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Diverse firms earn 50% more profit but inclusion gaps persist, finds study
According to HR advisory firm Marching Sheep's Marching Sheep Inclusion Index 2025, about eight out of 10 industries analysed showed a positive link between having more women in the workforce and stronger profit after tax (PAT).
The annual report, carried out by Marching Sheep's research and analytics team, looked at data from 840 listed companies across 30 sectors. These included manufacturing, steel, banking and financial services (BFSI), pharmaceuticals, FMCG, infrastructure and information technology.
Lack of inclusion at senior levels
Despite some progress, the study found that India Inc is still a long way from being truly inclusive, especially in leadership roles.
The study also found that women make up just 22 per cent of employees in corporate India, significantly lower than the 28 per cent reported in the Periodic Urban Labour Force Survey 2023–24 —a gap of six percentage points.
Inclusion must go beyond numbers
Marching Sheep's founder and managing partner, Sonica Aron, stressed the importance of women having real influence in organisations. 'We don't just need more women in the room; we need them at the table, influencing decisions and shaping strategy,' she said.
She emphasised that real inclusion is not about ticking boxes but about rebalancing who holds power. 'And that shift is still absent. Inclusion is about access, authority and accountability,' she added.
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Time of India
13 hours ago
- Time of India
Nischal Maheshwari on 2 sectors where we may see rays of hope in market
Nischal Maheshwari , Market Expert, says FMCG and cement sectors are set to experience better volumes. Cement may also see price increases. Banking, Financial Services and Insurance sector growth will be slow. The IT sector is expected to remain weak. The second quarter will likely be uneventful for the IT sector. It is a brand new week. Of course, the markets are waiting for clarity on what happens to the tariff with respect to the India-US deal and along with that the earning season will also be in full throttle this particular week. How are you sensing the markets right now? Which factors are at play because of late, we are seeing a bit of a weakness on the index front? Nischal Maheshwari: Yes, these are the two big factors which are going to play out. There has been some amount of haziness as far as the tariffs are concerned. Most of us were expecting something to come in the last week, but not much news on that front. But I am pretty hopeful given that around more than 15 countries have already received a letter and India is not one of them. So, definitely there is something on the cards and that is a positive for the market. But I am really worried about the earnings in the coming quarter. Most of the analysts and my estimate is also 3-4% growth as far as earnings are concerned. For the full year also, we are looking at around 8-9%. The second half of the year is going to be much better. That is a worry and that is why we are seeing some profit taking happening in the market. Are you seeing any sectors emerging as winners in the trading setup that we have seen over the last week because we have seen sectoral churn. Last week, it was all about FMCG, but that was also on the back of news flow and some heavy lifting done by only a couple of stocks. Where do you believe we could see some rays of hope in the market? Nischal Maheshwari: There are a couple of sectors where we are going to see some volume improvements. FMCG is one of them and this may be the turning point for FMCG as far as volumes are concerned. I am not very sure about whether it is going to be followed up with the pricing also. Definitely volumes are going to be better and going ahead also I continue to believe there is going to be better volume growth as far as FMCG is concerned. Cement is another sector where the volumes were pretty good last quarter and now this quarter again, we are going to see both volumes as well as pricing improvement happening. These are the two sectors where I see some improvement and a positive outlook in the current quarter. BFSI, which is the large sector, is going to remain muted. We have seen credit growth around 9-9.5% and that is not going to be very significant for this quarter as far as BFSI, IT, or energy is concerned. Live Events You Might Also Like: Where to park money and where to create wealth now? Jyotivardhan Jaipuria answers What is your take on the IT pack given the disappointing numbers from TCS. The stock performance on Friday reflected that. How do you believe the IT numbers for the largecap IT names could look like for this earning season? Nischal Maheshwari: It would be something similar to what TCS has done minus 1-2, maybe whatever plus one as far as the largecap companies are concerned. But within the IT space, we have to look for the midcaps. There you might still look at a 10-12% growth. So, mid- teens growth can still happen with some of the midcap companies . But overall, it is going to be under pressure. We have still not seen demand coming back strongly in the US and till this tariff issue gets out of the way. I do not think there is going to be a fresh commitment of any capex across the world. We have to wait for a couple of more quarters or at least for one more quarter before we are going to start seeing some demand coming back. So, the second quarter also is going to be a wash-out for IT. What is your take on the whole chemical pack? BASF earnings show a decline in the top line of 2.1% in their Q2 2025 earnings and not just that, there is a guidance cut as well as the company is saying that the EBITDA before special item is expected between 7.3 billion to 7.7 billion versus the guidance that the company has given earlier. How do you see this impacting the chemical space and some of the Indian players as well? Nischal Maheshwari: As you have said, it is a very large company and they are spread across various subsectors within the chemical industry. It will not be right to say that BASF will put out a margin guidance, then there is a pressure across the whole spectrum. There would be certain parts of the chemical sector, basically the specialty part which continues to do well. In domestic parlance, agrochemicals seem to be on a very good wicket because of a good monsoon that we are seeing right now and the demand remains to be very good. But if I look at the whole chemical sector, two things are coming out very clearly. One is China-led pressure on the pricing front has now more or less diluted because the inventories which were there in China have totally got absorbed in the market in the last two quarters or three quarters. Now that dumping is not there and we have started seeing volumes pick up across most sectors as far as chemicals are concerned. So, these are the two guiding things which I see as positive. Yes, margins in certain sectors may be under pressure because demand has still not come back to the pre-COVID levels, but I see a positive outlook as far as the chemical sector is concerned. 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Business Standard
a day ago
- Business Standard
The margin trap: Why innovation matters more than short-term profits
India needs to get on the innovation cycle - and everyone has a part to play. The government must provide basic funding and strengthen linkages between industry and academia Akash Prakash Listen to This Article One of the clear takeaways when speaking with senior people working with Apple is their disappointment at the lack of willingness among India Inc to step up and make the investments needed to bring the Apple ecosystem into India. While China is putting up obstacles, the profit focus of Indian entrepreneurs is also a stumbling block. Whether it is putting up the component supply chain or making large capital investments for display units, there is a lack of interest on the part of large Indian groups to commit capital. They cite the low margins on offer and the intense scrutiny


Mint
a day ago
- Mint
The Air India catastrophe should catalyse deep structural reform in the country
Next Story Vikas Dimble , Prachi Mishra The aviation tragedy in Ahmedabad calls for economic introspection. India needs to ponder questions of public versus private ownership, market concentration versus competition and diversified versus focused conglomerates. Our take-off for Viksit Bharat may depend on getting the answers right. The Ahmedabad tragedy should serve as more than a moment of grief, it should catalyse the deeper structural reforms necessary for India's sustainable development. Gift this article The tragic Ahmedabad air crash shook the nation, but beyond the immediate grief lies a deeper call for introspection. This isn't about assigning blame, but rather about examining structural questions. The tragic Ahmedabad air crash shook the nation, but beyond the immediate grief lies a deeper call for introspection. This isn't about assigning blame, but rather about examining structural questions. The timing is significant—this accident occurred soon after Air India transitioned from public to private ownership, highlighting three fundamental challenges on India's runway toward developed nation status: How should we balance public and private sector roles? What is the optimal level of market concentration versus competition? And should India Inc embrace specialization or continue with diversified conglomerates that span multiple industries? These questions go beyond aviation, touching the very foundation of India's economic strategy. Yet, aviation provides a perfect case study for examining these broader challenges. Let us start with the public versus public ownership. Also Read: Digital twins of aircraft: A big leap for civil aviation? India is conspicuous with a disproportionately large public sector, compared to other emerging and advanced economies. India's stock market is heavily dominated by state-owned enterprises. But our aviation sector, which has undergone complete privatization, offers a contrast. Globally, aviation ownership models vary dramatically. West Asian carriers remain fully government-owned, Chinese airlines are government-dominated and some European carriers maintain partial government stakes—25% of British Airways' parent company, for instance, is owned by Qatar Airways. Meanwhile, the US mirrors India's approach of minimal government ownership. The privatization of Air India is considered one of the Indian government's most successful divestments. As the private sector takes control, the need for robust regulation becomes critical. The question is not a binary whether or not to privatize, but how to regulate businesses effectively, especially in industries where lives are at stake. The government's role must evolve from owner-operator to an ever more vigilant regulator in both public perception and reality. Also Read: A tale of two sectors: Aviation soars while railways crawl Coming to the dilemma of competition versus concentration, India's economy has long been marked by the outsized influence of family-owned business groups. Remarkably, several of the largest groups from the 1950s still dominate, with the composition of the top 25 largely unchanged since 2010. At their peak in 2012, these groups generated revenues equivalent to 20% of India's GDP. While their dominance has declined somewhat since then, in 2020 that figure was still over 15%—higher than in 2001. The aviation sector typifies these trends. In India, the combined market share of its top two airlines is larger than in other markets globally, far exceeding the share seen in the US, UK, China or Brazil. IndiGo and Air India, both privately owned, carried over 90% of air travellers last year. The US airline industry is also privately owned but its market has much more competition. While larger firms benefit from economies of scale and greater clout, extreme concentration can also stifle innovation and harm consumer interests. Indian policymakers have been on top of this challenge. The sector has been opened to fresh competition repeatedly, but the industry has shown high business mortality, with a long list of airlines declared bankrupt or close to it; Sahara, Jet Airways, SpiceJet, Kingfisher and Go First tell a sobering tale of a harsh market. Why has competition withered in this sector? Is market size the determining factor (America's air traffic is five times that of India), or are there policy or market failures? Cost and efficiency determine survival, but consumer choices matter. Notably, both Air India and IndiGo rank low in global service standards. The transition from a state monopoly to private oligopoly outlines a delicate balance. While India needs stronger regulation in critical sectors, the broader economic imperative often calls for less onerous regulation; theEconomic Survey highlighted calls for greater deregulation and for government to get 'out of the way." Coming to the third issue of specialization versus diversification, economic theory suggests that countries should specialize in industries where they have comparative advantage. We can illustrate this through Bollywood: If Shah Rukh Khan, an economics graduate, specialized in economics, he would have been a successful economist. But even if he were to become the world's best economist, his 'opportunity cost' of missing a career as an actor would be too high, given the low wages he would earn compared to his earnings from cinema. Even with an absolute advantage in economics, his comparative advantage would lie in cinema. Specialization versus diversification represents a distinct strategic choice from concentration versus competition. Firms can maintain high market concentration while remaining either specialized or diversified. The jury is certainly out on this. Global trends reveal fascinating patterns. While emerging-market conglomerates are increasingly diversifying, those in advanced economies, particularly the US, are moving towards specialization. Emerging-market giants like the Tata Group in India (spanning salt to aviation), Samsung in South Korea and Fosun in China have expanded their sectoral reach dramatically, often doubling or tripling their presence across industries. Conversely, developed-market leaders like General Electric, Siemens and Johnson & Johnson have undergone significant consolidation or strategic splits. Most now operate as publicly traded entities with focused business models. So what is the path forward? What does it imply for India's aviation landscape—a three-way combination of private ownership, extreme concentration and the diversified nature of controlling conglomerates? This combination makes the sector distinctive globally but also potentially vulnerable. The stakes couldn't be higher. Markets often face efficiency versus equity trade-offs. Beyond that, there are efficiency and public safety trade-offs, at least in perception. Ultimately, there are no concrete recipes for success. That said, these questions are pertinent. As India marches towards Viksit Bharat, we must find appropriate answers. Our aviation sector's future—and by extension our broader economic strategy—depends on getting many balances right. The Ahmedabad tragedy should serve as more than a moment of grief. It should catalyse the deeper structural reforms necessary for India's sustainable development. Only through such introspection can we build an economy that is both dynamic and safe, competitive and responsible. The authors are, respectively, operations director, Ashoka Isaac Center for Public Policy (ICPP); and professor of economics, and director of ICPP, Ashoka University. Topics You May Be Interested In Catch all the Business News, Market News, Breaking News Events and Latest News Updates on Live Mint. Download The Mint News App to get Daily Market Updates.