Women in leadership boost profits, but most Indian companies still lag in inclusion: Report
women in leadership
positions delivered 50% higher
profit after tax
(PAT). However, the data also shows that women remain underrepresented in key decision-making roles.
Leadership diversity linked to better financial performance
The report includes companies from sectors such as steel, pharma, BFSI, FMCG, and IT. It found that organisations with higher gender diversity at leadership levels tend to perform better financially. This, the report says, confirms that inclusion is not just the right thing to do, it also makes business sense.
The study brings out clear signs of progress, including improved hiring and compliance-driven board-level diversity. But it also highlights the need to strengthen internal systems that help women grow into leadership roles.
Most companies lack women in key roles
One of the report's main findings is that 63.45% of the surveyed companies had no women in Key Managerial Positions (KMPs). Women make up only 22% of the total workforce in these companies, a figure lower than the 28% recorded in the Periodic Urban Labour Force Survey (2023–24).
While women are well represented at entry level and have some presence on boards, the middle management layer, critical for building future leaders, remains thin. The report refers to this pattern as an 'hourglass effect,' showing a sharp drop in representation at mid-career levels.
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This gap suggests that while hiring practices have improved, companies may lack strong policies to support career advancement and retention for women.
Inclusion must be structural, not symbolic
Sonica Aron, Founder and Managing Partner of Marching Sheep, said: 'We don't just need more women in the room; we need them at the table, influencing decisions and shaping strategy,' she said.
She added that inclusion must go beyond representation. 'The business case is closed. The call to action is urgent; listen deeply, act decisively, and reimagine leadership to reflect the world we actually live in,' she said.
The report also stresses that gender diversity helps build organisational resilience. It says inclusion should not be treated as a box-ticking exercise under CSR but seen as a core value. Without addressing internal systems of access, power, and accountability, the report warns, efforts toward inclusion may remain surface-level.
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