Women leadership in

corporate India 2024

report

April 2024

kpmg.com/in

KPMG. Make the Difference.

2 | Women leadership in corporate India 2024 report 2 | Women leadership in corporate India 2024 report

Foreword by AIMA President

The All India Management Association (AIMA) is confidently navigate the corporate landscape and
pleased to present its this landmark study on "Women position themselves for leadership opportunities.
in Leadership" in Corporate India brought out in
Creating an inclusive and supportive work environment
partnership with KPMG in India. For over 6 decades,
is another critical element highlighted in the report. This
AIMA has been a leading voice in promoting excellence
encompasses fostering a culture of respect, providing
in management education and practice. We firmly
access to mentorship and sponsorship programs, and
believe that diversity and inclusion are essential for
implementing flexible work arrangements.
organisational success, and that women's leadership is
Organisations that prioritize these aspects will not only
a critical, yet under-utilized, resource for our nation's
attract and retain top female talent but also unlock the
progress.
full potential of their diverse workforce.
For decades, women have been significantly
Finally, the report underscores the significance of
underrepresented in the upper echelons of corporate
nurturing diversity and equity within organisations. A
leadership. While incremental progress has been made,
diverse leadership team brings a wider range of
the statistics paint a concerning picture. Global studies
perspectives to the table, leading to more informed
reveal a compelling correlation between gender
decision-making and a more innovative work
diversity in executive teams and financial performance.
environment. By promoting equity in opportunities,
Their data demonstrates that companies with a greater
organisations can ensure that women have a fair
gender balance at the top experience a substantial
chance to compete for and succeed in leadership roles.
financial advantage. This is not simply a matter of social
responsibility; it's a strategic imperative for businesses We at AIMA believe that the findings of this study will
seeking sustainable growth.. serve as a valuable resource for organisations,
policymakers, and aspiring women leaders alike. It
The issue of gender diversity in corporate leadership
provides a roadmap for fostering a more inclusive
has reached a tipping point, demanding our collective
environment where women can thrive and contribute
attention. This report sheds light on the current
their leadership abilities to the betterment of Indian
landscape, offering valuable insights and actionable
businesses and society as a whole. AIMA is committed
recommendations for achieving a more equitable and
to playing a leading role in this ongoing endeavor, by
prosperous business environment.
advocating for gender diversity in leadership positions
The report explores the five key elements crucial for and providing platforms for women leaders to connect,
propelling women towards leadership roles. Firstly, it share experiences, and inspire future generations.
examines the current landscape, outlining the
representation of women in leadership positions and
identifying the sectors where progress is most needed.
Secondly, it delves into the aspirations of women,
understanding their career goals and the leadership
styles they aspire to embody. Thirdly, the report
analyzes the barriers that hinder women's
advancement, including unconscious bias, limited
mentorship access, and work-life balance challenges.
The study further emphasizes the importance of Nikhil Sawhney
cultivating essential skills for women's advancement. It President, AIMA
identifies key areas such as strategic thinking, Vice Chairman & Managing
communication, negotiation, and building resilience. By Director, Triveni Turbine
equipping themselves with these skills, women can Limited

© 2024
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KPMG global
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 Women leadership in corporate India 2024 report | 3

Foreword by AIMA Aspire

Chairperson
Empowering women in leadership roles transcends the includes advocating for flexible work schedules, offering
pursuit of equality; it is a critical strategic necessity for unconscious bias training, and implementing supportive
thriving organisations and robust economies. As the policies for working parents.
Chairperson of AIMA’s Women Council - ASPIRE, I am
Empowerment: We should provide mentorship and
honored to present this influential report that illuminates
development programs to equip women with the
the vital contribution of women to organisational
necessary skills and confidence to excel in leadership
excellence and the development of inclusive, resilient
roles. These programs should cover negotiation
societies. The focus is no longer on whether to engage
strategies, leadership development, and fostering
women in leadership, but on how to effectively harness
strong professional networks.
their vast capabilities and unique insights at the
boardroom table. Amplification: Celebrating the achievements of women
leaders serves as a powerful catalyst for inspiring future
Extensive research underscores the substantial benefits
generations. By highlighting their success stories, we
of diversity in leadership, which introduces a broader
motivate aspiring female leaders and underscore the
array of perspectives and experiences, cultivating a
transformative impact women can have in the business
culture rich in innovation and creativity. Organisations
realm.
marked by strong female leadership not only excel in
profitability and innovation but also in employee At AIMA, we are steadfast in our commitment to
satisfaction and customer engagement. Women leaders championing diversity and inclusion through initiatives
contribute distinct perspectives, enhancing decision- that inspire and empower women professionals and
making processes and fortifying the overall corporate leaders. This report signifies a pivotal advancement
ethos. Their prowess in collaborative problem-solving, towards that goal. We are confident that through
communication, and relationship building is crucial for collective efforts, businesses and organisations can
navigating today’s intricate business landscapes. unlock the tremendous potential of women leaders,
thereby securing a more prosperous and successful
This study examines the current landscape of women in
future for all stakeholders. The AIMA ASPIRE Women's
leadership across various sectors in India, exploring
Council is dedicated to fostering an environment where
their ambitions and the obstacles they encounter.
women are encouraged to thrive and excel, driving
Understanding these challenges is the first step toward
positive change and cultivating a more inclusive and
fostering a more inclusive environment that promotes
dynamic professional landscape.
the growth and advancement of women leaders.
This report charts a course for achieving gender parity
in leadership by outlining effective strategies for
empowering women, dismantling barriers, and nurturing
an environment where female talent can flourish. It
highlights initiatives such as targeted mentorship
programs, unconscious bias training, and flexible work
arrangements, which can profoundly influence women's

Preetha Reddy
career paths.
Our approach is multi-pronged:
Chairperson AIMA Aspire
Support: We must establish policies and practices that Executive Vice Chairperson,
dismantle systemic barriers and provide women with Apollo Hospitals Enterprise
equitable career advancement opportunities. This Ltd

© 2024
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and aa member
member firm
firm of
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the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
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Limited, aa private
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4 | Women leadership in corporate India 2024 report Women leadership in corporate India 2024 report | 4

Foreword by KPMG in India

Diversity is a strategic imperative and a leadership Transparency is key, 20 per cent of organizations lack
commitment. Studies consistently indicate the positive clear career progression paths, hindering women's
impact of gender-balanced leadership on financial advancement. Defining these pathways will
performance, innovation, and decision-making. undoubtedly pave the way for future leaders.
However, even with considerable progress, the Indian Additionally, creating a culture of inclusivity is
industry still shows a lack of women in leadership paramount to achieving the right outcomes.
positions.
Building a robust support network is equally important.
The research and analysis reveal an intricate situation, Mentorship and sponsorship programmes provide
but they also show a positive trend. An encouraging 23 invaluable guidance for both aspiring and established
per cent of organisations now boast 30-50 per cent leaders. Networks and affinity groups offer valuable
women in leadership roles, and a trailblazing 12 per peer-to-peer support and facilitate networking
cent have even surpassed that mark. This progress is opportunities. Furthermore, flexible work policies that
further underscored by the 51 per cent of organisations accommodate the needs of working professionals will
achieving diversity at the CEO/CXO level. However, a ensure a level playing field for all.
significant gap remains.
In conclusion, the Indian corporate landscape is
Over half (56 per cent) of organisations still struggle transforming. While challenges remain, the progress
with a mere 10-30 per cent female leadership achieved thus far is undeniable. We can move the
representation, while a concerning 9 per cent lack any needle forward by investing in trainings in the form of
women leaders at all. This uneven distribution highlights interactive workshops, and virtual reality experiences,
the need for a more dedicated effort to promote which create a more immersive and impactful learning
diversity across the board. environment, fostering empathy and dismantling
unconscious bias. Embracing ‘returnship’ programmes
The reasons behind this disparity are concerning and
which help women re-integrate into the workforce and
require strong resolution. The disparity is caused as the
fast-track their leadership journey, will play a key role in
progression in their respective employee life cycles are
promoting women who have taken career breaks due to
significantly different. Less than 30 per cent of women
personal reasons. Further, strategic partnerships with
hired at entry-level ever reach leadership positions,
women’s advocacy groups and universities with strong
compared to a significantly higher progression rate for
STEM programmes can open doors to a diverse talent
men. This disparity underscores the need for targeted
pool and provide valuable mentorship opportunities for
interventions that support women's advancement
aspiring female leaders. These strategies will not only
through the corporate pipeline. These interventions
unlock the full potential of our workforce but also
must address the persistent challenges women face,
establish our organisations as true leaders in fostering
including domestic responsibilities and unconscious
inclusive leadership and driving sustainable success.
gender bias.
Fortunately, the tide is turning. The dropout rate for
women has decreased in nearly half of organisations
over the past five years. Organisations are increasingly
conducting leadership development programs to build a
requisite skill for the leaders; however, they need to
incorporate and address the unique challenges faced
by women. We must build upon this foundation by
fostering a work environment that empowers and Yezdi Nagporewalla
supports women leaders. Chief Executive Officer,
KPMG in India

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 5

Table of contents
About Women Leadership Survey 08

Participant Demographics 09

Women in Leadership: Current Scenario 12

Leadership Pathways: Aspirations and Barriers 16

Leadership Development: Cultivating Skills for Advancement 20

Leadership Opportunities: Inclusivity and Support 26

Organisation Culture: Nurturing Diversity and Equity 30

Way Forward 34

About AIMA 35

About KPMG in India 36

Acknowledgements 37

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 6

About Women
Leadership Survey
Introduction
AIMA in collaboration with KPMG in India presents The survey is aimed at analyzing the current
the first edition of its Women Leadership Survey in representation of women in leadership positions
Corporate India. The survey considers perspectives across industries in India, while identifying the key
from professionals across industries on five key challenges women face in attaining leadership roles.
aspects. The survey allows participants to reflect on The survey also focuses at drawing insights on the
how mature their organisation is with respect to the practices adopted by leading organisations to
five key aspects. promote women leaders, and the recommendations
for others to follow.

Approach adopted towards Women Leadership Survey

The survey was carefully designed with an extensive leadership. The survey also included responses from
questionnaire encompassing all critical aspects male professionals apart from female professionals,
related to women leadership landscape in corporate given the pivotal role played by men in enabling and
India. This ensured a thorough exploration of key influencing women’s growth and development.
themes that can be included as part of our research.
By adhering to these principles, we aimed to adopt a
To ensure well-rounded representation of robust and inclusive methodology for the survey,
perspectives, inputs were gathered from gathering insightful and actionable inputs for the
professionals across industries to capture diverse analysis and subsequent initiatives for organisations
opinions on the multiple facets related to women to follow.

Description of the five aspects covered in the Women Leadership Survey

1) Women Leadership: Current Scenario: The section the skills, which are believed to be highly critical for
depicts the prevalent status of women in leadership preparing future women leaders as well as
roles across various organisations surveyed across emancipating the existing one.
industries. It focusses on the overall count and key
4) Leadership Opportunities: Inclusivity and Support:
leadership positions held by women in the current
The section deep dives into the availability of critical
scenario.
opportunities for women leaders in organisations. It
2) Leadership Pathways: Aspirations and Barriers: The tests whether the existing evaluation system is
section captures the level of aspiration among women unbiased or gender neutral.
employees to reach top-most positions in the
5) Organisation Culture: Nurturing Diversity and
organisation. It also gives a comparative analysis
Equity: The section outlines the strength of existing
between the aspirations of male and female
structure/policy in promoting Diversity, Equity &
employees and highlights the niche constraints faced
Inclusion in an organisation. It reflects the level of
by women in the journey.
accommodative culture organisations have in order
3) Leadership Development: Cultivating Skills for to inculcate an inclusive workplace
Advancement: The section unearths the current for women.
perception among women employees towards
leadership development programs. It also reflects on

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member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
7 | Navigating the dynamics of real estate in India Women leadership in corporate India 2024 report | 7

Participant
Demographics
This report gives an insight as to how different company – both in terms of revenue and headcount,
organisations at various stages of growth have fared. out of the 400 professionals who participated in the
Here is a participant split according to the size of the survey.

Organisation Size (Revenue) Organisation Size (Headcount)

16%
23%
38%
46%
20%

31%
26%

Less than INR 6 crore INR 6 crore - INR 60 crore

<100 100-1000 >1000
INR 60 crore - INR 600 crore More than INR 600 crore

Source: KPMG analysis. Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 8

A good gender mix of the participants allowed us to generate meaningful insights from the survey.

Gender distribution

67%

32%

Male Female
Source: KPMG analysis.

Looking at the type of organisations who participated in this survey.

Organisation Ownership type

Publicly Listed Company

Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 9

From across the sectors, the survey was dominated by participants from Education and Training sector,
followed by Manufacturing, IT and Professional Services sectors.

Sector-wise distribution of the participants

Education and Training 25%

Manufacturing 14%

Professional, scientific and technical services 10%

Information media and telecommunications 10%

Financial and Insurance Services 8%

Retail trade 4%

Others 28%
Source: KPMG analysis.

Looking at the management level of the participants, it was observed that 66 per cent of participants are at
CXO/CEO and senior management levels, followed by 23 per cent from middle management level.

Management level of participants

CEO/MD 24%

Other Senior Management 42%

Middle Management 23%

Junior Management 5%

Participants Others 7%
Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 10

Women in Leadership:
Current Scenario
A glimpse of progress, room for growth
Decades of navigating corporate India's turbulent Industry leaders, both men and women, have a
waters have offered a unique perspective. The view responsibility to champion change, by openly
from the top is no doubt exhilarating, but the climb advocating for gender parity and sponsoring
is undeniably arduous. While we celebrate the promising women, and disrupting the narrative of
phenomenal women who shattered barriers, the leadership as solely masculine. Highlighting the
reality remains: women in Indian leadership stand strengths women bring – empathy, collaboration,
before a half-opened door. A sobering statistic – only and a focus on long-term sustainability – broadens
12 per cent of C-suites in India have women at the the definition of successful leadership. Amplifying
helm(1) paints a picture of missed opportunities for the stories and achievements of women leaders
businesses, talented women, and true societal highlights their capabilities and inspires future
progress. generations.
The challenges women face is multifaceted. Deep- Young women of today aspiring to lead in the
rooted social conditioning steers girls away from corporate world need to realize that self-belief is
leadership aspirations, and work-life balance paramount. Embracing their ambition and charting
remains a constant struggle. Societal expectations their own course will give them a head start.
disproportionately burden women with childcare and Building a robust network, both within and outside
domestic duties. This is followed by unconscious organisation with a strong mentorship serves as a
biases at the workplace and a lack of robust valuable support system. Women must understand
mentorship programs which further impede their the importance of speaking up and being assertive at
rise. the table. As they grow and succeed, they become a
role model for the next generation of women
However, glimmers of hope emerge. Over the past
leaders.
few decades, women have made remarkable
progress in various spheres of leadership. More In conclusion, the progress made in promoting
women are assuming influential roles in politics, women's leadership is undeniable, with women
business, academia, and social movements, breaking barriers and making their mark in various
challenging traditional gender norms and breaking domains. However, there is still much work to be
barriers. Women leaders have proven their done. To achieve true gender equality and harness
competence, vision, and ability to bring about the full potential of women's leadership, we must
positive change in their respective domains. continue to challenge and dismantle the barriers that
hinder women's advancement.
While progress has been made, it is crucial to
acknowledge that there is still a significant gender We need the talent, vision, and diverse perspectives
gap in leadership positions. Women continue to face of all genders at the helm. Let us work together,
barriers and biases that hinder their advancement in dismantle the barriers, and rewrite the narrative of
various fields. The underrepresentation of women in women in Indian leadership. The future beckons, a
top leadership roles remains a pervasive issue, future brimming with possibilities, where women
indicating that systemic challenges persist. stand shoulder-to-shoulder with men, shaping their
destinies as well as that of the nation.
Furthermore, mentoring and sponsorship programs
are instrumental in nurturing aspiring women
leaders and providing them with guidance and
opportunities to develop their skills and networks.
Encouraging women to take on challenging
assignments, providing leadership training, and
creating platforms for their voices to be heard are
Suneeta Reddy
Senior Vice President, AIMA
essential steps toward bridging the leadership
gender gap. Managing Director
Apollo Hospitals Group
1 Women, Leadership and Missed Opportunities: The India Perspective, IBM, 2021

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
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Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 11

Key Findings of the Survey

Looking at the current representation of women leadership roles. However, some organisations
in leadership roles; are sprinting up to the mark as well,
• 56 per cent organisations have just 10 per cent- • In 23 per cent organisations, proportion of
30 per cent women in leadership roles, while, women in leadership position goes up to 30 per
cent-50 per cent.
• 9 per cent organisations do not have any
women occupying leadership roles. • 12 per cent organisations are sailing through
with more than 50 per cent women in
This shows how most of the organisations are
leadership roles.
lagging in the race to promote diversity in

Women Representation in leadership positions across organisations

60% 56%

50%
% of organisations

40%

30%

20% 16%

12% 9%
10% 7%

0%
>50% roles 50% roles 30% - 50% roles 10% - 30% roles No women

% leadership positions occupied by women

Source: KPMG analysis.

Past 5-year trends

%Change in Women leadership representation in last 5 years
display a positive
picture where
majority of
organisations 12%
have witnessed
an increase in 5%
women leaders at
their organisation.
However, 17 per
cent of the
organisations
show an opposite
picture with either
no change or
83%
decrease in
women leaders
count. Increased Decreased No Change

Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 12

Encouragingly, 51 per cent organisations have had women at CEO/CXO level positions.

Organisations that have or have had women at CXO level

Source: KPMG analysis.

Deep dive into new women and men hires reaching who reach the leadership position.
leadership positions, it was observed that in 77 per
This shows how the progression to the leadership
cent organisations, <30 per cent of all the women
level shows different trends for men and women.
hires at the entry level position attain the leadership
Trends indicate that more men make it to the
position in the organisation, which is in contrary to
leadership position compared to the women.
the number of men hires at the entry level position

Women Leaders (rising from entry level)

45% 42%
Count of organisation surveyed (%)

40% 35%
35%
30%
25%
18%
20%
15%
10% 5%
5%
0%
Less than 10% 10% - 30% 30% - 50% More than 50%

Source: KPMG analysis.

Count of Women Leaders (Who have risen from entry level)

Men Leaders (rising from entry level)

40% 36%
Count of organisation surveyed (%)

35%

30% 26%
24%
25%

20%
14%
15%

10%

5%

0%
Less than 10% 10% - 30% 30% - 50% More than 50%

Source: KPMG analysis. Count of Men Leaders (who have risen from entry level)

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 13

Key Takeaways
A significant number of organisations
(56 per cent) have only 10 per cent-30
per cent women in leadership positions,
while 9 per cent lack any female leaders.
This highlights the need for greater
diversity promotion in leadership roles.
Encouragingly, 23 per cent of
organisations have achieved 30 per
cent-50 per cent women in leadership
roles, and 12 per cent have surpassed 50
per cent. Over the past 5 years, most
organisations have seen an increase in
women leaders.
Interestingly, while 51 per cent of
organisations have achieved diversity at
the CEO/CXO level, the remaining 49 per
cent are yet to catch up. This indicates
progress, but there's still room for
improvement in ensuring gender
diversity in leadership positions across
organisations.
A deep dive reveals that <30 per cent of
women hired at entry-level positions
reach leadership roles, contrasting with
men’s higher progression rates. This
disparity underscores the need for
targeted efforts to support women’s
advancement to the top.
In summary, while progress has been made,
organisations must continue their efforts to create
inclusive leadership environments and bridge
gender gaps.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 14

Leadership
Pathways:
Aspirations
and Barriers
Indian women are increasingly stepping forward mentorship and role models, further hindering their
with a burning ambition to lead. Studies reveal that a progress. However male leaders can also play a
significant percentage of women aspire to senior more active role in providing this mentorship to
management positions. This surge in aspiration is talented and upcoming women leaders.
fueled by a confluence of factors. Firstly, a growing
Another significant barrier concerns the unequal
sense of confidence empowers women to believe in
distribution of domestic responsibilities.
their capabilities to excel in leadership roles.
Traditionally, the burden of household chores and
Secondly, educational attainment has risen
childcare has disproportionately fallen on women.
dramatically in recent years, equipping women with
This imbalance makes it challenging for them to
the knowledge and skills necessary to navigate the
dedicate the long hours often required for leadership
complexities of corporate leadership. Finally, there is
roles. Work cultures that fail to acknowledge this
a yearning to contribute their unique perspectives
reality by offering flexible work arrangements or
and skillsets to the corporate world. They are known
providing adequate childcare support create a
for fostering a collaborative and empathetic
significant disadvantage for women. This often
leadership style, which can create a more inclusive
forces them to choose between career advancement
and innovative work environment. This diversity of
and fulfilling their domestic responsibilities – a
thought and approach is increasingly recognized as
choice men are rarely compelled to make.
crucial for organisational success in a competitive
global landscape. In conclusion, while Indian women possess the
ambition, skills, and desire to excel in leadership
However, despite this ambition, numerous barriers
roles, numerous societal and workplace barriers
continue to impede women's advancement in the
continue to impede their progress and their
corporate hierarchy. Societal biases regarding
aspiration to lead. Unconscious bias, lack of
gender roles often translate into real-world
mentorship and role models, and the burden of
challenges at work. Unconscious bias, a
domestic responsibilities all contribute to creating a
phenomenon where individuals hold subtle, often
glass ceiling that hinders women's advancement.
unintentional, prejudices based on gender, can
Addressing these challenges and fostering a more
significantly impact women's career progression.
inclusive work environment are crucial steps towards
Recruitment and promotion processes might
unlocking the full potential of women leaders and
inadvertently favor male candidates due to these
ensuring a diverse and thriving corporate landscape
biases. This lack of a level playing field can be
in India.
incredibly disheartening for aspiring women leaders.
Compounding this issue is the dearth of mentorship
and role models for women in leadership positions.
Mentorship provides invaluable guidance and
support, offering career advice, insights into
navigating corporate politics, and a vital sounding
board for women leaders. Role models serve as
powerful inspiration, demonstrating that success is
TV Narendran
achievable for women in leadership. Unfortunately,
Vice President, AIMA
the limited representation of women at the top CEO and Managing Director
echelons of corporate India creates a gap in both Tata Steel Ltd

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 15

Key Findings of the Survey

On analyzing the aspiration level of women to reach This finding opens two-fold conclusion-
the leadership position, it was observed that, 87 per
1. Gender Aspiration Disparity: It suggests a shift in
cent women professionals aspire to hold a leadership
traditional gender norms and a growing desire for
role compared to 78 per cent men professionals.
gender equality at workplace. It also reflects that
Out of this more than 85 per cent of women organisations can tap on huge potential and build
professionals want to reach positions of executive/ more women-led teams/departments/business.
senior director, C-suite level, compared to 83 per cent
2. Ambition for breaking glass ceiling: Higher
male professionals with similar aspirations. This
proportion of women aiming for executive and C-
indicates how more women aspire to reach higher
suite positions signifies a concerted effort to shatter
positions in the organisations.
barriers and achieve parity in leadership roles.

However, women representation at leadership levels responsibilities and gender biases and stereotypes
is limited and restricted due to significant barriers at the workplace as the top reasons which restrict
women face at work. The survey indicated family women’s advancement to leadership positions.

Key barriers to fulfilment of leadership aspirations of women

Family or Caregiving Responsibilities 41%

Gender Bias and Stereotypes 23%

Limited Access to Networking and Mentorship 13%

Lack of Equal Opportunities 12%

Unequal Pay or Compensation 6%

Others 5%
Source: KPMG analysis.

While gender bias is considered one amongst the top The survey further probed into the drop out trends of
reasons for women not reaching the leadership women professionals in the organisations. The
position, less than 40 per cent respondents women dropout rate has seen a decline in the last 5
personally witnessed and observed gender-based years. Currently 49 per cent of organisations have
discrimination or biases at their workplace. seen a decrease in women dropout rate in the last 5
years.
Women drop-out rate across organisations
(in last 5 years) Women are mostly observed to have dropped out
majorly during mid-career when they are at senior
36%
or middle management position. However, the
reasons for such dropouts are diverse –
Number of organisations

21%
• Family Responsibilities – Relocation due to
18% marriage, maternity, childcare
13% 12% • Career Advancement – Better career
opportunities outside including better
compensation.
• Work culture – Absence of work-life balance,
Significantly Marginally No Change Marginally Significantly toxic and rigid work environment, pay disparity,
decreased decreased increased increased
senior positions being occupied by men for
Source: KPMG analysis.
longer than their defined tenure.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 16

Key Takeaways
The shift in gender norms reflects a
growing desire for gender equality in the
workplace. Organisations can harness
this potential by building more women-
led teams and departments.

Achieving parity in leadership roles

requires continued support and
opportunities for women.

Despite aspirations, women face

significant barriers at work. Family
responsibilities and gender
biases/stereotypes are top reasons
hindering women’s advancement to
leadership positions.

Organisations should actively address

and eliminate such biases.

The women dropout rate has decreased

in 49 per cent of organisations over the
past 5 years even though mid-career
dropouts are common, influenced by
factors like family responsibilities,
career advancement, and work culture.
In summary, fostering an inclusive environment,
addressing biases, and providing targeted support
will help organisations achieve greater gender
diversity in leadership.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 17

Leadership
Development :
Cultivating Skills
for Advancement
Bridging the Gap: Empowering Women Leaders for Advancement and Growth
The path to leadership is paved with both having formal mentorship programmes, aspiring
opportunities and challenges. While women are women leaders are paired with experienced
making significant strides in the workplace, a executives and thus receive appropriate guidance,
leadership gap persists. In today's rapidly evolving support, and career advice. Additionally,
business landscape, organisations are recognising sponsorship programmes can help women leaders
the immense value of gender diversity in leadership gain visibility and access to new opportunities by
positions. While we have seen remarkable progress, having senior leaders actively advocate for their
it is undeniable that a leadership gap still exists. advancement. Cultivating these supportive
Hence, organisations must look at creating a more relationships creates an environment that
diverse and successful leadership team. Developing encourages accelerated growth and development for
women leaders not only promotes equality but also women leaders. This is especially relevant for
brings a range of unique perspectives, skills, and women during crucial milestone stages in their lives,
experiences to the table. However, achieving gender where their connect with the workforce is currently
parity in leadership requires a deliberate and at its most dwindling due to lack of either social,
proactive approach. There are various practical legislative or policy support at an organisation level.
strategies and initiatives that organisations can
To aid various transitions in their journey and to
implement to empower women leaders and promote
ensure women remain in the workforce to continue
their development in the workplace.
their advancement to leadership, we are in
One crucial step organisations can take is to partnership with organisations like XLRI and IIMs, for
establish leadership development programmes running mentorship programs for women
specifically designed for women. These should offer colleagues, to provide structured guidance and
a range of training workshops, seminars, and inputs that assist with career pathing and navigating
mentoring initiatives that focus on enhancing complexities related to balancing their professional
essential leadership skills, including strategic and personal responsibilities. Our centralised
thinking, communication, and decision-making. By programmes are largely gender neutral, as they
tailoring these opportunities to the unique needs and provide support to colleagues embarking on or
experiences of women leaders, organisations can returning from maternity or paternity leave, in the
enable them to acquire the competencies and form of access to a wide range of resources and
confidence necessary to excel in their roles. As part support systems. These include 300 day-care centers
of a suite of leadership programmes at the India that colleagues can leverage to balance their work
Firm, this year we introduced Prism Leadership and childcare responsibilities, and a Second Career
development programme. Under this, we have two programme for women looking to return to
initiatives, namely ‘Prism for Inclusive Leaders’ and professional spheres after taking a career break, run
‘Prism Signature Series’ which focuses on key skills by our Talent Acquisition team. Benefits like these
of networking, negotiation and impact that women instill trust in the organisation about its commitment
leaders need to build on. to gender equity and equality, as well in the
perception women have about their own potential to
Mentorship and sponsorship play a pivotal role in
grow and develop at their own pace.
supporting the development of women leaders. By

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 18

In addition to the above, it is essential for diversity and leverages the strengths of all
organisations to create platforms and opportunities employees, organisations can nurture a pipeline of
for women leaders to network, showcase their talented women leaders who contribute to
expertise, and increase their visibility both within organisational excellence.
and outside the organisation. Encouraging
In conclusion, it's imperative to recognise the pivotal
participation in industry conferences, speaking
role of empowering women leaders in bridging the
engagements, and internal networking events can
leadership gap. By implementing tailored leadership
provide valuable exposure and connections with
development programmes, fostering mentorship and
influential leaders. Facilitating such opportunities
sponsorship relationships, providing platforms for
empowers women leaders to build their professional
networking and visibility, and promoting a culture of
networks and enhance their visibility as leaders. Our
continuous learning, organisations can empower
KPMG in India Network of Women addresses this
women leaders to reach their full potential. Together,
aspect, connecting women leaders across our
we can create a more inclusive and successful future
member firms, to seek knowledge and guidance on
for all.
charting a bespoke path to leadership by way of
sharing experiences and best practices.
Finally, promoting a culture of continuous learning
and development is crucial for women leaders to
thrive in their roles. Organisations must recognise
that developing women leaders is not only a matter
of gender equality but also a strategic imperative for
Sunit Sinha
Partner and Head, People,
driving innovation and achieving sustainable Performance and Culture
success. By creating an ecosystem that values KPMG in India

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 19

Key Findings of the Survey

Here is looking at the landscape of the leadership cent respondents are of the view that women are
development opportunities available at the satisfied with the interventions at their organisation,
organisations and how well they address the however only 58 per cent believe that the current
challenges around developing women professionals for leadership development programs (LDPs) effectively
leadership positions. address the challenges faced by women professionals.
Considering the existing leadership development
interventions conducted at the organisations, 63 per

Women satisfaction level with LDPs

Very satisfied 25%

Satisfied 38%

Neutral 25%

Dissatisfied 8%

Very dissatisfied 3%

Source: KPMG analysis.

Effectiveness of LDPs for Women

Very Effective 19%

Somewhat Effective 39%

Neutral 27%

Ineffective 12%

Very Ineffective 3%
Source: KPMG analysis.

Considering women leadership development, the

analysis has also identified few key needs which
require critical attention from the organisations.
• A safe net for women to share specific concerns.
• Structured succession planning for women for their
career development
• Networking Opportunities & Skill-build training
workshops
• Mentorship & sponsorship programs
• Advocacy for a stronger DE&I policy
• Equal access to opportunities and supportive
organisational culture

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 20

To bridge the gaps in women leadership motivation in women to aspire and achieve
development, leadership programs need to be leadership positions.
designed to include themes which could instill

Top areas for Women Leadership development

4%
3% 6%
Building technical skills

Enhancing Communication Skills

19%
35%
Navigating Organizational Politics

Building Confidence and Assertiveness

Balancing Work-Life Demands

Others
32%

Source: KPMG analysis.

This needs to be supported by defining clear career with providing mentoring support to the women
progression for aspiring women leaders at the leaders which is progressing fairly in most of the
organisation which currently is either not available organisations but needs significant efforts to make
(in 20 per cent organisations) or needs significant the right impact.
improvement (in 41 per cent organisations), along

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 21

Key Takeaways
63 per cent of respondents believe that
women are satisfied with existing
leadership development interventions.
However, only 58 per cent feel that
current leadership development
programs effectively address the
challenges faced by women
professionals.

It is crucial for organisations to build a

work environment which encourages
women leaders to speak up, provides
them with career growth and
development opportunities

By defining transparent career paths for

aspiring women leaders, one can
address the gap where 20 per cent of
organisations lack clear progression,
and 41 per cent need significant
improvement.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 22

Looking at more insights on initiatives that could

further enhance women leadership development –
• Training the managers and holding them
accountable for contributing towards
leadership development for women
• Conducting formal mentorship programs
pairing women with experienced leaders who
can provide guidance, support, and advocate
for their advancement.
• Defining mandates for women representation
in leadership positions through initiatives like
women-only recruitment drives, double referral
bonus
• Building an environment where women leaders
support and guide other aspiring women.
• Provide shadowing opportunities to women for
leadership position prior to attaining the
leadership position.
In summary, organisations must proactively
address these needs, foster an inclusive
environment, and empower women to thrive in
leadership roles.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 23

Leadership
Opportunities:
Inclusivity
and Support
Building Bridges to Leadership: Supporting Women in Corporates
There is no doubt that the participation of women forums; these would allow them to build connections
grows as an organisation grows in size; but there still and explore advancement opportunities.
isn’t enough evidence from around the world that
Diverse workforces can strengthen business
conclusively proves that the numbers of women
outcomes by tapping into different perspectives,
leaders also grow in proportion.
experiences, and underused talents. When a work
It is true that that there are more women in corporate culture gives women space, values their diverse
leadership today than ever before: nine out of ten perspectives, and salutes their talents, it kicks off a
global companies had at least one woman in a virtual cycle that spawns creativity, enhances
senior management role at the beginning of this problem-solving and increases adaptability. It also
decade, the number of women leaders across provides a competitive edge in a tough and volatile
ASEAN firms are going up with every passing year business landscape. Companies around the world
and today, there are more women in India’s mid- with the most diverse workforces outperformed
market businesses compared to the global average. those with the least diverse workforces in terms of
return on assets.
Yet the skew in favour of men is also overwhelming.
Despite the known virtues of having a diverse Championing diversity as a policy might make sound
workforce, several invisible barriers prevent women business sense, yet for this policy to be truly
from understanding their true worth and growing effective, it must cut ice with men themselves. Men
into leadership roles. Entrenched gender stereotypes must be made to realize and appreciate that an
and biases shape societal norms that in turn foist inclusive work culture is in their interest. Once they
men onto leadership positions, while unconscious buy into an environment where they intrinsically and
biases perpetuate male-centric leadership instinctively learn to empower, support, and respect
hierarchies. women, they (men) can reduce some of the pressure
that they place upon themselves. Equally important,
On their part, most women invariably get caught in
as women gain confidence in their own abilities, they
an unenviable loop: they struggle to navigate
too feel encouraged to innovate, adapt, and inspire
through an unending work-life-family cycle, have
other women around them.
access to limited mentorship opportunities, and get
little time to be part of networks that facilitate career
progression.
To escape this historical and cultural chakravyuh,
there is an urgent need to eliminate conscious and
unconscious biases in hiring practices. It is equally
important to set up well-defined and fair evaluation
processes, and design promotions and opportunities
based on merit. Once objective performance metrics
are mapped, transparent criteria are set, and
inclusive assessment methods are put in place, it
would be easier to impartially evaluate the
leadership capabilities of women. Organisations
must also build flexible work arrangements that suit
women, and get women to attend industry
Sunil Kant Munjal
Chairman
conferences, networking events, and leadership
Hero Enterprise

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 24

Key Findings of the Survey

In addition to exploring the current state of women's respective organisations. These insights provide a
leadership and the factors affecting inclusivity and deeper understanding of the challenges faced by
support, the survey delved into the evaluation process women in leadership and help identify areas where
and the level of inclusivity experienced by women organisations can enhance inclusivity and support to
professionals who were chosen for leadership foster a more equitable and supportive environment for
positions. Understanding the evaluation process is women professionals.
crucial to identify any biases or systemic barriers that
The survey indicates that 56 per cent respondents
may impede women's progression into leadership
believe that their organisations have a well-defined
roles. By examining the degree of inclusivity
process of evaluating the employees for leadership
experienced by women leaders, the survey aimed to
roles. Further, only 38 per cent believe that the
gauge the level of support, opportunities for growth,
evaluation process is absolutely fair and transparent
and access to resources provided to them within their
for the prospective candidates.

Leadership Evaluation Process

8%
Absolutely fair Further, job complexity, long working hours and
and transparent
15% nature of job are some of the reasons which are cited
38% Seems fair, not for women who are not given leadership positions in
transparent only 30 per cent of the cases. In a majority of the
cases, women face barriers reaching leadership
Biases exist position due to gender discrimination.
The survey also looked at how women professionals
Can’t Comment/ are received as leaders at their organisation. With
Disclose
38% changing times, currently ~65 per cent respondents
believe that women leaders receive the required
support and guidance from their male counterparts
Source: KPMG analysis. on attaining a new leadership position.

Today women leaders get a seat at the table. They their individual capacity as a leader. However, given
participate in critical business decisions and these positives, women leaders still face challenges
strategic planning at their organisations. They are around pay parity with their male counterparts in
now given autonomy to take business decisions in similar roles.

Women Involvement in Business decisions Existence of Pay Parity for Women leaders

Yes 50%
Always 40%

Most of the times 31%

No 26%

Sometimes 21%
Some biases exist 15%
Very rarely 6%

Not sure 10%

Never 2%

Source: KPMG analysis. Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 25

Key Takeaways
To enhance inclusivity and support for
women leadership in organisations,
organisations should foster an inclusive
culture that values diversity and gender
equality.

Establishing mentorship and

sponsorship programs to provide
guidance and support for women leaders
would be highly beneficial. Firms need to
ensure equal access to development
opportunities and training programs by
creating networks and affinity groups to
facilitate networking and support for
women leaders.

It will also be beneficial to implement

flexible work policies to accommodate
the needs of women professionals, while
ensuring that promotion standards and
pay equity is maintained through regular
audits and transparent salary
negotiations.

The above factors combined with communicate a

powerful message throughout the organisation,
reinforcing the importance of inclusivity and
support for women in leadership roles.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 26

Organisation
culture:
Nurturing diversity and equity
Building a Foundation for Parity: Cultivating a Culture that Empowers Women
Creating a corporate culture that empowers women of employees, including women. Providing resources
is crucial for nurturing diversity, inclusion, and for childcare, eldercare, and other family-related
gender parity in the workplace. By implementing responsibilities can alleviate some of the challenges
inclusive practices and providing equal faced by women in balancing their professional and
opportunities, businesses can cultivate an personal lives.
environment where women are empowered to thrive
Moreover, companies should actively seek feedback
professionally.
from women employees and create channels for
To cultivate a culture of empowerment, companies them to voice their concerns, suggestions, and ideas
could consider embracing gender-inclusive policies for improvement. Open communication and a
and practices. It is also worth considering willingness to address gender-related issues can
establishing transparent and unbiased recruitment, build trust and engagement among women
promotion, and performance evaluation processes. employees, leading to higher job satisfaction and
Regular evaluation of these processes may help retention rates.
ensure fairness and reduce unconscious biases that
By taking proactive measures to empower women
could hinder women's advancement. Encouraging
and create an inclusive work environment,
diversity in interview panels and exploring blind
companies can harness the diverse talents and
recruitment practices could be options to mitigate
perspectives of their workforce, driving innovation,
bias during hiring.
creativity, and sustainable growth. Ultimately,
Leaders within the organisation play a pivotal role in prioritizing gender equality and women's
empowering women. Companies may want to empowerment is not just a moral imperative but also
consider championing gender equality initiatives and a strategic advantage for companies seeking to
promoting inclusive leadership practices. Senior thrive in today's competitive landscape.
executives could explore opportunities to mentor
This comprehensive approach to empowering
and sponsor women, providing guidance, support,
women in the workplace lays the foundation for
and advocating for their career progression.
building a more equitable and prosperous future for
Investing in the professional development and
all. As businesses continue to recognize the value of
leadership skills of women is a powerful way to
gender diversity and inclusion, they pave the way for
empower them. These development initiatives can
greater success, both socially and economically.
help women enhance their capabilities and build
confidence in their abilities to take on leadership Organisations that prioritize women's empowerment
roles. Identifying high-potential women employees demonstrate a commitment to building a workplace
and offering them growth opportunities could be where all employees feel valued and supported. By
considered. creating opportunities for women to lead and
succeed, companies nurture a culture of equality and
Building a culture of empowerment and striving for
excellence that benefits everyone.
gender parity in the corporate workplace is a
collective responsibility. By embracing gender-
inclusive policies and practices, cultivating inclusive
leadership, nurturing a culture of respect and
inclusion, and investing in women's professional
development, companies can create an environment

Rekha Sethi
where women thrive and contribute to their fullest
potential.
Additionally, businesses can benefit from promoting Director General
work-life balance initiatives and flexible work All India Management
arrangements that accommodate the diverse needs Association

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 27

Key Findings of the Survey

Linking women leadership representation in corporate Further, 29 per cent respondents highlighted that their
India with the organisation’s culture and their DEI organisation culture does not openly focus on
focus, the survey highlights that while majority of supporting and promoting women leaders. Thus acting
organisations have a well-defined diversity, inclusion as one of the reasons behind low representation of
and equity (DEI) policy in place, 37 per cent do not women at leadership.
have any such well-defined policy on DEI.

Perspective on organisation culture in

supporting women leaders
Currently, we have 73 per cent organisations which
are encouraging diversity in leadership positions by
promoting more women professionals to take up
6% leadership roles. However, out of the remaining 27
per cent,
Very Supportive
23% 38% • 16 per cent organisations have neutral opinion on
Supportive encouraging diversity in leadership roles through
Neutral promoting more women for such positions.
Unsupportive • 9 per cent organisations are not actively
encouraging diversity and inclusion in leadership
positions.
32%

Source: KPMG analysis.

Today, majority of organisations foster a work superiors. Still much progress is required to make
environment where women’s contributions and women feel valued for the role they play at the
work are valued and recognized by their peers and organisation and are motivated for greater success.

Organisation's work environment valuing and recognizing women leaders

46%

34%

14%

4% 2%

Very Much To Some Extent Neutral To a Limited Extent Not at all

Source: KPMG analysis.

© 2024 KPMG Assurance and Consulting Services LLP, an Indian Limited Liability Partnership and a member firm of the KPMG global organisation of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.
 Women leadership in corporate India 2024 report | 28

Key Takeaways
To build an inclusive work environment,
organisations can start with designing
and communicating a Diversity, Equity
and Inclusion (DEI) policy. While majority
of organisations have implemented such
policies, there are 37 per cent
organisations who still need to achieve
this milestone.
Organisation culture and work
environment plays a critical role in
supporting and recognizing women
leaders for success in their roles.
Majority of the organisations today have
showed progress in this regard, however
there are 6 per cent organisations who
have extended little to no effort in
building an inclusive culture and work
environment.
Actively encouraging diversity in
leadership positions will be another
crucial step that organisations can take
to build an inclusive workplace.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 29

Way Forward
Women Leadership Agenda needs to be driven promotes women leaders and enhance their
from the top. Senior leaders should actively leadership capabilities.
promote women representation in leadership
Organisations should design leadership
positions by identifying potential women leaders,
development programs that address specific
designing their clear career paths, and providing
needs of women, such as work-life balance,
them the required support for their development.
confidence building, and overcoming gender-
To increase women representation in leadership related stereotypes.
roles, efforts need to be made at all levels of the
Organisations should conduct regular reviews
hierarchy by focusing on women retention,
and audits of the leadership evaluation
providing them the growth opportunities, and
mechanism to ensure transparency and fairness
creating a supportive environment for them to
of the process and address any discrepancies
fulfill their career aspirations.
and biases.
Organisations should conduct trainings and
Organisations should promote affinity groups for
workshops to raise awareness about gender bias
women professionals across the organisation, to
and promote a level playing field for women
provide opportunities for networking and
professionals, while encouraging men to support
knowledge sharing among women leaders.
women in managing family responsibilities.
Organisations should highlight the achievements
Introducing Diversity, Equity, and Inclusion (DEI)
and career journey of successful women leaders
policies, mentoring programs, and skill-building
within the organisation, showcasing them as
workshops can be the starting point for
female role models for others to inspire.
organisations to foster an inclusive culture that

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 30

About AIMA
The All India Management Association (AIMA) is oriented programmes and initiatives to help
the Voice of India’s Leaders and Managers, and management professionals and students keep in
the apex body of the management profession in step with times, while offering state of the art
India. AIMA is a not for profit, non-lobbying business solutions for organisations and
organisation, and works closely with Industry, institutions.
Government, Academia, and students to further
As the pioneer of Distance Education, AIMA has
the cause of the management profession in India.
always been an early starter, even in the digital
AIMA has a membership base of over 38000 space. AIMA was amongst the first organisations
members and close to 6000 corporate to offer Internet Based Remote Proctored Tests
/institutional members, through 67 Local on a national level; and among the first to shift its
Management Associations affiliated to AIMA. The service offerings online. AIMA quickly built
Association is represented on a number of policy digital expertise and now has the capability to
making bodies of the Government of India and offer its management programmes and business
national associations. solutions in the physical, virtual and hybrid
mode, as required.
Established in 1957, AIMA has contributed
immensely to the enhancement of management AIMA also brings to the Indian managers, the
capability in the country over the years. AIMA best management practices, and techniques
offers various services in the areas of testing, through numerous foreign collaborations with
distance education, skill development & training, professional bodies and institutions. AIMA is an
research, publications, executive education and important and long-time member of the Asian
management development programmes and Association of Management Organisations
special Forums for Young Leaders, Vice (AAMO), which promotes professional
Chancellors and women leaders and managers. management in the Asia Pacific region. In
addition, AIMA has developed close associations
Over the past six decades, AIMA has evolved as
with several leading international Universities
times have changed and catered to the growing
and Institutions including the UC Berkeley, UC
needs of today’s management community. Apart
Santa Cruz, St Gallen Symposium, Horasis, The
from its flagship Post Graduate Diploma in
World Bank to name a few.
Management, AIMA offers topical and industry-

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 31

About KPMG in India

KPMG entities in India are professional services
firm(s). These Indian member firms are affiliated
with KPMG International Limited. KPMG was
established in India in August 1993. Our
professionals leverage the global network of
firms, and are conversant with local laws,
regulations, markets and competition. KPMG has
offices across India in Ahmedabad, Bengaluru,
Chandigarh, Chennai, Gurugram, Hyderabad,
Jaipur, Kochi, Kolkata, Mumbai, Noida, Pune,
Vadodara and Vijayawada.
KPMG entities in India offer services to national
and international clients in India across sectors.
We strive to provide rapid, performance-based,
industry-focused and technology-enabled
services, which reflect a shared knowledge of
global and local industries and our experience of
the Indian business environment.

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
 Women leadership in corporate India 2024 report | 32

Acknowledgement
We are sincerely grateful to the following team members who have helped in the preparation
of this report.

KPMG in India research team AIMA team

• Malvika Aditya Mehta (Director) • Smita Das (Director – Corporate
Communications)
• Shivpriya G (Director)
• Gaurav Sonkusre (Assistant Director –
• Rajat Khetan (Associate Director) Corporate Communications)
• Drishti Mittal (Manager)
• Isha Blossom (Consultant)
• Shashwat Mishra (Consultant)

KPMG in India compliance and design team

• Nisha Fernandes (Associate Director)
• Angeeta Baweja (Manager)

© 2024
© 2024 KPMG
KPMG Assurance
Assurance and
and Consulting
Consulting Services
Services LLP,
LLP, an
an Indian
Indian Limited
Limited Liability
Liability Partnership
Partnership and
and aa member
member firm
firm of
of the
the KPMG
KPMG global
global organisation
organisation of
of independent
independent
member firms
member firms affiliated
affiliated with
with KPMG
KPMG International
International Limited,
Limited, aa private
private English
English company
company limited
limited by
by guarantee.
guarantee. All
All rights
rights reserved.
reserved.
KPMG in India contacts: AIMA contact:
Akhilesh Tuteja Smita Das
Head – Clients & Markets Director,
E: atuteja@kpmg.com Corporate Communications
E: sdas@aima.in
Sunit Sinha
Partner and Head,
People, Performance and Culture
E: sunitsinha@kpmg.com aima.in

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