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Gender Diversity Push in the Aviation Sector

WriteCanvas News


By 2025, the percentage of women representing the Indian aviation sector will increase to 25 percent.

Currently, women hold 5-14 percent of various roles, with the highest representation among pilots at 14%.

The Director General of Civil Aviation (DGCA) has recommended several measures to monitor and improve gender diversity.

It has issued a circular urging airlines and airports to increase women representation in the sector to 25% by 2025.

The circular suggests steps for the aviation community to ensure equal representation in the hiring process.

It signifies the importance of celebrating female role models, and promoting gender equality. It recommends inclusive workplace culture, leadership programs, tackling stereotypes, and promoting work-life balance to support female employees and create future female leaders.

The DGCA advisory recommends a zero-tolerance policy against sexual harassment, diversity objectives, and HR policies.

It also advises airlines to implement maternity leave laws, develop policies for hiring back women, conduct training programs, analyze exit interviews, and organize awareness-raising sessions to reduce gender bias.

It must be noted that the International Air Transport Association (IATA) has called for greater representation of women in the aviation industry, aligning with the International Civil Aviation Organisation’s (ICAO) vision of gender equality.


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Businesses Must Promote Inclusive Workforce: Survey

WriteCanvas News


A recent WriteCanvas-ASSOCHAM South survey highlighted the need for organizations to address gender disparities and promote gender diversity across various roles to create more inclusive work environments.

The key findings from the survey include:
  1. Men occupy a significantly higher proportion of leadership positions compared to women across functions and industry segments.
  2. The gender gap in board positions is significant, with men holding 76% of positions and only 24% of female representation, indicating a need for more women to participate in leadership roles.
  3. Male priorities in BoD roles may influence decision-making, impacting organizational practices, policies, and strategies. Encouraging female leadership parity is crucial for building inclusive and efficient governance frameworks.
  4. The gender imbalance in Team Lead positions, with 65% males and 35% females, could significantly affect organizational dynamics, decision-making processes, team culture, and leadership styles.
  5. Female representation is lower at 24%, indicating a lack of gender diversity in leadership roles. This could impact organizational strategies, policies, and practices.
  6. Sectorally, the Law and BFSI segments show a major gender imbalance, with more than 80% males in BOD roles, while Consulting Firms and the IT/ITES sector have balanced representation, albeit still favoring males.
  7. The BFSI and media industries exhibit gender parity in Team Lead positions, while the government sector and IT/ITES show significant gender disparity in leadership roles.

Conversely, the absence of data for the Government sector warrants further action. Understanding the gender composition within this sector is crucial for addressing potential gender disparities and ensuring equal opportunities for both males and females, especially while constituting policies and the DEI push.

Our take:

Time and again, the governments, the UN, and the DEI advocates have argued the need for a balanced workforce. Businesses are not doing anyone a favor if they encourage inclusivity and diversity in the workplace. Instead, they are investing in a workforce that will be more dedicated and committed.

As the Great Place to Work survey also confirms that diverse and inclusive workplaces earn deeper trust and more commitment from their employees.

The research indicates that a positive company culture leads to higher revenue growth, greater innovation readiness, increased talent recruitment, and higher employee retention, as employees trust fair treatment regardless of race, gender, sexual orientation, or age.

To download, the abbreviated report, please click here: https://writecanvas.in/our-templates/

To access sectoral insights, please email us at [email protected].

 


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The Paradox of Women’s Leadership

Renjini Liza Varghese


Every year, International Women’s Day sparks a flurry of women-led activities. These include special news coverage, initiatives, awards, and recognition ceremonies. I want to draw everyone’s attention to the recurring euphoria of increased attention to women’s issues and gender diversity, and then a decline in focus throughout the rest of the year.

One of the latest initiatives involves the role of women in leadership and the corresponding antithesis. The increase in women in leadership roles is accompanied by a surge in gender-related jokes and memes, highlighting the superficial nature of progress.

While celebrating the increasing number of women in senior leadership positions is crucial, a more sustainable approach is needed. Implementing environmental, social, and governance (ESG) practices has led to a positive shift in the male-female ratio at leadership levels.

According to a McKinsey report:

a) 26% of women hold C-suite positions, 32% are VPs, and 28% are senior leaders (McKinsey, 2023).

b) Only 1 in 4 C-suite executives is a woman, and only 1 in 20 is a woman of color.

India’s image is more encouraging. According to Grant Thornton’s International Business Report for 2023, the percentage of women in senior management roles in mid-market Indian businesses is 36%, which is higher than the global average of 32%.

Furthermore, India’s share of female leadership positions in 2022 was 39%, higher than the global average of 31%. What’s interesting is that women are driving sustainability initiatives in the corporate sector.

The emphasis needs to be on appointing more women as Chief Sustainability Officers (CSOs) while recognizing the important role they play in corporate social responsibility (CSR) initiatives. This change is important for a number of reasons:

a) Empathy and environmental protection: Since women are generally seen as having greater compassion, businesses may place a greater emphasis on environmental protection.

b) Prior CSR experience: A large number of women occupy leadership roles in CSR, which equips them with the necessary skills to incorporate sustainable practices.

c) Emphasizing the social component of ESG: Women in CSO positions would guarantee that the social component of ESG gets the attention it deserves.

Today’s blog is about promoting a just and progressive change. We are by no means demanding out-of-turn promotions or unregulated reservations. Companies can gain access to a diverse range of perspectives and experiences by actively promoting women across management roles. These are essential components for creating truly inclusive leadership and a strong corporate culture.


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Schneider Electric Strengthens DEI Commitment

WriteCanvas News


Schneider Electric is taking steps to further improve its DEI and gender diversity score in the electrical and electronic job segments.

The company has decided to strengthen its DEI commitment. Every year it will hire 200  ITI female students from the Electrical and Electronics stream to work at its Mysuru Campus. The company will also provide smart infrastructure to support the skilling initiatives at Govt. of Karnataka’s ITI Belavadi. The company has established a lab equipped with smart energy meters, MCBs, switches, and cables to familiarize the students with advanced developments.

“Schneider Electric India Foundation is committed to bridging the skilling gap in electrical and energy management and sustainability. I am committed to improving the gender diversity in these fields. Hence, we have announced plans to hire ~ 200 women ITI pass-out students to work for our Mysuru Campus. This will make them economically stronger in the society…,” said Deepak Sharma, Zone President Greater India, and MD & CEO, Schneider Electric India.

Mr Sharma, along with Mr Amit Kumar, VP and Head of, the Mysuru campus met Mrs Manjula. S, Joint Director, Mysuru Division, Industrial Training & Employment Department, and Mrs. Lalitha MR, Principal Govt ITI Belavadi, and training officers, to discuss the skilling requirements.

The company trains 3375 youth annually across ~ 45 skill development centres, including 16 Women ITIs in Karnataka. It also operates a Centre of Excellence (COE) in Bengaluru in partnership with the Karnataka Skill Ministry and the Ministry of Education, France.


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Gender Diversity must not be the Blink of an Eye

Renjini Liza Varghese


Is gender diversity gaining ground in the country?

In the past few weeks, some headlines caught my attention:

a) The number of female commuters in the public transport system in Mumbai is on the rise.

That means more women are joining the workforce.

b) Study shows that the number of women recruitments is on the rise post-pandemic

This is the relief I thought, as SDGs are all about diversity

However, the following headlines took the sheen off my early enthusiasm.

a) Women workforce in India is yet to improve
Contradicting. But 81% of the women workforce in India is in rural and in urban areas, it is only 19%.

b) Out of the 100 people at the board level, more than 80 are men
Is gender diversity at the board level a distant reality? Or has it gone with the wind?

While the first headline made me happy, the following 3 left me wondering when and how India will see improvements in gender diversity. It is a long bridge that needs to be crossed.

Though the cry for gender diversity and pay parity is decades old, it remains partially fulfilled or more likely an eyewash on the ground.

India needs fast-tracking in many of its actions, starting from policies/ regulations that enable recruitment to move towards gender parity. I am not denying the fact that some of the sections in our society including corporate houses, have started their implementation along these lines. But considering India’s vast, large and diverse population, it may appear as a Himalayan task. But a will can change everything. The best example is the passing of the Women’s Reservations Bill by the Indian Parliament recently.

Suggestions:

These are my five suggestions for improving gender diversity:

Policies and regulations for stricter implementation, including pay parity

The old formula of incentivizing companies (though I am not for it)

Encourage leadership and mentorship programs for women

Create flexi work policies and create gender-safe workplaces

Create an ecosystem that favours women entrepreneurship

The existing system is inadequate; we need to bring in robust, agile and consistent elements that will accelerate to meet gender diversity in India.


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