career, starting from induction at the entry level.

iv. Aim for achieving a critical mass of women in management positions to avoid tokenism,
build their confidence, limit existing minority (women)-majority (men) dynamics, and
encourage women to emerge as leaders or encourage emerging women leaders.

v. An important aspect is to review internal organizational data by collecting gender-

disaggregated data at each level; also, measure the opportunity cost of underutilization
of a talent pool, and failure to attract and retain women employees – both can spur
beyond awareness some action (to address skewed representation of women).

vi. Investing in training and leadership programmes that focus on mentoring and advocating
for the advancement of women. In this regard, it is critical to engage men at all levels.

vii. Last but not the least, any “role model” at the senior levels - especially women reaching
top positions; also men, showing highest professional and behavioral standards - must be
commended within the organization. It helps to dispel doubts and instil confidence in
aspiring women.

It is imperative that having goals in will not be enough; management must be held accountable
for them. Also, there ought to be clear objectives for gender diversity that are “currently
actionable, and later - measurable”.

5.5 Conclusion

If organizations are serious about furthering gender diversity in their workplaces – and taking
advantage of the many skilled and talented women – then real, actionable steps need to be put
in place.

Taking into account the above challenges and enabling factors can facilitate many PSUs aiming
to promote gender diversity within their organizations, to reorient themselves.

No change however can be achieved overnight or by a quick fix solution (such as reserving a few
seats at the top levels and nominating one woman board member). Promoting and encouraging
women’s career advancement goes beyond increasing a few statistical numbers. It much depends

48
on crafting the “right messages”, drawing the “right attention”, taking “practical steps”, and
creating “conducive women friendly work environment” that together helps to build a strong
gender-balanced talent pipelines; as well as establish the fact: “organizations with the
most gender diversity outperform those with the least”!

A credible effort towards creating a conducive women friendly work environment could be
creating a body of champions, both women and men, who have been successful in overcoming
barriers or who are known for their exemplary performance. Organizations can train these
champions. Following their training, they will become a task force that conducts gender training
and sensitization sessions focusing on equal opportunities in PSUs.

49
References
Catalyst (2007) The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed
if You Don’t.
http://www.catalyst.org/system/files/The_Double_Bind_Dilemma_for_Women_in_Leadership
_Damned_if_You_Do_Doomed_if_You_Dont.pdf

CIPD (2016) Why are there so few women at the top? Chartered Institute of Personnel and
Development (CIPD) Submission to the Women and Equalities Select Committee, UK.
https://www.cipd.co.uk/Images/why-are-there-so-many-women-at-the-top_2016-april_tcm18-
14006.pdf

ILO (2015) Women in Business and Management: Gaining Momentum. Global Report.
http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---
publ/documents/publication/wcms_316450.pdf

McKinsey (2008) Women Matter: Women Leadership, a competitive edger for the future.
https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20In
sights/Women%20matter/Women_matter_oct2008_english.ashx

McKinsey (2016). Women Matter 2016: Reinventing the workplace to unlock the potential of
gender diversity.
https://www.mckinsey.com/~/media/mckinsey/global%20themes/women%20matter/reinventi
ng%20the%20workplace%20for%20greater%20gender%20diversity/women-matter-2016-
reinventing-the-workplace-to-unlock-the-potential-of-gender-diversity.ashx

OECD (2016) Improving women’s access to leadership: What works? Background Report for a
Conference on improving women’s access to leadership, 08 March, 2016, Paris.
https://www.oecd.org/daf/ca/OECD-Women-Leadership-2016-Report.pdf

50
6. Global and national best practices to facilitate women’s career
advancement
6.1 Introduction

A study by the McKinsey Global Institute (MGI, 2015) showed that India has one of the world’s
largest gender gaps when it comes to labour force participation, with women accounting for only
23-24% of the total labour force, and generating a mere 17% of GDP. This is far below the global
average where female workers generate 37% of GDP. According to the MGI study, India can
increase its 2025 GDP, estimated at $4.83 trillion, by between 16% and 60% simply by enabling
women to participate in the economy on par with men.3 Similarly, a World Bank report has noted
the stagnation of women’s labour force participation despite rising economic growth, fertility
decline, and rising wages and education levels.4

Under the SCOPE-ILO study wherein the focus was limited to 201 SCOPE member organizations,
the data on women employees indicates that their numbers do not exceed beyond 10-12%. The
number gets further skewed between 7-10% at senior management and leadership levels.5

Gender diversity has come to centre stage as one of the key performance drivers. Indeed, some
PSUs are showing changing trends at entry-level with more number of new women entrants, as
compared to previous years. To create a transformational change, one needs a sustainable talent
pipeline – starting from the bottom of the pipeline - that shatters the glass ceiling at the top.
PSUs can and must do their part to help make that happen. It means committing to advancing
and empowering women and putting in place steps that will allow women to climb higher on the
company ladder.

Drawing from different secondary sources, this chapter aims to present a number of best
practices examples, both in India and globally. This is to showcase efforts of different

3
McKinsey Global Institute (MGI) (2015). THE POWER OF PARITY: Advancing Women’s Equality in India. Available at:
https://www.mckinsey.com/~/media/McKinsey/Global%20Themes/Employment%20and%20Growth/The%20pow
er%20of%20parity%20Advancing%20womens%20equality%20in%20India/MGI%20India%20parity_Full%20report_
November%202015.ashx
4
Klasen, Stephan; Pieters, Janneke (2015). What explains the stagnation of female labor force participation in urban
India? Policy Research working paper; no. WPS 7222. Washington, D.C.: World Bank Group. Available at:
http://documents.worldbank.org/curated/en/539141468186871615/What-explains-the-stagnation-of-female-
labor-force-participation-in-urban-India
5
This is an indicative percentage estimate drawn from the data made available to SCOPE by its member organizations
at the time of the study. Not all 201 members could share the employee data with SCOPE during the study duration;
hence, the percentage range for all women employees and for senior level management and decision makers gives
a fair representation of average estimated percentage of women employees in SCOPE member organizations. There
are multiple organizations that have no women employee at the E7–E9 levels. Similarly, there are member
organizations which have less than 10% total women employees and some as high as or closer to 22%.

51
organizations in tackling the issue of gender diversity. It seems, such efforts have given a boost
in facilitating women’s career advancement, and making organizations better inclusive.6

6.2 Global best practices

Global multinational companies are tackling the gender diversity challenge, by employing
different initiatives. Some of these are mentioned below.

Schlumberger, world's largest oilfield services company has one of the highest sex ratios in the
industry. It was named as one of the ‘Top 50 places where women want to work’ by The Times.
Its prominent initiatives include: a) Policies and procedures crafted to adapt to maternity, life-
style, dual career couples and continuity. The company promotes a genuine meritocracy and a
dynamic, supportive environment in which female talents can thrive; b) gender diversity is driven
by the top management, and forms a core part of business strategy; c) women are encouraged
to pursue education and careers in engineering. Schlumberger collaborates with world’s leading
universities to offer scholarship programmes combining classroom education, internships
training, and individual mentoring. Its non-profit entity Schlumberger Foundation funds a flagship
programme, Faculty for the Future, to support women in science and technology; d) leaders
recognize the importance of achieving a critical mass of women at the management level for the
change to take on its own life. Success stories and role models are widely celebrated through
different channels such as the web network: Connect Women.

PricewaterhouseCoopers’ (PwC), a multinational professional services network, adopts a

strategic approach to advancing women aims to raise awareness, monitor performance, and
support progress. PwC launched a bias awareness training programme to help understand the
nature of bias and demonstrate techniques to control personal bias in the workplace when, for
example, assessing colleagues for promotion or performance. It also developed an actuarial
model7 to uncover underlying patterns, blockages, and trends in the way women are promoted.

Procter and Gamble (P&G) an American multi-national consumer goods corporation, vigorous
gender diversity programme led to the appointment of five women to their ten-member Board,
and each one of them had been on Fortune’s Most Powerful Women List. P&G’s first step was to
set robust goal and metrics. It has designed a thorough analysis process to measure and track
performance metrics for female retention, promotion and leadership development
improvements, with clear personal and team accountabilities. P&G commits to including a target
number of female candidates for leadership appointment. P&G also helps female talents to gain
visibility and impact through high touch activities through a systematic review of activity and role
assignment. In addition, it closes the gender gap by bridging a pathway to power: hiring enough
6
A limited number of secondary sources have been referred to primarily highlight multiple organizations’ efforts. It
is however not within the purview of this study to authenticate or assess the success of these efforts.
7
Actuarial model uses statistical analysis to manage uncertainties by making informed predictions about future
events. It helps to design optimal policies, by analyzing risks.

52
women at entry levels; conducting leadership and mentoring programmes to develop female
leaders; creating critical mass which requires several female leaders with high visibility working
together to create an inductive culture for change.

Deloitte and Touche offers auditing, accounting, financial advisory, risk management and tax
services. Its Women’s Initiative (WIN) is an initiative to retain, develop and advance women
leaders with diverse development programmes targeting female talents across the organization
from entry level onwards. Each year WIN hosts a number of events, one of them being “leading
edge”. It is five-day course focusing on leadership development, negotiation skills, and
preparation for senior positions. Mass Career Customization (MCC) is another programme that
transforms the traditional corporate ladder into a corporate matrix, and addresses flexibility and
career-life fit. MCC enables a defined process to personalize multidirectional career paths for
individuals to fit work into life as priorities change over time.

E.ON, an international, privately owned energy supplier, has a wide range of practices that
include mentoring programmes, balanced candidate short-lists, female resource groups or
internal networks sponsored by a senior male leader and supporting emerging female leaders on
an exclusive development programme called “Pipeline”. In addition E.ON has established targets
for female leaders in every unit in the country.

Henkel operating globally in three business areas: adhesive technologies, beauty care, and
laundry and home care - recognizes the importance of flexible working in enhancing
performance, motivation, productivity and efficiency on a sustainable basis. Flexible working
models that Henkel offers include home office, part-time, compressed workweek, mobile
working; it is also open to individual flexible solutions that serve the proactive design of work-life
flexibility for its employees. Henkel has a Charter of Work-Life Flexibility.

Solvay, a Belgian chemical company’s ambition is to improve the gender mix at all levels of the
organization, pursuing to reach an objective of 20% of senior executive positions held by women
in 2020. Its key initiatives include: raise awareness and engage all employees in Solvay’s Diversity
and Inclusion commitment and expectations; foster an inclusive culture by developing related
competencies, behaviors and working practices (such as training on unconscious bias, women in
leadership, flexible work arrangements, maternity and co-parent or adoption leave); review HR
processes and embed guiding principles in recruitment, talent management and succession
planning (such as through mentoring and coaching).

Ericsson’s, a multinational networking and telecommunications company, leaders are

participating in a mentoring programme for women in the talent pipeline. Individual coaching is
offered to female employees as part of their developmental input. When making appointments
and looking at candidates, there is utmost focus on ensuring diversity in the candidate slate. All
HR processes have been reviewed and amended to take diversity aspects into account. Close to
65% of all leaders have participated in face-to-face workshop on addressing unconscious bias
(remaining to be addressed soon). Diversity concepts are embedded into all Ericsson’s global
leadership programmes.

53
In 2016, TOTAL, a French multinational integrated oil and gas company, and one of the seven
"super-major" oil companies in the world, along with 20 other oil and gas companies, made a
commitment at the World Economic Forum by signing “Closing the Gender Gap – a Call to
Action”. This joint declaration is based on seven action principles: involvement of management;
expectation and goal setting; programme dedicated to the fields of science, technology,
engineering and mathematics (STEM); clear responsibilities; recruitment, retention and
promotion policy; inclusive corporate culture; and work environment and work-life balance.

6.3 Initiatives in India

In India, as per a survey conducted by Great Place to Work Institute and the Economic Times
(2017), the multi-national companies appear to be better than Indian companies in terms of best
workplaces.

The survey highlighted a number of initiatives undertaken by companies found best to work for
in India. The initiatives also included steps towards promoting gender diversity or being gender
inclusive.

Amex (American Express India) designed a gender diversity initiative: ‘Reach Out’ in collaboration
with four other leading companies - PepsiCo, PwC and Tata Sons. Reach Out provided a
development platform for senior women leaders to ‘Share, Network and Learn’ from leaders and
peers across these organizations, to enable greater career success. Google India is said to offer
academic scholarships to future leaders in technology and supporting employee resource groups
like Women@Google.

SAP Labs India - subsidiary of SAP SE, the world's leading provider of business software solutions,
has a number of initiatives to its credit. Its “Run Mummier” is a maternity return programme that
focuses on ensuring the return of a female employee after her maternity leave as smooth as
possible. ‘Part work from home’ after the birth of a child implies that male employees, apart from
paternity leave, have the flexibility to work for four hours at office and the rest from home. Under
its Maternity Leave Policy, women are offered with cab transportation during and post
pregnancy. “Business Women Network” is a forum which strives to foster a diverse workplace at
SAP by inspiring women employees through the creation of role models and sharing of
inspirational stories of successful women in leadership positions. “SAPlings in-house crèche”
caters to 250 children in the age group of 9 months to 6 years. Under this programme children
are provided with day care, Montessori education, summer camps as well as other activities. A
key factor for SAP’s success in building and executing a gender diversity programme is a robust
governance model involving senior leaders, which includes both men as well as women. Each of
these programmes is tracked and monitored through well-defined metrics.

Godrej, an Indian company operating in diverse sectors has facilitated formation of networks
such as resource groups for working women (Godrej Alliance for Women) and parents (Godrej

54
Alliance for Parents) with cross-company leadership networks. Both these networks are
supported with periodic trainings, external speakers and workshops to address the particular
issues that each group may encounter. The company is also starting to create goals in terms of
female representation in its workforce, and at different managerial levels.

In addition, there are companies such as Accenture which have women employee mentorship
programmes; also a women’s network; and training and leadership development for its women
employees. Intel India, an engineering design and development centre for key Intel products, has
increased paternity leave from five days to 10. Intuit, a business and financial software company,
has formed the Tech Women@Intuit – a group of women who volunteer their time and talent
towards making Intuit a remarkable place for technical women, providing valuable perspectives
necessary to fuel innovation and global business.

Some other companies are setting new benchmark in policies for women. For instance, Tata Sons
is rolling out a set of woman-centric policies that include paid maternity leave of seven months,
18 months of half pay-half working day post-maternity support, secure performance ratings
during the maternity leave and flexible work duration. Also, Tata Group’s Tata Second Career
Internship, is a management programme targeting women professionals who wish to return to
the professional space after having taken a career break of at least six months for various reasons.
Women in the programme are provided opportunities to take on flexible work assignments, with
various companies in the Tata Group.

6.4 Lessons learned from best practices

Eliminating barriers to women’s career advancement (chapter 5) is likely to be a daunting task.

Nevertheless, several companies – some mentioned above, have developed or developing a fairly
robust internal talent pipeline management, for increasing women in leadership and
management positions.

PSUs in India8 can draw from some of these best practices, and can follow suit avoiding possible
pitfalls like attrition of women talent pool.

A number of lessons can be drawn from the existing best practices. These include:
i. Revisiting or reviewing company’s recruitment, retention, and promotion policies, to
recognize the importance of achieving female critical mass.
ii. As a corollary to the above point, numbers are important but they can mislead.
Companies need to avoid tokenism, specifically they need to go beyond just recruiting a
handful of women in leadership (such as one woman to the board of directors). Recruiting
small numbers of women may not have a great impact. Women must be present in

8
Reference to PSUs in India are to the 201 SCOPE member PSUs including the 14 that participated in the multi-
level SCOPE-ILO study.

55
 sufficient numbers at senior levels to drive cultural change, and better company
achievements.
iii. Leaders (CEOs and CMDs) and senior managers need to take ownership of promoting
gender issues, and lead by example.
iv. Developing employee baseline data can set targets for increasing women’s
advancement in roles that directly impact company’s profit and loss. This will help break
down the glass walls that silo women in certain roles and positions such as human
resources, legal, IT and communications.
v. Proper succession planning programmes (including equitable and unbiased sponsorship
programmes) can help to focus on and provide women with leadership training to
prevent a gap in the talent pipeline.
vi. Strengthening women’s employee resource groups and women’s networks can facilitate
‘Sharing, Networking and Learning’ from leaders and peers across organization.
vii. Offer flexible working models.
viii. Ensuring smooth return of female employees after maternity or child-care leave; also
secure their performance ratings during maternity leave.
ix. Inspiring women employees through creation of role models, and sharing of
inspirational stories of successful women in leadership positions.
x. Finally, make gender diversity a business strategy. This also calls for striking a balance by
ensuring that men feel included in the process of advancing women in management and
leadership.

6.5 Conclusion

Enhancing women’s career advancement in PSUs must not be treated as an end, but as a “key
enabler”. This requires, as also indicated by various examples of best practices, a well-crafted
and holistic approach. An approach that looks into the company’s “full operational cycles”,
including recruiting, mentoring, promoting, retaining and recognizing talent. In short, the
importance of gender diversity can be celebrated only if there is an organization-wide
commitment driven by top management, to remove hurdles in the way of career growth of
women - be it (unconscious) bias or policy shortfalls.

As part of gender diversity initiatives, PSUs in India are promoting skills and leadership
development for women, their mentoring and coaching. There is also the Government guidelines
to have at least one woman on PSU boards.

However, to enhance women’s career advancement, there is a need for other critical elements
as well. For example, targeted recruiting, career designing with greater flexibility, role model
campaigns, high-impact and stretching assignments, progress tracking through metrics, also
setting diversity targets (like E.ON, Solvay and Godrej who are establishing or aiming to establish
targets for female representation in the workforce, and at different managerial levels).

56
To sum up, in order to foster an environment conducive to change, and create change with lasting
effects, it is crucial to create – internally within the organization - awareness on gender issues,
recognize the “problem” through evidence based data that clearly indicates skewed proportion
of women especially at the top. Besides, there is a corresponding need to create an effective
career planning process and institutionalize it into company’s operational practices. Further, it
must be reiterated that drive for change must be from the top, and the top management must
be held accountable.

An audit of the organizational culture9 may be a welcome step in re-orienting PSUs towards
developing sustainable talent pipeline with women.

Lessons learnt from the best practices – some of them are also reflected in suggestions offered
during the course of this study (refer to chapters 3, 4 and 5).

In addition, what has been highlighted – and is perhaps unique to this study, is the realization of
the need to involve men in the process of change (as clearly indicated by the FGDs conducted
with men employees). Involving men is not just a one-off event. It is about engaging men actively
on a continual basis at all levels through sensitization processes. It can change the workplace
culture, wherein gender equality is treated as a strategic business issue, and not some women’s
issue.

Another significant aspect of the present study is the distinct positive mindset of women. Rather
than merely complain of continuing biases, women are urging organizations to review their
policies and strategies with a gender lens. It is noteworthy that women are not seeking to make
organizational policies for women. Rather, their suggestions keep both genders in mind and are
oriented towards making organizations flexible in their approach and more gender sensitive.

This could thus be an opportune time for top management and leaders in PSUs to play an
indispensable and leading role, in affirming and striving to encourage and promote more women
to be, and aspire to be in leadership and management positions. This can be done by putting in
place some real and actionable steps. The following chapter – Conclusion – suggests a number of
steps as the “Way Forward”.

9
Organizational culture here simply means “shared assumptions, values, and beliefs”, which govern how people
behave in organizations, and perform their jobs. Organizational culture is not stagnant, but changing organizational
culture is not an easy task. Employees can resist change. For instance, programmes focusing only on developing
women leaders might drive away male employees, and they can rally against an emerging new culture. Thus, much
depends on leaders as to how they sensitize their employees towards benefits of change, and show through
collective experience that the new culture is the best way to operate to yield success.

57
References

McKinsey Global Institute (MGI) (2015). The Power of Parity: Advancing Women’s Equality in
India,
https://www.mckinsey.com/~/media/McKinsey/Global%20Themes/Employment%20and%20Gr
owth/The%20power%20of%20parity%20Advancing%20womens%20equality%20in%20India/M
GI%20India%20parity_Full%20report_November%202015.ashx

ERT (2017). Key Initiatives to Promote Women along the Talent Pipeline - Exchange of Good
Practice. https://www.ert.eu/sites/ert/files/2017_-_best_practices_-_final.pdf

Cao, J. and Xue, W. (2013). What are best practices to promote high ranking female employees?
Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/27/

India's best companies to work for 2017: The complete list

https://economictimes.indiatimes.com/news/company/corporate-trends/indias-best-
companies-to-work-for-2017-the-complete-list/articleshow/59419981.cms

Best Companies for women in India, https://www.avtariwin.com/best-

companies/best_companies_top10_2017

NASSCOM (2016). Making diversity work Key trends and practices in the Indian IT-BPM industry.
https://www.pwc.in/assets/pdfs/publications/2016/making-diversity-work-key-trends-and-
practices-in-the-indian-it-bpm-industry.pdf

AAUW (2016) Barriers and Bias – The status of women in leadership,

http://www.ncgs.org/Pdfs/Resources/barriers-and-bias.pdf

58
7. Conclusion and the way forward

7.1 SCOPE-ILO study on women in leadership and management in public sector

undertakings in India

To be able to truly embrace diversity, organizational culture must be challenged at the deepest
level (Meyerson and Fletcher, 2000). It calls for a “perceptive and reflective” change in mind-sets
that becomes aware of and leverages diversity.

The SCOPE-ILO study on women in leadership and management in PSUs in India emanated from
a consultative process wherein it was acknowledged that while PSUs have been engaging with
the diversity challenge; women continue to disproportionately fail in attaining high-level
leadership and managerial positions. The available data is indicative of the same.

The study thus set itself to explore the hindering reasons for the persistent gender gap between
women and men in senior leadership positions, also the enabling influential factors for possible
remedies.

Through a multi-level approach - including the online survey of women employees; FGDs with
male employees and KIIs with the decision makers of PSUs, the study facilitated three key things.
First and foremost, it initiated an open and interactive dialogue and conversation between the
women and men employees, and it engaged with top decision-makers in PSUs to address the
barriers to women’s career progression. Second, it looked into the organizational structure and
workplace policies (such as work life balance and affirmative action in recruitment) and touched
upon the subtle areas of socio-cultural mind-sets that influence people’s behaviors in workspaces
and provided testimonials from survey respondents. Third, the study has drawn from the
individual experiences and collective viewpoints of women and men employed in PSUs to
recommend a way forward in addressing the leaking pipeline of female talent.

Reflecting on the recommendations may help SCOPE and its member PSUs to promote,
encourage and increase the number of women in leadership positions “as an important and
strategic element of sustained organizational success”.

7.2 Barriers that are holding women back

Chapter 5 summarized a number of key challenges that hinders women’s career advancement. It
is important to reiterate – at least some of them here, as they continue even today to prevent
women from achieving upward mobility into senior management and leadership ranks.

A woman’s role as a caregiver extends over her lifetime. It is debatable how much “her career”
is providing support for this caregiving role. Women are likely to take time out from their career
to fulfil their caregiver role. Any such break or leave may keep women from taking or being

59
considered for promotions. When they do return to the career stream, it is difficult for them to
gain momentum, also parity in promotion with their male counterparts.

As a woman respondent noted, “employers expect women to choose either career goals or family
welfare. Change in perception is required. Organizational policies ought to enable women to
balance their family and professional life equally.” Several women have echoed the need for
“flexible work timings that can help achieve family and work life balance better.” Also, several
have quoted more or less the same experience as narrated by one of the respondents,

“When I returned from my maternity leave, I worked late to cope up with pending jobs. I
was nevertheless rated low, quoting my absence from office for maternity leave. I feel, for
women even if our professional career matters to us, at times we do find ourselves
standing at a cross-road especially when some family crisis or duty makes it challenging
for us to balance home and work. In my opinion, here must come the “supportive role” of
the organization. It ought to sensitively support the woman who otherwise has been
totally focused and consistently delivering company's objectives.”

The differences in confidence and career ambition between women and men is another
perceived mindset that has prevented women from moving into senior positions. As aptly put by
a respondent, “A general perception that women are 'additional' earners in the family and
therefore are not into pursuing careers seriously hampers our progress, however seriously we
may be applying ourselves to the job.”

Gender stereotypes and biases that create typecasts pose dilemmas for women. They, more
often than not, find themselves in a double bind situation, specifically “either way – if we are a
little too assertive, ambitious or independent, it influences men’s perceptions about our
abilities.” Women's abilities seem to be more harshly judged than men; they are evaluated more
critically than their male counterparts; they are also held to a higher standard of competence.

Sharing their experiences, women have narrated seemingly unfair gender biased incidents like “I
was on an equal footing during … promotion with two other men as freshers, Departmental
Promotion Committee (DPC) chose to select the two men over me…The reason given was that I
was the youngest of the three, and I had more service left.” Another respondent shared, “We
were a batch of about 15 engineers who joined … in 1990… When the manager to senior manager
promotion came, I was very disappointed as three men were given while we two women were left
out. One of the reasons given was that if one lady got promoted the other lady would be unhappy,
so they decided to drop both. I do not know why this logic was not applied to men... I felt
disillusioned, and it did affect me…”

Another barrier women face is lack of a sponsor or mentor who promotes their skills and abilities,
facilitating in the process their climb up the organizational ladder. Suggestions on role of
mentors, creation of mentoring programs within organizations have found their way even in this
study. Testimonials from women leaders elsewhere have highlighted that women themselves
need to create their own social capital. They need to develop networks of support, seek sponsors

60
within their workplace, secure mentors, and promote themselves, by also communicating the
value that they bring to the workplace (PwC, 2008). In Indian context, women share, they would
be reluctant (some may even feel a sense of unease) to self-promote their work, or network in
groups (primarily male bastions) lest it also gets misconstrued.

7.3 Breaking the glass ceiling

Breaking the glass ceiling is complex. It requires action on multiple fronts. It cannot be assigned
to one person. The government (herein the nodal ministry for PSUs), the employers (PSUs and
their top management), and employees – both men and women - all are essential players in
breaking down barriers that are holding women back.

It is noteworthy that cutting across different PSUs, women who participated in this study are
urging organizations to review their strategic planning and recognize women’s talents and skills,
so as to optimally use them. Women opine, gone are the days when the discourses on “biases-
stereotypes” were centre stage, and women lamented over such biases. It also made a dent to
their self-confidence.

But as one of the woman interviewee (a key informant) said, “Women no longer would like to be
perceived as victims of biases; rather they would like to be recognized for their ability and work…
Women’s perception of themselves may have changed but they continue to be perceived as not
as capable as their male counterparts; perceived as not being serious about their careers or not
having the business frame of mind, and are more oriented towards home and family... Till such
mindsets change, the glass ceiling will take some time to shatter.”

Besides the government acting as a catalyst by introducing policies and legislations, also their
monitoring and enforcement, to dismantle discriminatory practices and barriers, the glass ceiling
can be shattered when employers and managers are proactive in their commitment to gender
diversity and equity.

Participants in the KIIs and FGDs believed that gender diversity is likely to be supported best when
a company has some of the following characteristics:
 It sets voluntary targets for representation of women on boards, organizational
committees, also senior management.
 It engages in active outreach and recruitment of women; also creates effective pipelines
that identifies, develops, and promotes women.
 It establishes flexible work arrangements and work-life balance polices.
 It creates mentoring programs within organizations.
 It addresses preconceptions and stereotypes by uncovering and addressing subtle biases.
 It emphasizes accountability; also tracks progress.
 It makes gender diversity a part of the organizational culture.

61
While overt discrimination may have become less, subtle gender discrimination still exists,
accounting for the lack of movement in shattering the glass ceiling. Such discrimination,
exemplified in work practices and cultural norms is so entrenched in organizations that it is at
times difficult to detect.36

In a McKinsey and Company report (2012), the best performing companies are those that
succeed in four ways by:
 Having top management commitment, making it visible, and supporting gender diversity
as a way of life, not just a series of initiatives;
 Addressing women and men's mindsets to better support diversity and making the
business case for gender diversity;
 Monitoring women's representation carefully; and
 Driving their gender diversity programs.

Having just top management commitment may not be sufficient in making strides in gender
diversity; it must trickle down through the organization. Also, for companies to make gender
diversity part of their culture – they must have a critical mass of initiatives that they rigorously
monitor and drive through. The following section suggests a number of recommendations, which
if translated into initiatives, can facilitate a move forward.

7.4 The way forward

The study straightforward has pointed out that it is not sufficient to underline organizations as
being gender neutral. Organizations have to show their intention to recognize women as a talent
pool and effectively use this talent pool by creating a system that nurtures their potential and
focuses on their competency building.

The recommendations below encourage PSUs to review their policies with a gender lens and
build a more empowered organization with a feasible flexible approach. The recommendations
put forth as the way forward can be divided into four broad categories. These include: improving
organizational work structure; strengthening basic necessities and facilities; sensitization efforts
at all levels; and other supporting factors. 37

36
Many people attribute a larger role to society in changing mindsets and biases. For instance, it is contended that
“education” must play a role in shaping today’s students and tomorrow’s leaders; to help them step beyond a narrow
structural model and equip them to address issues of social justice, diversity, and gender. If we are to see significant
changes within the next generation of leadership, educational institutions must create and implement leadership
development programmes that include gender diversity and transformational leadership to change preconceptions,
bias, and assumptions about women's leadership abilities.
37
In October 2000, following a Roundtable between ILO and SCOPE, a “Model Guidelines for Company Policy on
Gender Equality” was drafted. A few of the recommendations mentioned herein were also part of the model
guidelines (Refer: Annexure III: Profiles: 14 PSUs covered under FGD and SCOPE). SCOPE circulated the guidelines to
its members. However, as participants in this study noted, without specific guidelines issued by the Department of
Public Enterprises in the Ministry of Heavy Industries and Public Enterprises, any structural changes in line
with gender parity are unlikely to be introduced in any PSU.

62
I. Improving organizational work structure
1. Use a competency mapping system for all functions and for all levels. It will help in
developing a talent pool of women and men for leadership roles.
2. Conduct proper succession planning starting from the induction level and identify the
talent pool of women future executives to groom in their career advancement.
3. Implement a job rotation policy for all employees. Job rotation ensures that women and
men have exposure to all the functions of the organization including exposure to
mainstream functions such as project management, site postings and marketing.
4. Ensure a critical mass at the entry level so that there are adequate numbers of women
who can be groomed for board level or higher level posts.
5. Ensure the participation of female representative in all committees of the organization.
6. Ensure the previous year’s rating is protected so as not to affect promotion upon
resuming duty, after a career break (such as maternity leave; child-care leave).
7. Make provisions for flexible working hours or work from home arrangements not on a
continual but on a need basis; or during specific life cycle periods.

II. Strengthening basic necessities and facilities

8. Introduce child-care leave and paternity leave at par with Central Government
regulations.
9. Provide facilities such as a crèche; also, late hour transportation for all employees,
wherever necessary.
10. Introduce aged parents care leave.
11. Ensure proper water, sanitation and hygiene facilities in field sites and locations. Even if
such sites currently have no women employees; women employees may have to visit the
site for work.
12. Give preference to women employees posted or transferred to different stations or sites
in terms of allotment of official residential accommodation.

III. Sensitization at all levels

13. Make provisions for mandatory rather than one-off gender sensitization trainings cutting
across all levels.
14. Create a task-force to identify all functions and locations where women employees’ skill
sets can be optimally used within the existing set-up.
15. Promote structured trainings for skill upgrading at various levels, for all employees.
16. Ensure or facilitate same-location postings for spouses, irrespective of the organization.

IV. Other supporting factors

17. Give more publicity to the recruitment process to make prospective candidates aware of
the organization’s policy on gender diversity and its “women friendly work environment”.
This purpose is primarily to attract more women to the organization - to expand the base
of the pipeline.
18. Recognize the exemplary performance of women within the organization.
19. Provide for mid-career interventions in the form of coaching, mentoring, also counselling
if needed, for motivating future women leaders.

63
Promoting women in management and leadership positions in PSUs will require a shift towards
explicitly putting policy into practice – that harnesses the collective intelligence, creativity, and
imagination of employees – both women and men, at all levels.

The findings of the study have revealed the need for positive initiatives, besides facilitating
continued dialogues and discussions within PSUs. To facilitate this, as a follow up to the study,
and as an immediate initiative, the ILO proposes that SCOPE create a body of champions, both
women and men from within its member organizations, who have been successful in overcoming
some barriers, or are known for their exemplary performance. The ILO will train these champions.
Following their training, the champions can become a task force that conducts gender training
and sensitization sessions focusing on equal opportunities for career advancement in different
PSUs, beginning with SCOPE member organizations.

References

Debra Meyerson and Joyce K. Fletcher (2000). A Modest Manifesto for Shattering the Glass
Ceiling; Harvard Business Review; Jan-Feb issue; https://hbr.org/2000/01/a-modest-manifesto-
for-shattering-the-glass-ceiling

McKinsey and Company (2012). Women Matter: Making the

Breakthrough; http://www.mckinsey.com/∼/media/mckinsey/dotcom/client_service/Organizat
ion/PDFs/Women_matter_mar2012_english.ashx

PricewaterhouseCoopers (PwC, 2008). The leaking pipeline: Where are our female leaders? 79
women share their stories, https://www.pwc.com/gx/en/women-at-
pwc/assets/leaking_pipeline.pdf

64
ANNEX I. Questionnaire for Survey Monkey
(To be administered to all E4–E9 Women Employees of all SCOPE Member Organizations)
Name of the Respondent is not required
Q.1 Name of Your Organization

Q.2 Please indicate your Service Level

E4 E5 E6 E7 E8 E9

Q.3 Select your Age Range

25-35 35-40 40-45 45-55 55 or above

Q.4 In next five years, do you see yourself in a higher position or in a position with more
responsibilities?

Yes No May be Don’t Know

Q.5 What are you looking for in terms of your career growth? Select the top most career
goal.

Upgrade my skills Take up new challenges Reach top Be recognized for I have no
and move into and opportunities to management my contribution in aspirations
roles of greater broaden my experience positions in the achieving to grow in
responsibility at work organization organization’s goals my career

Q.6 Which is the most influential factor in women’s career advancement? Select only one.

Women’s Organizational Tackling biases, Flexible work Family and Any

Confidence and opportunities perceptions and arrangements spousal Other,
Self Belief supporting women stereotypes support for Please
in their professional against women combining Specify
development and work and
career growth family

Q.7 In your organization do women have the same promotional opportunities as men?

Yes No Don’t Know

65
Q.8 In your view, which factors hinder most women’s career advancement? Please rate on a
scale of 1 (lowest hindrance) to 5 (greatest hindrance)

Family Responsibilities Biases and Having a skill or Returning to Lack of Internal

(including coping with stereotypes knowledge gap Work after a Motivation or a
child care issues) against in their career desire to move
women specialist area break/maternity up the career
leave ladder

Q.9 In your organization, are women underrepresented in senior management or leadership

Positions?

Yes No Don’t Know

Q.10 What, in your opinion, are the reasons for women being underrepresented in senior
management or leadership positions in your organization? Select all that apply.

Masculine Lack of Differential Lack of Lack of Not

organizational organizational recruitment positive leadership Applicable
culture strategy in and women training in my
(e.g. stereotypes identifying, promotion role for Organization
against women; promoting and of men and models women
management retaining skilled women or
viewed as a man’s women at higher mentors
job) levels

Q.11 In your view, does your organization support the making and development of women
leaders?

Not at all Yes but to a very Yes to a moderate extent Yes to a large extent I don’t
small extent Know

Q.12 Does your organization have a clear cut gender equality policy and programmes?

Yes No Don’t Know

66
Q.13 Which of the following is necessary to help more women move into leadership
positions? Select all that apply.
Investing resources Seeing more Implementing Access to Flexible A non-biased Any
by organization in women in targets and and working and Other,
career development senior quotas networking schedules consistent Please
for women management with process to Specify
(e.g. programs on or leadership female identify,
confidence-building, positions leaders develop, and
nurturing women as advance
leaders through women within
Mentors, other the
Leadership organization
Programs, etc.)

Q.14 What benefits do you think having female leaders bring to organizations? Select all that
apply.
Leads to Women Women are Women have Breaks the risk- There is no
diversity that advocate for better enhanced culture of adverse difference
brings different issues communicators ability to negative decision
different than men do and better understand perceptions making
perspectives, (e.g. clean listeners consumers/ and
experiences WASH facilities, organizational stereotypes
and insights crèche facilities, clients against
into the zero tolerance women
organization over
harassment,
flexible work
hours, etc.)

Q.15 What personal actions and behaviors can drive women in their careers forward?
Having complete Balance work Set clear Make use of opportunities Network/interact with
trust/confidence in and family career path to improve skills/knowledge people who encourage,
oneself and doing goals that exceeds current support and mentor
what one feels one capabilities women leaders in the
should do organization

Q.16 Any additional Comments. Please use the space below to highlight any particular
incident/s where you felt dissatisfied or disillusioned with your career advancement?

67
ANNEX II. KII questionnaires and list of interviewees
A. Questionnaires for KIIs

① ② ③ ④ ⑤

Position Chairman cum Head of Human Women Director/s A Senior WIP representative/
of the 5 Managing Director Resources (HR) (wherever Management Employees’ leader/ Any
Senior (CMD) applicable) Representative other woman
Managem (Male) who is part of representative who
ent/ Company’s Decision- actively participates or is
Key Making Process in the forefront of
Informant organizational activities
Q1 Do you think Does your company have Does your company Does your company Does your company have a
professional skills must a defined strategy for have a defined have a defined defined strategy for
be emphasized more developing women strategy for strategy for developing women leaders
than gender, when leaders and managers? developing women developing women and managers?
considering leadership leaders and leaders and
positions? managers? managers?
Q2 Where and in What Where and in What roles How well do you In general, do you How well do you think the
roles women are most women are most think the think that in your organizational climate
recruited in your recruited in your organizational company women and supports women’s career
company? company? climate supports men have the same advancement in your
women’s career opportunities when company?
advancement in pursuing higher
your company? positions?
Q3 Does your company As a company are you Have you felt that Do you think that Do you think that being a
have a defined strategy setting any targets to being a woman being a woman makes woman makes it harder for
for developing women promote women in made it harder for it harder for women women employees to get
leaders or advancing employees to get ahead in their careers?

68
 them to senior leadership and you to reach this ahead in their
management management? position? careers?
positions?
Q4 In your opinion, what What challenges you face Which aspects do In your opinion, what In your opinion, what are
are the most common in expanding the talent you consider are the most common the most common
obstacles in women's pool of women in your important that obstacles in women's obstacles in women's
career advancements? company? helped advancing careers? (If there are careers? (If there are any)
(If there are any) your career the any)
most?
Q5 In your view, what In your view, what Do you consider Do you consider that Do you consider that there
programs/ways/tools programs/ways/tools will that there is a there is a significant is a significant difference in
will be most effective be most effective in significant difference in the way the way men and women
in promoting women’s promoting women’s difference in the men and women (would) lead?
career development as career development as way men and (would) lead?
leaders and managers? leaders and managers? women lead?
Q6 Do you think Can you mention some In your view, what What do you think What do you think your
measuring programs most can your company your company can do company can do to
organizational frequently offered by do more to to promote women in promote women in
performance must your company to support promote women in leadership and leadership and
include gender gender-specific leadership and management? management?
diversity as one of the development or management?
parameters? leadership programs?
Q7 What would you say to Do you think measuring Do you think Do you think Do you think measuring
the statement, “The organizational measuring measuring organizational
cracks might be bigger performance must organizational organizational performance must include
but the glass ceiling is include gender diversity performance must performance must gender diversity as one of
still not shattered”! as one of the include gender include gender the parameters?
parameters? diversity as one of diversity as one of the
the parameters? parameters?

69
B. List of Interviewees
KII-1 Chairman/Chairman cum Managing Directors (CMDs)

1. Mr. Gurucharan Mahapatra, IAS, Airports Authority of India (AAI)

2. Mr. Atul Sobti, BHEL
3. Mr. V Kalyana Rama, CONCOR
4. Mr. M.K. Surana, HPCL
5. Mr. Shri Sanjiv Singh, IOCL
6. Mr. Ved Prakash, MMTC
7. Mr. Balraj Joshi, NHPC
8. Mr. Shashi Shanker, ONGC
9. Mr. I S Jha, POWERGRID

KII-2 Heads of Human Resources (HR)

1. Mr. Anuj Agarwal, AAI
2. Mr. Debashish Bandopadhyaya, BHEL
3. Mr. PK Agrawal, CONCOR
4. Mr. P K Gupta, GAIL
5. Mr. Abhishek Datta, HPCL
6. Mr. Subimal Mondal, IOCL
7. Mr. Manas Kaviraj, NBCC
8. Mr. N K Jain, NHPC
9. Mr. Saptarshi Roy, NTPC
10. Mr. T K Sengupta, MMTC
11. Mr. D D Mishra, ONGC
12. Mr. Ravi P Singh, POWERGRID
13. Mr. Yograj Bhardwaj, GM-HR, RAILTEL
14. Mr. S P S Jaggi, SAIL

KII-3 Women in board of directors

1. Dr. Tuktuk Ghosh Kumar, IAS (Retd.), Independent Director, AAI
2. Ms. Surama Padhy (Part-time Non-Official Director) Independent Director, BHEL
3. Ms. Urvashi Sadhwani, Government Nominated, IOCL
4. Ms. Krishna Tyagi, Government Nominated, HPCL
5. Ms. Soma Mondal, Director (Commercial), Functional Director, SAIL

KII-4 Senior management representative (male), also part of company’s decision-making

process
1. Mr. Sanjay Jain, ED (HR), AAI
2. Mr. Anil Kapoor, GM In charge (HR and CC), BHEL, Corporate Office
3. Mr. Vasudeva Rao, ED (Domestic), CONCOR
4. Mr. D V Shastry, Executive Director (HRD), GAIL
5. Mr. V S Shenoy, Director Refineries, HPCL

70
 6. Mr. Sugam Prasad, CGM, HR, IOCL
7. Mr. V S N Rao, AGM (HR), MMTC
8. Mr. Ratish Kumar, Director (Projects), NHPC
9. Mr. D S Rao, General Manager (HR), NTPC
10. Mr. Suresh Jandial, ED (Special Initiatives, HR), ONGC
11. Mr. Anil Jain, Executive Director(Corporate Planning and Cost Engineering),
POWERGRID
12. Mr. Amarjeet GM (Corporate Coordination), RAILTEL

KII-5 WIP representative/any other woman representative, who actively participates or is in

the forefront of organizational activities
1. Ms. Nivedita Dubey, GM (HR), AAI
2. Ms. Margaret Antony, GM (HR), BHEL, Corporate Office
3. Ms. Sangeeta Ramakhayani, GGM (HR), CONCOR
4. Ms. Neeta Badhwar. General Manager (HR), GAIL
5. Ms. Nita Thakur, Chief Manager Finance (Corporate Finance and Pricing), HPCL
6. Ms. Nishi M Khurana, GM (In charge) HR, R&D Centre, IOCL
7. Ms. Anjana Singh, CGM, Marketing, MMTC
8. Ms. Savitri Srivastav, GM (IT), NHPC
9. Ms. B.K. Sokhey, Executive Director (Finance), NBCC
10. Dr. Alka Mittal, CGM (HR), ONGC
11. Ms. Meenakshi Davar, Executive Director (HR), POWERGRID
12. Ms. Madhulika Pathak, Additional GM Finance, RAILTEL; also Director, REL (Railtel
Enterprises Limited, a subsidiary of RAILTEL)
13. Ms. Kamakshi Raman, Executive Director, HRD, SAIL (Management Training Institute)

Total Number of KIIs: 53

71
ANNEX III. Profiles of 14 PSUs covered under FGDs and SCOPE

Name of Organization: Airports Authority of India (AAI)

Founded: 1 April 1995; Headquarters: New Delhi
Sector: Others (Civil Aviation)
Type: Mini Ratna -Category I
Criteria for Selection: 1.2.3.5

Airports Authority of India (AAI) was constituted by an Act of Parliament. It came into being by
merging erstwhile National Airports Authority and International Airports Authority of India. AAI
as a single organization is entrusted with the responsibility of creating, upgrading, maintaining
and managing civil aviation infrastructure both on the ground and air space in the country.
Presently, it manages a total of 126 airports including 20 International Airports, 04 Customs
Airports, 76 Domestic Airports and 26 Civil Enclaves (including 3 International + 4 Customs) at
Defense airfields. AAI provides Air Navigation Services (ANS) over entire Indian Airspace and
adjoining oceanic areas with ground installations at all Airports and 25 other locations to ensure
safety of Aircraft operations. Besides design, development, operation and maintenance of
international and domestic airports and civil enclaves; some of the key functions of AAI includes
construction, modification and management of passenger terminals; provision of passenger
facilities and information system at the passenger terminals at airports; expansion and
strengthening of operation area, such as runways, aprons and taxiway; provision of
communication and navigation aids (ILS, DVOR, DME and Radar). Know more about AAI:
https://www.aai.aero/

Chairman: Dr. Guruprasad Mohapatra, IAS

Number of employees: 17,635 (as on 02.11.2017).
Total number of women employees: 2697 (executives E1–E9: 1,323; non-executives: 1,374)
Total E4–E9 employees: 3,796; Total E4–E9 women employees: 373.
Percentage of women employees: 15.3%

Achievements and milestones: A large pool of trained and highly skilled manpower is one of the
major assets of AAI. Through induction of latest state-of-the-art equipment, modern practices
and procedures, AAI is continuously improving the overall performance of Airports and Air
Navigation Services. AAI prides itself in being an employee-friendly organization and promotes
diversity across all levels.

Source: Nodal Person: Mr. K S RAO, General Manager (GM), HR.

72
 Name of Organization: Bharat Heavy Electricals Limited (BHEL)
Founded: 1964; Headquarters: New Delhi
Sector: Manufacturing
Type: Maharatna
Criteria for Selection: 1. 2. 4. 5.

BHEL is an integrated power plant equipment manufacturer. As one of the largest engineering
and manufacturing companies of its kind in India, BHEL is engaged in the design, engineering,
manufacture, construction, testing, commissioning and servicing of a wide range of products and
services for core sectors of the economy, such as power, transmission, industry, transportation
(railways), renewable energy, oil and gas, water and defence with over 180 products offerings to
meet the needs of these sectors. BHEL has been the bedrock of India's heavy electrical equipment
industry since its incorporation in 1964.

BHEL's greatest strength is its highly skilled and committed workforce of employees that have
been the cornerstone of BHEL's journey ensuring success. BHEL is also a life member of United
Nations Global Compact and is committed to the core values enshrined in its ten principles on
human rights, labour standards, environment and anti-corruption. Know more about BHEL:
http://www.bhel.com/

Chairman cum Managing Director (CMD): Mr. Atul Sobti

Number of employees: 38,272 (as on 02.11.2017)
Total number of women employees: 2,175 (executives E1–E9: 1,082; non-executives: 1,093)
Total E4–E9 women employees: 350
Percentage of women employees: 5.68%

Achievements and milestones: Excellence of BHEL and its people has been recognized at various
national and international platforms. Some notable awards received include ‘Top 25 Best
Companies to Work for in India’, ‘Prime Minister’s Shram Awards’, ‘National Safety Award’,
SCOPE Award for ‘Best Woman Executive’ in a public enterprises, ICC public enterprises Award -
Contribution of Women in public enterprises and recognition by Hon’ble Prime Minister for
contribution in skill development.

Source: Nodal Person: Ms. Shilpa Mayenkar, Deputy General Manager (DGM), HR.

73
 Name of Organization: Container Corporation of India Ltd.
Founded: March, 1988; Headquarters: New Delhi
Sector: Service
Type: Navratna
Criteria for Selection: 1. 2. 3. 5.

Container Corporation of India Ltd. (CONCOR) is a Navratna Central Public Sector Enterprise
under the administrative control of Ministry of Railways. It commenced operations from
November, 1989 taking over the existing network of 7 Inland Container Depots (ICDs) from Indian
Railways. CONCOR’s core business comprises of three distinct activities – carrier, a terminal
operator and a warehouse operator. CONCOR is an undisputed market leader with largest
network of 68 ICDs or container freight stations in India. In addition to providing Inland Transport
by Rail for containers, it has expanded to cover management of ports, air cargo complexes and
establishing cold chain. CONCOR will continue to play the role of promoting containerization in
India by virtue of its modern rail wagon fleet, customer friendly commercial practices and
extensively used IT. The company developed multimodal logistics support for India’s
International and Domestic containerization and trade.

CONCOR is also continually entering into joint ventures or strategic alliances and diversifying its
business operations in different areas. It is setting up 15 next generation multimodal logistics
parks (MMLPs) for providing single window services at various locations throughout India which
will almost double its capacity of handling containerized cargo.

CONCOR is committed to provide responsive, cost effective, efficient and reliable logistics
services to its customers. CONCOR HR Philosophy is rooted in encouraging employee
empowerment, growth and development of individuals by realizing their potential, encouraging
innovative ideas and fair distribution of rewards. Its work culture characterises by teamwork,
performance orientation, equality, and transparency in decision making. Know more about
CONCOR: http://www.concorindia.com/

Chairman cum Managing Director (CMD): Mr. V Kalyana Rama

Number of employees: 1,490 (as on 02.11.2017)
Total number of women employees: 171 (executives E1–E9: 30; non-executives: 141)
Total E4–E9 women employees: 16
Percentage of women employees: 11.5%

Achievements and milestones: Recipient of ‘Star PSU of the Year Award’ (2016); India’s Public
Sector Enterprises Awards for ‘Best Managed Public Sector Enterprise of the Year – ‘Impacting
Economy Activity’ (2015); Sixth Time in Succession, the Dainik Bhaskar India Pride Awards for
‘Creating Excellence in the Transport Sector (2014–15).

Source: Nodal Person: Ms. Sangeeta Ramrakhyani, Group General Manager (GGM), HR.

74
 Name of Organization: GAIL (India) Ltd.
Founded: 16 August 1984; Headquarters: New Delhi
Sector: Oil and Natural Gas
Type: From a Navaratna Company (1997-98) endowed the status of
Maharatna (in 2013)
Criteria for Selection: 1.2.4.

GAIL India Limited is India's largest natural gas company and ranked among the top gas
utilities in Asia. GAIL’s business activities range from Gas Transmission and Marketing to
Processing (for fractionating liquefied petroleum gas, propane, SBP solvent and pentane);
transmission of liquefied petroleum gas; production and marketing of petrochemicals like
HDPE and LLDPE. GAIL has extended its presence in liquefied natural gas re-gasification, City
Gas Distribution and Exploration and Production through equity and joint venture
participations. Of late, it has also diversified into solar and wind power regeneration. In the
year 2013, it was endowed the status of Maharatna - the youngest public sector undertaking
to have been awarded this honour. Know more about GAIL: http://www.gailonline.com/

Chairman cum Managing Director (CMD): Shri B. C. Tripathi

Number of employees: 4,473 (as on 15.11.2017)
Total number of women employees: 268 (executives E1–E9: 231; non-executives: 37)
Total E4–E9 employees: 1,900; Total E4–E9 women employees: 66
Percentage of women employees: 5.9%

Achievements and milestones: GAIL received the fastest growing Maharatna PSU Award (2017);
FIPI ‘Human Resource Management – Company of the Year’ Award (2016); GAIL CSR received
Prestigious CII-National Water Awards for Excellence in Water Management (2016); ‘Best
liquefied natural gas Executive Global Award’ (2013); Scope Meritorious Award for Corporate
Governance (2007-2008).

Source: Nodal Person: Ms. Seema Suryesh, Senior Manager, HRD.

75
 Name of Organization: Hindustan Petroleum Corporation Limited (HPCL)
Founded: 15 July 1974; Headquarters: Mumbai, Maharashtra
Sector: Manufacturing
Type: Navratna.
Criteria for Selection: 1.2.3.5

HPCL is one of the largest integrated oil refining and marketing Global Fortune 500 and Forbes
2000 companies in India, with a Navratna status. Different organizations, inclduing the erstwhile
Esso, Standard, and Lube India Limited; Caltex Oil Refining (India) Ltd (CORIL); and Kosan Gas
Company merged with HPCL at different points of time.

HPCL was one of the first companies to understand the nation's energy requirements and take
necessary measures to fulfill the expectations. HPCL owns and operates two major refineries:
Mumbai (West Coast), Visakhapatnam (East Coast), producing a wide variety of petroleum fuels
and specialties. It also owns and operates the largest Lube Refinery in the country producing Lube
Base Oils of international standards. HPCL's vast marketing network consists of 13 zonal offices
in major cities and 119 regional offices facilitated by a massive supply and distribution
infrastructure comprising of six cross country pipelines, extensive network of terminals, inland
relay depots, retail outlets, aviation service stations, liquefied petroleum gas bottling plants, lube
and liquefied petroleum gas distributorships. HPCL, over the years, has moved from strength to
strength on all fronts.

Besides, HPCL is committed to achieve the economic, ecological and social responsibility
objectives of sustainable development consistently through varied operations and activities. Its
focus areas are in the fields of child care, education, health care, skill development and
community development, touching lives of weaker section of society. Know more about HPCL:
http://www.hindustanpetroleum.com/

Chairman cum Managing Director (CMD): Mr. M.K.Surana

Number of employees: 10,638 (as on 06.11.2017)
Total number of women employees: 977 (executives E1–E9: 668; non-executives: 309)
Total E4–E9 employees: 4,206; Total E4–E9 women employees: 362
Percentage of women employees: 9.2%
Women directors: 1 independent; 1 part-time government director

Achievements and milestones: SCOPE Meritorious Awards for “Best Women Empowered
Company” (2014-15); “Platts Global Energy Award 2016” for Corporate Social Responsibility by
S&P Global Platts; Awards for “Excellence in HR” and “Excellence in Developing Leaders of
Tomorrow” Categories by Society for Human Resources Management (SHRM) India 2016; “Silver
Award” at Stevie Awards 2016 for Great Employers under the ‘HR Achievement’ Category.

Source: Nodal Person: Ms. Renuka Verma, Deputy General Manager (DGM), HR.

76
 Name of Organization: Indian Oil Corporation Limited (IOCL)
Founded: 1959; Headquarters: New Delhi
Sector: Services
Type: Maharatna
Criteria for Selection: 1.2.4

Indian Oil is India’s flagship Maharatna national oil company with business interests straddling
the entire hydrocarbon value chain – from refining, pipeline transportation and marketing of
petroleum products to research and development, exploration and production, natural gas and
petrochemicals. By venturing into gas and renewable energy, IOCL has grown and evolved itself
from a pure petroleum refining and marketing company to a full-fledged energy company.
Pursuing its vision to be “The Energy of India” and “A Globally admired Company”, Indian Oil
accounts for nearly half of India’s petroleum products market share; it owns and operates 11 of
India’s 23 refineries and 12,848 km long crude oil, petroleum product and gas pipelines.

IOCL has successfully combined its corporate social responsibility agenda with its business
offerings, meeting the energy needs of millions of people every day, across the country. It
supports initiatives connected with health, family welfare, education, environment protection,
provision of potable water, sanitation, and empowerment of women and other marginalized
groups. Know more about IOCL: https://www.iocl.com/

Chairman cum Managing Director (CMD): Mr. Sanjiv Singh

Number of employees: 32,803 (as on 01.11.2017).
Total number of women employees: 2,650 (executives E1–E9: 1446; non-executives: 1,204)
Total E4–E9 women employees: 1157
Percentage of women employees: 7.97%

Achievements and milestones: IOCL at 168th position is the leading Indian Corporate in Fortune's
‘Global 500’ listing of world's largest corporates (2017); adjudged the ‘Best Company to Work For
in Public Sector in India’ by the Great Place to Work Institute, India and The Economic Times
(2017); received India Today PSU awards in three categories – Best Global Presence, Best
Performing Company, and Best in CSR and Sustainability during the year 2015.

Source: Nodal Person: Mr. Deepak Mathur, DGM(ER).

77
 Name of Organization: MMTC Limited
Founded: 26 September 1963; Headquarters: New Delhi
Sector: Trading
Type: Miniratna
Criteria for Selection: 1.2.3.5

MMTC Limited is a leading and largest public sector international trading company of India.
MMTC has grown over the years into a reputed global business leader with trade operations
spread across diverse sectors like agro, power, fertilizers, coal and hydrocarbons, steel, precious
metals and engineering goods, besides minerals and metals.

With a network of regional offices spread across the country, a wholly owned subsidiary in
Singapore and a number of joint ventures in areas such as bullion, refining and minting, retailing,
commodity hedging, steel production, mining, trade and infrastructure development; the
Company has established its presence both in India and abroad.

To complement its trading activities, MMTC has over the years undertaken several initiatives in
association with various industry leaders with the purpose of interlinking the international trade
supply chain of the Company, namely investing in a steel plant (as the major promoter of
Neelachal Ispat Nigam Limited (NINL)); being largest producer and exporter of pig iron in India,
bullion refining and medallion minting ( MMTC – PAMP India Pvt. Ltd.); retailing (MMTC Jewels,
MMTC-Gitanjali JV ‘Shuddhi’), commodity hedging; port infrastructure, mining exploration and
development in India and abroad; also promoted SPV in association with IL&FS to set up FTWZs,
a wind based power generation project in Karnataka. Know more about MMTC:
http://mmtclimited.com/

Chairman cum Managing Director (CMD): Mr. Ved Prakash

Number of employees: 1,164 (as on 01.11.2017).
Total number of women employees: 245 (executives E1-E9: 79; non-executives: 166)
Total E4–E9 employees: 174; Total E4–E9 women employees: 24
Percentage of women employees: 21.05%

Achievements and milestones: First Public Sector Enterprise to be accorded the status of "FIVE
STAR EXPORT HOUSE" by Government of India for long standing contribution to exports; Most
Caring Companies Award (2013) by World CSR Congress; Gems and Jewelry Export Promotion
Council award 2016 for best agency supplying gold to highest number of clients; Awarded
CAPEXIL's Highest Export Award for 2014-15 for Mineral exports for the 24th time in a row.

Source: Nodal Person: Ms. Anju Gupta, General Manager.

78
 Name of Organization: NBCC (India) Limited (NBCC)
Founded: November 1960; Headquarters: New Delhi
Sector: Others (Construction Sector)
Type: Navratna
Criteria for Selection: 1.2.4.5

NBCC (India) Limited, formerly National Buildings Construction Corporation Limited, established
as a Government of India Civil Engineering Enterprise, carries a legacy of undisputed Leader in
construction industry of the Nation, realized by a dedicated workforce of the Company. Its areas
of operations include: (i) Project Management Consultancy; (ii) Real Estate Development; and
(iii) EPC Contracting. With Market Capitalization of Rs.25000 Crore (November 2017), NBCC is
listed with the Indian Stock Exchanges namely, National Stock Exchange (NSE) and Bombay Stock
Exchange (BSE). NBCC has 21 regional or zonal offices across India. Besides undertaking projects
across India, NBCC has undertaken overseas projects in countries like Iraq, Libya, Nepal,
Mauritius, Turkey, Botswana, Republic of Maldives, Republic of Yemen, Oman and Malaysia.

NBCC is also designated as the implementing agency for executing projects under Jawaharlal
Nehru National Urban Renewal Mission (JNNURM), Pradhan Mantri Gram Sadak
Yojna (PMGSY), Solid Waste Management (SWM), Border Fencing along Indo-Bangladesh and
Indo-Pak Border and developmental work in North Eastern Region. In order to fulfill its social
mandate, NBCC has been engaged in various CSR activities. Under various schemes of CSR, it is
participating in execution of Bio-digester Toilets in village schools at various locations of the
country, providing scholarships to the poor school children for their education, helping in skill
development of workers in various trades.

Very recently, the Company has taken an initiative towards exploring the suitability of 3D Printers
for its adoption in Low Cost Housing Schemes which if implemented, shall be a game changer in
the construction sector. A noteworthy recent project worth mentioning is also the National
Museum of Indian Cinemas (NMIC), Mumbai. This structure is the first Steel Building Structure
adopted by NBCC for facilitating faster construction. Know more about NBCC:
http://www.nbccindia.com/

Chairman cum Managing Director (CMD): Dr. Anoop Kumar Mittal

Number of employees: 1,959 (as on 01.11.2017).
Total number of women employees: 116 (executives E1–E9: 90; non-executives: 26)
Total E4–E9 women employees: 15
Percentage of women employees: 5.92%

Achievements and milestones: SCOPE Leadership Excellence Award (2017); Hindustan Ratna PSU
Awards for 'Excellence in Innovation (2017); Asia Pacific Entrepreneurship Awards (2017), Golden
Peacock Business Excellence Award (2016).

Source: Nodal Person: Mr. Raveesh K Sethi, Manager (HRM).

79
 Name of Organization: NHPC Limited (NHPC)
Founded: 1975; Headquarters: Faridabad, Haryana
Sector: Electricity
Type: Mini Ratna Category-I
Criteria for Selection: 1.2.3
NHPC Limited, formerly known as National Hydroelectric Power Corporation Ltd. was
established in 1975. With an authorized share capital of Rs.15, 000 crore, NHPC is ranked as
a premier organization in the country for development of hydropower. NHPC is engaged in
planning, promoting and organizing an integrated and efficient development of power in all
its aspects through conventional and non-conventional sources in India and abroad. The
Company is actively pursuing its entry in to Thermal Generation also.

Accredited with Integrated Management System comprising ISO – 9001:2015, ISO-

14001:2015 and OHSAS-18001:2007 certificates including Power Stations for its Quality,
Environment and Occupational Health and Safety Management systems, NHPC is a multi-
disciplinary organization and has acquired sufficient expertise and state-of-the-art technology
for investigation, planning, designing and executing both large and small size hydropower
projects. It has the strength of highly qualified and experienced professionals in design and
engineering, gee-technical engineering, construction planning and construction management
for building hydroelectric projects. Country’s first “ Priority Frequency Respondent Test" was
successfully conducted for Chamera-1 Power Station which was significant milestone for
NHPC.

NHPC generated clean and pollution free energy. During the course of power generation
from Hydro Project, no solid waste, liquid effluent or gaseous emissions are generated and
even no contamination of water occurs. Know mo re about NHP C :
h t tp :/ / www.n h p cind ia.co m/ ho me .asp x

Chairman cum Managing Director (CMD): Mr. Balraj Joshi

Number of employees: 7,616 (as on 01.11.2017).
Total number of women employees: 789 (executives E1–E9: 315; non-executives: 474)
Total E4–E9 women employees: 124
Percentage of women employees: 10.36%
Women directors: 1 independent director; 2 government directors

Achievements and milestones: ‘Best Risk Management Frameworks and Systems’ in Power
sector by CNBC TV18 (2017); Best Miniratna Award (2016); Corporate Governance Excellence
Award (2nd Runner-Up) by ASSOCHAM India (2016).

Source: Nodal Person: Ms. Savitri Srivastav GM (IT&C).

80
 Name of the organization: NTPC Limited
Founded: 7 November 1975; Headquarters: New Delhi
Sector: Power
Type: Maharatna
Criteria for Selection: 1.2.3.5

NTPC is India’s largest power utility with an installed capacity of 51,698 MW. It plans to become
a 130 GW company by 2032 with 30% non-fossil based capacity. NTPC's core business is power
generation and contributes nearly 24% of the energy generated in the country with 16% share in
of country's total installed capacity. The company is committed to generating reliable power at
competitive prices in a sustainable manner by optimizing the use of multiple energy sources with
innovative eco-friendly technologies.

The company also undertakes consultancy and turnkey project contracts that involve
engineering, project management, construction management and operation and management
of power plants. NTPC operates from 55 locations in India and is setting up a power station in
Bangladesh. In India, it has 8 regional headquarters.
NTPC also has comprehensive Rehabilitation and Resettlement and CSR policies well integrated
with its core business of setting up power projects and generating electricity. NTPC is thus
contributing to both: the economic development of the nation, and upliftment of the society.

Chairman cum Managing Director (CMD): Mr. Gurdeep Singh

Number of employees: 22,124 (as on 07.11.2017).
Total number of women employees: 1,425; total E4–E9 women employees: 490
Percentage of women employees: 15.5%

Achievements and milestones: NTPC is overall ranked 38 among 100 organizations across the
country who participated in “India’s Best Companies to Work for 2017”; NTPC has received the
prestigious ATD Best 2017 Award -a globally respected award in the Learning and Development
and Talent Development space; presented with the Dun and Bradstreet award in the Power
Generation Category (2017); NTPC ranked second in Independent Power Producers and Energy
Traders Globally, in Platts Top 250 Global Energy Company Rankings (2017) instituted by Platts;
SCOPE Award for RTI Act 2005 Compliance at SCOPE Meritorious Awards (2017); Business
Standard 'Star PSU award (2017); India Pride Award 2016 -17 for best performance in the Power
Sector. NTPC has won Sustainability 4.0 Award by M/s Frost and Sulivan and the Energy Resource
Institute, Delhi for FY 2017.

Source: Nodal Person: Ms. Pratibha Singh, DGM (HR).

81
 Name of Organization: Oil and Natural Gas Corporation Limited (ONGC)
Founded: 14 August 1956; Headquarters: Dehradun, Uttarakhand
Sector: Manufacturing
Type: Maharatna
Criteria for Selection: 1.2.4

ONGC is India’s Top Energy Company and ranks 20th among global energy majors. It is one of the
most valued public enterprise in India with a unique distinction of being a company with in-house
service capabilities in all areas of exploration and production of oil and gas and related oil-field
services. ONGC is the only fully–integrated petroleum company in India, operating along the
entire hydrocarbon value chain. It has single-handedly scripted India's hydrocarbon saga. A
unique organization in world to have all operative offshore and onshore installations (403)
accredited with globally recognized certifications.

ONGC is the largest producer of crude oil and natural gas in India, contributing around 70% of
Indian domestic production. The crude oil is the raw material used by downstream companies
like IOC, BPCL, GAIL and HPCL to produce petroleum products like Petrol, Diesel, Kerosene,
Naphtha, and Cooking Gas- liquefied petroleum gas. Its wholly-owned subsidiary ONGC Videsh
Limited (OVL) is the biggest Indian multinational in the energy space, participating in 39 oil and
gas properties in 18countries. ONGC subsidiary Mangalore Refinery and Petrochemicals Limited
(MRPL) is a Schedule ‘A’ Miniratna, with a single-location refining capacity of 15 million tons per
annum. Know more about ONGC: http://www.ongcindia.com

Chairman cum Managing Director (CMD): Mr. Shashi Shanker

Number of employees: 33,851 (as on 07.11.2017).
Total number of women employees: 2,234 (executives E1–E9: 1,484; non-executives: 750)
Total E4–E9 women employees: 543
Percentage of women employees: 6.6%
Women directors: 1 independent director

Achievements and milestones: Acclaimed for its Corporate Governance practices, Transparency
International has ranked ONGC 26th among the biggest publicly traded global giants; PLATTS Top
250 Global energy rankings; ONGC ranks 12th in ‘Oil and Gas operations’ and 220th overall
in Forbes Global 2000 (2016); Winner of the Best Employer award for best practices for women
employees by Forum for Women in Public Sector (2011, 2012, 2013, 2014, 2016).

Source: Nodal Person: Ms. Alka Mittal, GM (HR).

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 Name of Organization: Power Grid Corporation of India Limited
(POWERGRID)
Founded: 23 October 1989; Headquarters: NCR (Gurgaon, Haryana)
Sector: Power
Type: Navaratna
Criteria for Selection: 1.2.

A Government of India enterprise, POWERGRID is India’s largest Electric Power Transmission

Utility enterprise undertaking transmission of electricity through Inter-State Transmission System
(ISTS). It operates 90% of Inter-State and Inter-Regional networks, and ensures an efficient,
coordinated and economical system of transmission lines for smooth flow of electricity from
generating stations to the load centres.

From a Miniratna to a Navaratna company, consistently rated excellent under Memorandum of

Understanding with Ministry of Power since 1993–94; recognized for excellence and received
number of awards along many dimensions including infrastructure and sustainability by the
Government of India and other prestigious organizations and institutes. Know more about
POWERGRID: http://www.powergridindia.com/

Chairman cum Managing Director (CMD): Mr. Indu Shekhar Jha

Number of employees: 8,939 (as on 07.11.2017).
Total number of women employees: 630 (executives E1–E9: 335; non-executives: 295)
Total E4–E9 employees: 2,521; total E4–E9 women employees: 149.
Percentage of women employees: 7.04%
Women directors: 1 government director

Achievements and milestones: Recognized as one of "India’s Best Companies to Work for (2017;
2016) by Great Place to Work Institute – India in association with The Economic Times; Executive
Director (Northern Region-1) conferred SCOPE “Outstanding Woman Manager Award” (2017);
Executive Director (Human Resource) conferred “Amity Woman Achiever Award (2016) for her
pioneering efforts in the field of Human Resource.

Source: Nodal Person: Ms. Bhavna Mathur, DGM (HR).

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 Name of Organization: RailTel Corporation of India Ltd.
Founded: September 2000; Headquarters: Gurugram, Haryana
Sector: Services
Type: Miniratna (Category –I)
Criteria for Selection: 1.2.

RailTel Corporation is one of the largest neutral telecom infrastructure providers in India. It owns
a pan-India optic fiber network on exclusive Right of Way (ROW) along Railway track. With strong
nationwide presence, RailTel is committed to bring cutting edge technology and offer innovative
services to the Indian Telecom market. Equipped with an ISO 9001:2008 certification, RailTel
offers a wide gamut of managed telecommunication services such as managed lease lines, tower
co-location, multiprotocol label switching to create virtual private networks, Internet and next-
generation network-based voice carriage services to telecommunication operators, Internet
service providers, multiple system operators, enterprises, banks, government institutions and
departments, educational institutions and universities. RailTel is aggressively entering into
enterprise services market with the launch of its various services like Data Center, Railwire and
Telepresence.

In addition, RailTel with its rich experience in the domain of telecommunications and information
and communications technology has been selected for implementation of various mission-mode
Government projects. Under such initiatives, RailTel is rolling out National Knowledge Network,
National Optical Fibre Network and North-East optical fibre cable project under the Universal
Service Obligation Fund scheme. Know more about RAILTEL: https://www.railtelindia.com/

Chairman cum Managing Director (CMD): Mr. Ashutosh Vasant

Number of employees: 546 (as on 07.11.2017).
Total number of women employees: 54 (executives E1–E9: 50; non-executives: 4)
Total E4–E9 employees: 124; total E4–E9 women employees: 4.
Percentage of women employees: 10.7%
Women directors: 1 functional director

Achievements and milestones: In 2017, RailTel was a recipient of a number of awards: HR

Leadership Award (PSU focus) by Times Ascent; Top Rankers Excellence Award by Fore School of
Management; Aegis Graham Bell Award under "Bringing Fortune at the Bottom of the Pyramid"
category for RailWire Broadband Services.

Source: Nodal Person: Ms. Pusha Ghosh, DGM (P&A).

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 Name of Organization: Steel Authority of India Limited (SAIL)
Founded: 19 January 1954; Headquarters: New Delhi
Sector: Manufacturing
Type: Maharatna.
Criteria for Selection: 1.2.4

SAIL is India's leading steel producing company. It is among the seven Maharatnas of the
country's Central Public Sector Enterprises. SAIL has five integrated steel plants, three special
steel plants, and one subsidiary in different parts of the country. SAIL manufactures and sells a
broad range of steel products. SAIL has undertaken modernization and expansion of its
integrated steel plants at Bhilai, Bokaro, Rourkela, Durgapur and Burnpur and special steel plant
at Salem including raw material resources and other related facilities.

The expansion of SAIL, besides capacity enhancement, adequately addresses the need of SAIL
Plants towards eliminating technological obsolescence, energy savings, enriching product mix,
pollution control, developing mines and collieries to meet higher requirement of key inputs,
introduce customer centric processes and have matching infrastructure facilities in the Plant to
support higher production volumes. SAIL is also committed to continuously improve its corporate
social responsibilities, environment and economic practices to make positive impact on the
society. Know more about SAIL: www.sail.co.in

Chairman cum Managing Director (CMD): Mr. Prakash Kumar Singh

Number of employees: 79,187 (as on 01.11.2017).
Total number of women employees: 4,782 (executives E1–E9: 975; non-executives: 3,807)
Total E4–E9 women employees: 457.
Percentage of women employees: 6%
Women directors: 1 functional director; 1 independent director

Achievements and milestones: Golden Peacock Award for Corporate Governance (2016); Ispat
Bhasha Bharti (2016-17); SCOPE Meritorious Award (2014-15); Vishwakarma Rashtriya Puraskar
(Performance Year 2015): 8 Award 34 Awardees; Prime Minister's Shram Awards (Performance
Year 2014): 7 Awards 26 Awardees; Vishwakarma Rashtriya Puraskar (Performance Year 2014):
10 Award 42 Awardees.

Source: Nodal Person: Ms. Vaani Kapoor, AGM (Personnel).

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Standing Conference of Public Enterprises (SCOPE)
Director General: Dr. U.D. Choubey
Nodal Person for SCOPE-ILO Study: Mr. S.A. Khan, Group General Manager (Corp. Affairs).

Standing Conference of Public Enterprises (SCOPE) came into existence on April 10, 1973. It was
duly recognized as an apex body of central public sector enterprises (CPSEs) in November 1976
by a decision of the Union Cabinet, Government of India. SCOPE is the only organization
representing public sector enterprises in India. Its vision is to:
 Enable its member enterprises to be globally competitive in a market driven environment;
 Facilitate its members’ endeavours in improving their performance;
 Strengthen members’ effective and sustained engagement with stakeholders; and
 Advocate with government, the concerns and issues of the public enterprises. In this
regard, SCOPE engages in a continuous dialogue with the government to create conducive
public sector policy framework.

Today, SCOPE as an apex professional organization not only represents CPSEs but also a number
of State Enterprises, Banks and other Institutions. As of March 31, 2017 SCOPE comprises of 201
members. It has four regional chapters to identify and take necessary action to problems of
regional public enterprises.

The objective of SCOPE is two-fold. First, it endeavours to assist public enterprises and other
organizations and corporate institutions which are its members in such ways as would help
improve their total performance. Second, conveying such information and advice to the public
enterprises and the Government as would generally help the public enterprises, and other
member organizations in performing their respective roles.

Activities
Since its inception, SCOPE’s key activity, namely policy advocacy directed towards empowerment
of public enterprises has led to a number of public sector reforms in India. It has helped those
enterprises to become leaders in their industrial segments and compete for their rightful place
in the global arena. Its consultative and proactive interface with the government to discuss and
highlight issues of concern to the management of public enterprises, and enhances enterprise
efficiency, productivity and profitability.

Other activities of SCOPE include:

 Management Development: SCOPE initiates leadership and management programmes in
collaboration with reputed national and international institutes to help improve the
quality of management in the Public Sector Enterprises.
 Corporate Governance: SCOPE organizes programmes to create awareness about
Corporate Governance practices prevalent the world over in order to improve governance
of public enterprises. Its recommendations have helped Department of Public Enterprises
of the Government of India to frame the Guidelines on Corporate Governance for all
public enterprises. One of SCOPE’s emphasis is also on greater professionalization of

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 Boards of CPSEs with special focus on the role of Independent Directors. Besides, it
facilitates interaction and sharing of experiences of good practices for effective
implementation of Corporate Social Responsibility by its members.
 Employers’ Organization: SCOPE represents employers at various tripartite forums and
committees including the boards of Central Provident Fund, The Employees State
Insurance, National Apprenticeship Board, National Workers Education Board, National
Productivity Council and many others. It represents employers at the ILO Conferences.
SCOPE is one of the three constituents of the Council of Indian Employers and is a Member
of International Organization of Employers.
 Launching different Initiatives: SCOPE launched the SCOPE Economic Forum (SEF) to
identify, deliberate and recommend innovative economic reforms to government for
consideration and assimilate, corresponding to the world economic order. SCOPE has
established the Academy of Public Sector Enterprises which imparts training to different
levels (induction-level, middle, senior and top) of executives in CPSEs. It has constituted
the SCOPE Forum of Conciliation and Arbitration (SFCA) which resolves in the most cost
and time effective manner, disputes arising out of contract agreements between public
and private enterprises.
 Studies, seminars and workshops: SCOPE carries out studies on issues concerning public
enterprises in collaboration with renowned experts and agencies. Besides such studies,
SCOPE organizes seminars, conferences and workshops on topical and critical issues to
highlight concerns and emphasize changes that are needed to help public enterprises to
become stronger and vibrant. SCOPE has world class facilities to host conferences and
seminars. To highlight the activities and achievements of public enterprises and SCOPE,
SCOPE brings out a monthly magazine, ‘Kaleidoscope’ that provides a regular update on
public sector developments.
 International Linkages: SCOPE maintains linkages with International organizations and
agencies like ILO, OECD, European Business School (Frankfurt) SASAC (Beijing), WTO
(Geneva), E.C (Brussels), ESC-EAP (Paris) and Swiss Federal Institute of Technology
(Lausanne). It also interacts with international/government delegations on public
enterprises.
 SCOPE Awards for Good Management: SCOPE has instituted “SCOPE Awards for
Excellence and Outstanding Contribution to the Public Sector Management and SCOPE
Meritorious Awards in Specialized Fields (such as Best Women Empowered Company;
Good Corporate Governance; Best Practices in Human Resource Management). These
awards recognize the contribution and achievements of public enterprises; they also
encourage and motivate outstanding persons for their hard work and leadership qualities.
SCOPE also introduced the SCOPE Business Quiz Bonanza (SBQB) – an annual quiz for
employees of public enterprises, to develop their knowledge and awareness regarding
business developments, new management concepts, and innovative practices.
 Building the public sector image: Multiple activities of SCOPE are geared towards
enhancing the image of public sector enterprises. It constantly strives to highlight the
contribution, performance and achievements of public enterprises through various
communications channels besides regular interaction with the media.

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 Updated information about public enterprises is available on the SCOPE website:
www.scopeonline.in.

SCOPE has always given due attention and care for the wellbeing and welfare of women
employees in Public Enterprises. It created a Forum of Women in Public Sector (WIPS) in 1990
(under the aegis of SCOPE) to integrate the women employees and enhance opportunities for
their growth.

An award for an “Outstanding Woman Manager” in a public enterprise has also been instituted
by SCOPE in order to encourage and motivate them to come forward and shoulder higher
responsibilities. From time to time SCOPE has also been organizing programmes to enhance their
skills and nurture them for the leadership and challenging roles in their organizations.

Gender equality policy and guidelines

In October 2000, following a Roundtable between ILO and SCOPE, a “Model Guidelines for
Company Policy on Gender Equality” was drafted. Some of the key issues highlighted included:
• Giving due concern to employees with family responsibilities
• Having company equality policy and programmes
• Positive action in recruitment without gender bias in recruitment and promotion
• Dual career plans for working couples
• Equity in pay
• Addressing maternity and pregnancy by developing a cooperative and flexible approach
for women to return to work without any disadvantage
• Learning from best practices (constantly look for creative and innovative ways to address
and remove barriers to gender equality)

The guidelines were circulated to all SCOPE members.

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