2024

COMPENDIUM ON
FORWARD FASTER GENDER EQUALITY

Companies Commitment to Action

FOREWORD

Message from the Chair, 7th Gender
Equality Summit
Vaishali Nigam Sinha
Chair, UN GCNI GES 2024
Co-founder & Chairperson Sustainability, ReNew
We are at the halfway point of our journey toachieve the Sustainable Development Goals (SDGs).
While progress has been made across various fronts, SDG 5 – “Gender
Equality” remains alarmingly off-track, with not a single SDG 5 indicator
at the “target met” level, highlighting the sobering reality of women
worldwide. It is both a time for reflection and a call to action for all of us.
As a society, we stand at a pivotal crossroads, where we must recognizethat Gender Equality is not just a moral imperative but a strategic one. It
has the power to amplify and expedite the engines of human progress,
economic development, and sustainable growth. When women areempowered and given equal opportunities, the positive ripple effects
are felt across all sectors of society. Looking at the economic benefits ofgender equality, closing the gender gap in the workforce could boost the
global GDP by 26%, adding a staggering $28 trillion, and benefiting
economies globally.
Recognizing the potential of a gender- equal world, UNGC launched
Forward Faster, an initiative that identifies gender equality as one of thefundamental themes that has the power to accelerate progress acrossall the SDGs. Building on this vision, the 7th Gender Equality Summit
recognizes achieving gender equality not just as a standalone goal but
as a catalyst for progress across all development goals. This year the aim
is to move beyond mere advocacy and shift towards action – we musttake stock of where we are and mobilize resources and efforts to drive
meaningful change.

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FOREWORD

In this context, I am thrilled to present this compendium – a compilationof several case studies showcasing real action and real work happening
on the ground by various corporates in India. These case studies
highlight the journeys of various corporations toward diversity andinclusion, a topic of paramount relevance.
Each case study is a testament to our approach - action over advocacy.
It showcases the possibilities that arise when organizations commit tofostering a diverse and inclusive environment. By spotlighting these
initiatives, the compendium not only celebrates success but also serves
as a wellspring of inspiration for businesses navigating their paths
toward inclusivity.
I hope the insights provided in the compendium add value to the readersand guide them in their transformative journey of prioritizing diversity
and inclusion and act as a beacon for the future of business in India. Let
us all forge ahead with renewed determination and renewed action
towards a more equitable future.

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FOREWORD

From the Executive Director’s Desk
RatneshExecutive Director, UN GCNI
India has made significant strides in progressing
towards Sustainable Development Goal 5 (SDG 5),
which aims to achieve gender equality and empower
all women and girls. While challenges remain, there has been notable
progress in various areas. Despite the advancements, challenges persist,and addressing these issues requires continued commitment from both
the government and the private sector.
The private sector has a crucial role to play in advancing gender equality
in India. Businesses can promote gender diversity within theirorganizations by implementing policies and practices that ensure equal
opportunities for men and women. This includes initiatives like genderneutral recruitment processes, flexible work arrangements, andleadership development programs for women. Furthermore, businesses
can support women's economic empowerment by providing training,
mentorship, and access to resources for female entrepreneurs andworkers. This can help to create a more inclusive and equitable
workforce while also driving economic growth.
Additionally, the private sector can use its influence and resources toaddress gender-based inequalities in the wider community. This may
involve partnering with NGOs and government agencies to support
initiatives that promote girls' education, healthcare access, andwomen's rights. Overall, by actively promoting gender equality andempowering women, both within their organizations and in society atlarge, the private sector can contribute to the achievement of SDG 5 andhelp to build a more inclusive and sustainable future for India.
In today's interconnected world, prioritizing sustainable development
isn't just a lofty ideal; it's a critical necessity for safeguarding our planet
and its inhabitants.
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FROM THE EXECUTIVE DIRECTOR’S DESK

Central to this endeavor is an unwavering dedication to gender equality
and the empowerment of women and girls. Within the framework of the2030 Agenda for Sustainable Development, it becomes evident that
achieving gender parity isn't an isolated objective but rather afoundational element for realizing the entirety of the Sustainable
Development Goals (SDGs). The findings of the 2023 Gender Gap Reportserve as a stark wake-up call to the significant challenges that still lie
ahead. Current projections suggest that without intervention, it could
take nearly two centuries to bridge the economic and political genderdivides. These forecasts emphasize the urgent need for decisive actions
to dismantle the obstacles preventing women's full participation andimpact in society.
Navigating the complex terrain towards SDG 5, it is incumbent upon us
to harness the collective power of all sectors, with the private sector
playing a pivotal role in driving meaningful change. Initiatives like the UN
Global Compact's "Forward Faster 2030" provide a blueprint forcorporations to accelerate their efforts towards gender equality. By
setting ambitious targets and implementing transparent measures,
businesses can catalyze progress and chart a course towards gender
parity by 2030.
As the Executive Director of the United Nations Global Compact Network
India (UN GCNI), it is my honor to introduce this invaluable "Case Study
Compendium" spotlighting companies committed to advancing genderequality. At the heart of the Forward Faster initiative lies our unwavering
dedication to accelerating progress towards gender equality by 2030, inalignment with the United Nations Global Compact's broader mission.
In the journey towards gender equality, the experiences and initiatives ofcompanies that have subscribed to Forward Faster 2030 Gender Targets
play a pivotal role in driving meaningful change. This compendium offers
a rich tapestry of case studies, each highlighting a company's steadfast
dedication to integrating gender considerations into its policies,
programs and interventions. From multinational corporations to small &medium enterprises, these case studies demonstrate the transformative
power of inclusive practices and gender-responsive approaches acrossCompendium on Forward Faster -Gender Equality

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FROM THE EXECUTIVE DIRECTOR’S DESK

diverse industries and contexts. At UN GCNI, our vision for the Forward
Faster initiative is one of collective action and measurable impact.
Through strategic partnerships and collaborative efforts, we aim toaccelerate progress across five crucial themes: gender-inclusive
workplaces, equal pay for equal work, gender-responsive supply chains,
women's leadership and entrepreneurship, and inclusive community
engagement. The case studies presented here exemplify the tangible
strides being made towards these objectives, offering valuable insights
and best practices for replication and adaptation.
The case studies contained within this compendium serve as beacons ofinspiration and guidance, illustrating how organizations across various
sectors have embraced the imperative of gender equality. From
recruitment to promotion, from pay equity to leadership development,these companies have embarked on transformative journeys todismantle barriers, challenge biases and foster inclusive workplaces
where every individual can thrive.The case studies featured in thiscompendium serve as invaluable resources for organizations seeking toembark on similar journeys or enhance their existing efforts towards
gender equality. Through insightful narratives and practical examples,
these case studies offer a roadmap for action, illuminating the path
towards creating more equitable and inclusive workplaces and societies.
I extend my deepest gratitude to our esteemed partners for theirunwavering support and invaluable contributions to the Forward Fasterinitiative. It is through our collective dedication and collaboration that
we can overcome barriers, challenge norms and create a future where
gender equality is not only achievable but thriving.
As we navigate the path towards a more equitable future, it is imperativethat we recognize and celebrate the efforts of those leading the charge.
Together, let us continue to forge ahead, propelled by the shared visionof a world where gender equality is not only a reality but a fundamental
cornerstone of sustainable development.

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Table of

CONTENTS
01

Introduction

02

AgriVijay: Adoption of Renewable Energy Practices to
Empower Rural Women and Combat Climate Change

03

ReNew: Mitigating Gender Bias, Through Progressive
Policies and Programs, to Increase Women’s
Representation in the Renewable Energy Industry

04

Wipro: Initiatives to Advance Gender Inclusion at Wipro

05

Norex Flavors- Implementation of ‘Project Mint with
Purpose’ Using Gender Action Learning System(GALS) to Promote Gender Equality Amongst Farmers

06

Adani Energy Solutions Limited (AESL) - Empowering
Equality: Strategic Initiatives and Impactful Outcomesin the Workplace

07

Banka Bio - To Promote Economic Empowerment:
the Creation of an All-Woman Workforce for
Cleaning Kochuveli Railway Station

Introduction
The Global Compact is the largest voluntary corporate citizenshipinitiative in the world offering a unique platform to engage companies in
responsible business behavior. Global Compact Network India (GCNI)
plays as the Indian counterpart of the United Nations Global Compact.
Over the years, UN GCNI has steadfastly established itself as a dynamic
platform that unites Indian Businesses, Academic Institutions,
Multilateral Institutions, Government Bodies, and Civil Society
Organizations in a concerted effort to drive tangible progress towards
the achievement of the 17 Sustainable Development Goals and the 10
UNGC Principles within the Indian context.
The importance of gender equality in sustainable development cannot
be overstated. Recognizing this, the United Nations has made genderequality its fifth Sustainable Development Goal, emphasizing the need toempower women and girls worldwide.
In the pursuit of scaling action towards achieving the Sustainable
Development Goals (SDGs), companies play a pivotal role in advocating
for supportive policies from their respective governments. The UN acts
to empower women and girls in all its programmes. With stepped-up
action on gender equality, every part of the world can move towards
sustainable development by 2030, leaving none behind. The targets
include ending all forms of discrimination against women and girls,
eliminating all forms of violence against women and girls in the public
and private spheres, including trafficking and sexual and other types of
exploitation, eliminating harmful practices such as child, early andforced marriage and female genital mutilation.
Through initiatives like Forward Faster, companies can urge
governments to implement enabling policies that facilitate ambitious
goal-setting and provide the necessary clarity and confidence to attract
further investments. Collaboration across sectors is essential to addresspressing issues like gender inequality.

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INTRODUCTION

Closing the gender gap requires concerted efforts from all sectors
within a community. Multisectoral approaches, involving businesses, civilsociety organizations, and governments, are crucial for achieving
meaningful legal reforms that benefit society as a whole.
Legal reforms, unlike changes in societal norms, can be achieved
relatively quickly. Currently, 119 countries have enacted labor laws
embracing the principle of equal pay for equal work, underscoring the
global recognition of addressing gender pay gaps and promoting
workplace gender equality. Enhancing legal frameworks and fostering
gender equality in workplaces are vital steps toward ensuring fair andequitable remuneration for individuals regardless of gender.
Gender equality is not just a moral imperative; it is also a strategic
advantage. Studies show that companies perform better when womenare represented in leadership positions, and closing gender employment
gaps could significantly boost long-run GDP per capita. Moreover,gender-balanced boardrooms are associated with improved businessoutcomes, highlighting the economic benefits of gender equality in theworkplace.
Achieving gender equality by 2030 requires comprehensive efforts,
including ending discrimination and violence against women,
recognizing unpaid care work, ensuring women's participation indecision-making processes, and promoting equal access to economic
resources and technology.
However, achieving diversity, equity, and inclusion (DEI) in workplaces
goes beyond superficial initiatives. DEI efforts must addressintersectionality, long-standing social and economic justice demands,
and evolving workplace dynamics. Superficial approaches risk reducing
individuals to their basic identities and may fail to foster genuine unity indiversity. To truly bridge the gender gap and advance DEI, organizations
must adopt holistic, sustainable strategies that address systemic
challenges and promote genuine inclusion for all.

Compendium on Forward Faster -Gender Equality

08INTRODUCTION

Furthermore, it's essential to recognize that DEI initiatives are not solely
about boosting bottom lines; they are about fostering environments
where every individual feels valued, respected, and empowered tocontribute fully. When organizations prioritize diversity, equity, andinclusion, they create spaces where diverse perspectives thrive,
innovation flourishes, and employees feel a sense of belonging. Suchenvironments not only benefit individuals but also drive organizational
success and contribute to broader societal progress.
Moreover, addressing gender inequality and advancing DEI is not just a
moral imperative; it is also an economic imperative. Studies consistently
show that diverse and inclusive workplaces outperform their less diverse
counterparts. Companies that prioritize DEI are better positioned to
attract top talent, enhance employee engagement and retention, andtap into diverse market segments. Additionally, fostering inclusive
workplaces is essential for building resilient and sustainable businesses
that can adapt to changing market dynamics and global challenges.
In conclusion, achieving gender equality and advancing DEI is not only
the right thing to do but also the smart thing to do. By prioritizing
diversity, equity, and inclusion, companies can drive innovation, improvebusiness outcomes, and contribute to a more just and sustainable world.
Through collaborative efforts across sectors, we can build inclusive
societies where every individual has the opportunity to thrive, regardlessof gender, race, ethnicity, or background.
The UN Global Compact Network India (UN GCNI) compendium
showcases inspiring case studies of companies that have taken
proactive steps to advance gender equality through their participationin the Gender Target of the UNGC Forward Faster initiative. These casestudies highlight innovative strategies, best practices, and tangible
outcomes achieved by companies committed to closing the gender gap
and promoting women's empowerment in the workplace and beyond.

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INTRODUCTION

The compendium features case studies from companies in diverse
sectors each showcasing innovative approaches to promoting genderequality and women's empowerment. These initiatives range fromproviding access to affordable childcare and parental leave policies tooffering leadership development, mentorship and second career
programs and supporting community initiatives through social
responsibility programs.
One notable case study featured in the compendium recognizes theunderrepresentation of women in STEM (Science, Technology,
Engineering, and Mathematics) fields, the company launched an
initiative aimed at attracting and advancing women in technology roles.
As a result, the company saw an increase in the representation of
women in technical roles.
Another compelling case study showcased in the compendium comesfrom commitment to close the gender pay gap. In response to concerns
about pay equity within the organization, the company conducted athorough gender pay gap analysis across all levels and departments.
Based on the findings, the company implemented transparent pay
policies, conducted regular pay equity audits, and establishedmechanisms for employees to report concerns or discrepancies. These
efforts not only helped the company achieve pay parity but alsoenhanced trust and transparency within the organization, contributing
to a more equitable and inclusive workplace culture.
Overall, the case studies presented in the compendium demonstrate thetransformative impact that companies can have when they prioritize
gender equality and commit to meaningful action. By sharing thesesuccess stories and best practices, the compendium serves as avaluable resource for companies seeking inspiration and guidance on
how to advance gender equality within their own organizations andcontribute to the achievement of the Sustainable Development Goals.

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10CASE STUDY #1
AgriVijay: Adoption of Renewable
Energy Practices to Empower
Rural Women and Combat
Climate Change

#CS1 : AGRIVIJAYAgriVijay: Adoption of Renewable Energy
Practices to Empower Rural Women andCombat Climate Change

AgriVijay-India's first curated Marketplace & Agtech Climate Action Social Enterprise of Renewable
Energy products made for farmers and rural households. The range of products include solar, biogas,
green energy, electric, and organic solutions.

COMPANY OVERVIEWAgriVijay is India's first curated Marketplace & Agtech Climate Action Social
Enterprise of Renewable Energy products made for farmers and rural
households. The range of products include solar, biogas, green energy,
electric, and organic solutions. Their unique Energy Advisory Recommendation
approach ensures that farmers’ energy requirements are carefully assessed,
considering waste availability on their premises, before recommending, selling,
and deploying products. This initiative not only addresses individual energy
needs but also contributes to reducing greenhouse gas emissions, combatingclimate change, and aligns with the United Nations Sustainable Development
Goals (SDGs). Since 2020, AgriVijay has been physically operating in fourstates, Telangana, Rajasthan, Uttar Pradesh and Maharashtra, but has beenworking across the country.
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#CS1 : AGRIVIJAY

GENDER MAINSTREAMING IN THE COMPANY
Gender mainstreaming is a cornerstone of AgriVijay’s agenda, spearheaded by
its Co-founder & Director Miss. Shobha Chanchlani. The organisation has
successfully implemented policies, programs and initiatives to integrate
gender equality into its activities, this includes targeted recruitment drives,
policies to promote diversity and inclusion, gender-responsive procurement
practices, diversity training, mentorship programs, leadership development
opportunities and flexible work arrangements to support the diverse needs of
employees, specifically women.
In addition, the organisation’s operation model addresses challenges,
including gender biases, and incorporates inclusion and diversity, through a
dedicated AI-enabled chatbot, an e-commerce platform, local language callcenters, field sales teams, technical support, and offline stores known as
Renewable Energy Stores at the village level. These initiatives guarantee adissemination of knowledge regarding renewable energy products as well as
provide high-quality branded solutions to rural communities. Furthermore,
Leadership at AgriVijay demonstrates a strong commitment towards genderequality both internally and externally and plays a pivotal role in theimplementation of initiatives.

By mainstreaming gender equality
throughout
theiroperations,
AgriVijay
has
improved
theorganization's performance and has
also contributed to sustainable
progress towards gender parity,
societal advancement and equity
within its workforce.
The success of the organisation’s
initiatives is visible through its 65%
female workforce with significant
representation of women in all vital
departments including HR, CRM,
and Partnerships.

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#CS1 : AGRIVIJAYCOMMUNITY INITIATIVES
The initiative supported 15 rural
women
dairy
farmers
replacetraditional
firewoodwithclean
cooking solutions, including the
installation of Biogas Digesters. Thisinitiative was in partnership with NGO
Arpan Seva Sansthan, and with thesupport of two influential women,angel investor, Ms. Sanvali Kaushik Ji, and Miss Anna Roy, Senior Adviser at NITI
Aayog as a mentor. The project led to the empowerment of rural women, throughtheir involvement in renewable and green energy projects. Women actively
engaged in the operation of solar water pumps on farms, took charge of electric
tillers, generated organic fertilizers from biogas slurry and used solar dryers topreserve produce effectively.

IMPACT
AgriVijay’s initiative positively impacted rural women, improving their living
conditions and health outcomes by minimizing exposure to harmful smoke.
Concurrently, it reduced the time and effort required to gather firewood andreduced post-harvest losses. These women contributed to increased agricultural
productivity and sustainability and showcased their capabilities as leaders withinsustainable agricultural practices. Furthermore, this initiative has alsosignificantly reduced the impact on the environment, with reduced harmful
emissions and lower levels of deforestation.
The impact of the project extends beyond rural women to AgriVijay’s employees
who experienced a sense of fulfilment and purpose by contributing to meaningfulprojects that uplift women in rural communities. Customers also benefited from
improved access to clean energy solutions, which not only enhanced their qualityof life but also boosted productivity. By adopting renewable energy technologies,
communities have witnessed positive socio-economic development andenvironmental sustainability.
AgriVijay continuously monitored, evaluated, and adapted its project to address
evolving challenges and ensure the continuous impact of its initiatives. The
organisation conducted surveys, interviews and on-the-ground assessments toCompendium on Forward Faster -Gender Equality

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#CS1 : AGRIVIJAY

refine its approaches and maximize positive outcomes for all stakeholders
involved. It highlighted the good practice of involving women in decision-making
process. Key challenges faced through the implementation of the initiative
included logistical hurdles and cultural barriers, which were addressed throughcommunity engagement, tailored training programs and ongoing support
schemes. An area of improvement included increased access to training andresources for women in order to maximize their contributions in the renewableenergy and agriculture sectors.

SUMMARY
The implementation of AgriVijay’s
project and initiatives has highlighted
theimportanceof
women's
involvement, in agri-tech in order topromote sustainable agriculture. The
outcomes of the project surpassed
initialobjectives,withincreased
adoption of clean energy solutions andenhanced economic opportunities for
women. The empowerment of women
through these initiatives, has led to
improved household incomes,
reduced environmental degradation and strengthened community resilience.
Going forward, AgriVijay remains committed to the advancement of genderequality and the empowerment of women, leveraging lessons learned andidentifying opportunities for improvement. The company’s journey towards
equality is ongoing, guided by the belief that inclusive growth is essential topromote sustainable development and have a positive impact on society.

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CASE STUDY #2
ReNew: Mitigating Gender Bias,
Through Progressive Policies
and Programs, to Increase
Women’s Representation in the
Renewable Energy Industry

#CS2 : RENEW

ReNew: Mitigating Gender Bias, ThroughProgressive Policies and Programs, to Increase
Women’s Representation in the Renewable
Energy Industry

ReNew- the first Indian renewable energy producer to be listed on Nasdaq (RNW,RNWWW) and how it’s
projects have helped generate more than 130,000 jobs.

COMPANY OVERVIEW
ReNew is a leading decarbonisation solutions company, which is committed toleading India’s energy transition and is the first Indian renewable energy
producer to be listed on Nasdaq (RNW, RNWWW). The company operates 150+
utility–scale projects spread across 18 states and provides decarbonisation
solutions through a mix of green hydrogen, intelligent (data–driven) solutions,energy storage, manufacturing, and carbon markets. Over the years, thecompany has built one of the largest green energy portfolios of approximately
14 GW.
An integral part of the global energy system, ReNew’s projects have helped
generate more than 130,000 jobs, both directly and indirectly. In addition, thecompany produces 1.9% of India’s total electricity, abates 0.4% of GHG
emissions, and helps power over 5 million homes.
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#CS2 : RENEW

GENDER MAINSTREAMING IN THE COMPANY
ReNew has prioritized the promotion of gender equality and gendermainstreaming in the renewable energy sector, not only as a matter of social
justice but also an essential component to achieve sustainable development,
economic growth, and environmental conservation. The company prioritizes
diversity and inclusion by welcoming individuals, of all age groups, cultures,
regions, nationalities, genders, creating an environment where all employees
can succeed and gain knowledge.
As a signatory to the UN Women Empowerment Principles (WEPs), ReNew iscommitted to promoting gender equality at the workplace. Further, it isdedicated to creating more opportunities for women and enhancing theirrepresentation in a sector which is dominated by men. Through initiatives suchas, Recruit Her, Power of W, Chai Pe Charcha and Global Green Scholars
Program, ReNew prioritizes the recognition and utilization of each employee's
diversity to create an inclusive work culture. To drive these efforts forward,
ReNew has established a cross-functional leadership committee comprising 13
senior leaders chaired by the CHRO and co-chaired by SVP-HR. This committee
plays a pivotal role in ensuring the execution of all inclusion and diversity (I&D)
initiatives and promoting greater participation across all projects.

COMMUNITY INITIATIVESIn order to address challenges, create an inclusive work culture and promotemindset change, ReNew has established key flagship programs:
1) Break the bias initiative - A multi-fold initiative to bring mindset change.
ReNew partnered with a Padma Shri awardee DEI professional, Dr. Niru
Kumar and her team to run a series of sensitization sessions aimed at
exploring unconscious biases, decoding equity vs. equality, leveraging
diversity of thought, psychological safety and differentiate microaggressions vs. micro-affirmations, to help leaders and middle managers
reflect on how they can create a safe workspace for women.
On the occasion of Independence Day, ReNew launched the “Freedom frombias” awareness campaign that helped employees understand biases thatthey witness in the workplace and in society at large.
Sessions conducted by industry experts and ReNew board members, on
multiple topics including International Women’s Day Celebrations exploring
themes including women empowerment, women in STEM (Science,
Technology, Engineering, and Mathematics), women in manufacturing, roleof women in climate change etc.
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#CS2 : RENEW

2) Competency building and development initiatives - One of the flagshipprograms, ‘Power of W’ is a forum formed by the women and for the womenthat provides an opportunity for employees to engage with other female
employees, enhance their skills, foster leadership abilities and inspire others.
Superwoman - tailored for assistant manager and below. An immersive
theatre-based workshop that focused on women’s leadership and alliancebuilding. The participants gained valuable insights into cultivating a growthmindset for career advancement and overcoming behavioural challenges
in the workplace.
W Champions – designed for deputy manager to senior manager. A
specialized program focusing on effective communication, resilience in theface of failure, and the development of a distinctive personal brand. The
program further emphasized strengthening partnerships and building
robust networks that help enable women leaders to navigate and succeedin the professional landscape.
W Leaders program - for AGM and above. A meticulously crafted program
to empower female leaders through coaching and mentoring journeys. The
initiative was tailored to highlight professional potential and aspirations
and address identified roadblocks. It provided a unique opportunity for
personalized guidance, connecting participants with experienced coaches
and mentors.
Workshops on topics including cancer awareness, negotiation masterclassand financial literacy sessions for women.
Mentorship program designed to increase the number of women in theleadership pipeline. Currently, 12 women are being mentored and 9 womenare acting as mentors.
An additional engagement initiative is the ‘Chai Pe Charcha’ sessions, that are
informal discussions with industry experts and leaders to gain insights.
3) Inclusive organisational cultureAward recognition - the organization received its 4th consecutive
recognition from Great Place to Work® Institute (India) in 2024. This
recognition underscores the organization's commitment to fostering a
positive and inclusive workplace environment.
Policies - implementation of policies such as POSH, equal employment &anti-discrimination policy and I&D policy to create a safe workplace.
Employee benefits such as maternity benefit, health insurance coverage for
employees and their dependents, creche reimbursement, cab facility post
8 pm, site allowance, guest houses at sites, commute with security guard
etc. have also been established to support women.
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#CS2 : RENEW

Safely and wellbeing - focus on physical and mental wellbeing, with a 24x7
employee assistance program.
Pay reviews conducted by an independent auditor to ensure compensationlevels are fair and based on merits of the work performed, irrespective ofgender and ensuring adequate representation of women at each level tomaintain a healthy diversity ratio.
4) Increasing representation
Programs Recruit Her & Ref Her to increase the number of women in theworkforce.
Vedica Scholars Program for Women, where each year a women scholar
joins ReNew for a 1 month long “shadow a women leader” program.
Select roles have been identified as positions to be occupied by female
employees only.

IMPACTThe company’s initiatives have had
a positive impact:
ReNew’s diversity ratio has risen
from 7% in 2022 to 14% in 2024,
higher than the RE industry
average of 11%.
The
2023
GET/DETbatch
witnessed more than 50% of
women
entrants
into
theworkforce.
ReNew leads the charts with
10%
women
in
STEM,
in
comparison
tothe
Manufacturing & RE industry’s
average that is between 4%-7%.
The number of women at sites
has risen from 1% to 5% in thelast two years.
The
manufacturing
plant
recently set up by the company
has 10% of women employees
and one all-women line.

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#CS2 : RENEW

SUMMARY
ReNew remains committed to fostering a culture of diversity and inclusion, as
a key element to enhance innovation, creativity and overall success of thecompany. Through its concerted efforts, ReNew has been instrumental inbuilding infrastructure and employment opportunities for women across allorganizational levels. The company is dedicated to promoting equity, equality,
and inclusion and extending its support not only to women but LGBTQAI+ andpeople with disabilities. By mainstreaming gender considerations in the
renewable energy sector, stakeholders and organizations such as ReNew caneffectively address prevailing challenges and gaps. Through such initiatives,
they promote women's participation and leadership, and ensure that
renewable energy initiatives contribute meaningfully to broader goals ofgender equality and social inclusion.

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CASE STUDY #3
Wipro: Initiatives to Advance
Gender Inclusion at Wipro

#CS3: WIPRO

Wipro: Initiatives to Advance Gender Inclusion
at WiproCOMPANY OVERVIEW
Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading technology
services and consulting company focused on building innovative solutions that
address clients’ most complex digital transformation needs. Leveraging its
holistic portfolio of capabilities in consulting, design, engineering, andoperations, the company helps clients realize their boldest ambitions and build
future-ready, sustainable businesses. With over 230,000 employees andbusiness partners across 65 countries, Wipro delivers on the promise ofhelping its customers, colleagues, and communities thrive in an ever-changing
world.

GENDER MAINSTREAMING IN THE COMPANY
Wipro integrates diversity into all its activities, and is committed toequitable practices, offering equal opportunities and embracing
differences, in order to attract and grow diverse talent.

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#CS3: WIPRO

The company fosters a workplace where individuals, regardless of their age,gender, sexual orientation, disabilities, racial or ethnic background, are valued
not in silos but as unique intersections of multifaceted identities. Through thisapproach, the company aims to promote equity, respect, and a sense of
belonging for all. Wipro is a UN signatory to UN Women Empowerment
Principles and UN Global Compact’s Gender Equality Action, to promote equalpay for work of equal value by 2030. In addition, the company places asignificant focus on improving retention, engagement and increasing women’s
representation within the company, through increased leadership
involvement, accountability, mentorship, sponsorship and networking
programs.
Currently, women form 36.6% of the overall workforce at Wipro. The company
continues to work towards developing a more gender balanced workplace,where women play a central role and are well represented. It was observedthat while in entry-level roles, there was almost equal representation of men
and women, the representation of women reduced at higher level positions. To
address these issues, Wipro launched the Women in Wipro (WoW) program in2008 to actively work towards creating an inclusive environment for womenassociates. This initiative continues to support, enable and engage womenassociates within the organization to build successful careers. In addition, tomonitor its progress, company-wide DEI reviews as well as monthly andquarterly scorecards are used to assess the effectiveness of the company’s
strategies and initiatives. Wipro’s metrics, including representation,
performance reviews, promotion, succession planning, retention andcompensation are regularly reviewed to identify gaps, evaluate progress andinform the strategy and goals of the company. This agenda is driven by the DEI
Council, including the CEO, CHRO, and Chief Culture Officer.

COMMUNITY INITIATIVES
The Women of Wipro (WoW) program includes initiatives that support women
within the company at every stage of their careers to ensure that they cangrow professionally and are given equal opportunities. These stages focus on
the early career stage which focuses on building perspectives and fuelingaspirations; the early-mid career stage that promotes flexibility initiatives andgrowth opportunities.
Compendium on Forward Faster -Gender Equality24

#CS3: WIPRO

Finally, the mid-senior management stage that is focused on strengthening
seasoned professionals to lead with confidence. Various initiatives within WoW
are discussed below:
Leadership Dialogues: The W-Connect Forum enables candid
conversations through monthly and quarterly discussions where womenleaders share their views with Wipro’s CEO and the Executive Board. In
addition, conversations on industry insights and best practices for Womenin Tech are also held.
Sponsorship Program: ‘Enrich’, a program for high-potential womenleaders, aims to strengthen talent pipelines and engage senior leaders as
sponsors who are mapped to high-potential women leaders as their
protégés. Two cohorts of the program have successfully graduated with
the next cohort having witnessed a two-fold increase in participation.
Second Career Program: ‘Begin Again’ is a program focused on hiring
women who have taken a break from their careers.
Returning Mothers: Through the ‘WoW Mom’ program the company aims to
support, enable and engage with women employees beginning or returningfrom maternity leave. Wirpo’s holistic policy ensures a smoother integration
for returning mothers and supports them to adjust to new responsibilities.
From leadership connects and sessions for returning mothers on amultitude of topics, to an exclusive mailbox to answer questions, thecompany strives to support women. The diverse network of WoW Moms
brings together returning mothers to create a supportive environment tocollaborate and share their stories of success.
Leadership programs for women in middle and senior level roles to address
gender specific leadership challenges.
Mentorship programs help support and guide future women leaders.
Women technologists as well as leaders are also sponsored to various
external programs including sessions on new and emerging technologies,
leadership programs and executive coaching.
HerCode: equipping women in tech with the right tools and resources theyrequire to succeed, including skill development and networking
opportunities.
Implementation of learning modules including ‘Unconscious Bias’ and‘Managing Maternity at the workplace’ to help to break the bias.
Conversations around themes such as allyship, inclusive leadership, hiring,language and communication to increase awareness and foster an
inclusive workplace culture.

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#CS3 : WIPRO

Wipro is committed to continue and improve its efforts to support women with
programs, policies and practices focused on creating an enabling and inclusive
environment for women to grow and develop. The Women of Wipro program,
through an innovative and unique ‘Life – Stage’ based approach is not a ‘onesize fits all’ program but has been tailored and customized to cater to theneeds of women at each stage of their life and work.

IMPACT
The positive impact of gender mainstreaming and the promotion of genderequality at Wipro:
1) Women at Wipro comprise:
36.6% of the workforce.
22.2% of the Board of Directors.
20% of the Executive Board.
22.6% of the Executive Committee.
2) Improved women’s representation across levels:
Senior leadership: from 7.3% in FY21 to 18.7% in FY24.
Management positions: 17.5% in FY21 to 24% in FY24.
3) 99% of new mothers are returning to work and 99% remain with Wipro for
more than a year after returning to work.
4) There has been a 10.1% drop in the number of women leaving the workforce
from non-management to junior management roles from 18% in FY21 to 7.9% in
FY24.
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#CS3 : WIPRO

5) The quarterly survey to help understand and improve women’s prematernity and return to work experiences has been successful, with
93% of associates having a positive experience.

SUMMARY
Wipro is focused on not only increasing the diversity quotient of its workforce
but also ensuring that women and other underrepresented groups have theright training and opportunities to grow as leaders. The company runs
leadership programs for women in middle and senior level roles to address
gender specific leadership challenges as well as mentorship programs to help
strengthen the pipeline of women leaders. Going forward, the company willcontinue to focus on enhancing and sustaining its effort to create a workplace
where women can grow and learn as well as increase the number of women in
mid-level positions.

“Wipro is committed to fostering an inclusive and supportive
work environment for women, empowering them to thrive, lead,and succeed. Our proactive initiatives to promote leadershipengagement,
accountability,
mentorship,
sponsorship,
networking programs, and a merit-based hiring approach haveresulted in double-digit growth in women's representation in our
senior management. These efforts, along with our robust
policies and a culture that encourages all colleagues to bring
their authentic selves to work, are at the core of our Diversity,
Equity, and Inclusion strategy.”
Sunita Cherian,
Chief Culture Officer, Wipro

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CASE STUDY #4
Norex Flavors- Implementation of‘Project Mint with Purpose’ Using
Gender Action Learning System(GALS) to Promote Gender
Equality Amongst Farmers

#CS4 : NOREX FLAVORS

Norex Flavors- Implementation of ‘Project Mint
with Purpose’ Using Gender Action Learning
System (GALS) to Promote Gender Equality
Amongst Farmers
COMPANY OVERVIEW
Norex Flavors Private Limited,established in 1994, is a mid-sizedenterprise, with a global presence
within the flavors and fragrance
sector. Norex has a diverse
workforce, spread across India,
with the head office in Mandi
Dhanaura. The company has a longstanding commitment to promote
gender equality, inclusivity andNorex Flavors - a mid-sized enterprise, with a global
presence within the flavors and fragrance sector

diversity, fostering an environment where all individuals feel valued andempowered.

GENDER MAINSTREAMING IN THE COMPANY
Norex has highlighted the importance of gender equality not only as a moral
imperative but also as a strategic business decision that can lead to improved
financial performance, better decision-making, and increased employee
satisfaction. Diverse perspectives and experiences within Norex’s workforce
are central to improving the company’s innovation and creativity.
The company incorporated employee feedback and information gained
through internal audits, to establish a multi-pronged approach to mainstream
gender and inclusivity in all its activities, policies, programs and initiatives. A
Gender Equality Committee was established that was responsible foroverseeing the implementation of the company’s gender equality policies andinitiatives. The committee, composed of representatives from various
departments and levels within the organization, ensures that gender equality
is addressed at all levels. In addition, a gender analysis of its operations wasundertaken to identify gender disparities and highlight areas that require
improved practices. This included policies focused on gender, sexual
harassment, mobility, disabilities, race, religion, and sexual orientation, toCompendium on Forward Faster -Gender Equality29

#CS4 : NOREX FLAVORS

create a safe and welcoming environment for all employees.
A detailed policy for implementing gender-sensitive practices was developed.
In addition, a diversity and inclusion committee was established, to ensure all
policies and programs aligned with the company’s values. The company
introduced gender-sensitive hiring and promotion practices, which included
unconscious bias training for hiring managers and a commitment to ensure
gender diversity in interview panels. Additionally, Norex implemented flexible
work arrangements and family-friendly policies to support employees withcaregiving responsibilities. The company’s leadership also demonstrated its
commitment to gender equality, with set targets for gender diversity inleadership positions. Furthermore, employees were engaged throughawareness-raising campaigns and training programs to deepen theirunderstanding of gender related issues and the company’s culture ofinclusivity.

COMMUNITY INITIATIVES
Project Mint with Purpose (MwP) is a sustainability project which has been
implemented in partnership with DSM-Firmenich and Seva Trust, to empowermint farmers and their households in villages of Amroha, Uttar Pradesh.
Through the project, farmers have developed sustainable and resilient
livelihoods with economic incentive, social development and gained access toexisting social welfare schemes.
To address stringent gendernorms and deep-rooted social
inequalities
withinthese
villages,aGenderActionLearning System (GALS) was
implemented
asakeyintervention for Project MwP.
GALS is a behavioral change
methodology,
focusedoncommunity-led empowerment
and the implementation ofprinciples
ofinclusiontoimprove income, food andnutrition security ofCompendium on Forward Faster -Gender Equality

30

#CS4 : NOREX FLAVORS

vulnerable individuals in a gender-equitable manner. This method focuses on
systemic and collaborative decision-making and learning at the household andcommunity level. All individuals involved in MwP project implementation
received training on the GALS methodology before the tools were introduced
to the mint farmers.

IMPACT
The MwP project has been successfully implemented. Within the last 6 months
more than 150 farmers (including women farmers) have been trained on
various GALS tools, with the expected outreach, in the following 6 months, toincrease to more than 200+ farmers. Using GALS tools, MwP farmers have beenequipped to develop, negotiate, implement and monitor their plans to increase
productivity/quality and incomes, leading to reduced livelihood risks andincreased gender equality. Some GALS trained farmers also improved theallocation of land for certain vegetable crops and began developing nutrition
gardens to improve food security. Moreover, the tools also helped women
analyze the distribution of domestic work in their families and households,
highlighting prevalent gender imbalances, and facilitated changes in property
rights, reduced gender-based violence and increased women’s participation ineconomic decision-making.
To evaluate the effectiveness ofthe project and assess the
project's
progresstowards
gender-related
objectives,
focused group discussions and
case
study
documentation
were undertaken. A major
challenge
faced
was
the
prevalence of stringent culturaland patriarchal values withinsociety, with women often
excluded from important
meetings and training sessions where farmers gathered to discuss ideas andmake decisions. GALS meetings were set up to overcome these barriers andfacilitate women’s participation and provide a space for inclusion. Further, an
area of improvement that was highlighted was community level inclusion ofyouth, as their inclusion is important to encourage more young people to workwithin agriculture.

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#CS4 : NOREX FLAVORSSUMMARY
The project initiative led farmers to realize that families can more than double
their income by addressing inefficiencies in division of conjugal roles andexpenditures caused by gender inequalities at household level. With womenparticipating in farming activities and improved gender equality because of
GALS, families have had the ability to increase their food security andnutritional requirements, improve the productivity of the land, gain higher
returns, invest in children’s education, increase their ability to purchasevehicles/cattle as well as invest in other agricultural tools. Going forward, thisinitiative has highlighted the major changes required in the division of labor
between men and women.

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CASE STUDY #5
Adani Energy Solutions Limited(AESL) - Empowering Equality:
Strategic Initiatives and Impactful
Outcomes in the Workplace#CS5 : ADANI

Adani Energy Solutions Limited (AESL) Empowering Equality: Strategic Initiatives andImpactful Outcomes in the Workplace

AESL- India’s first private power sector player to secure an international investment grade rating, andIndia’s first and only private HVDC transmission line.

COMPANY OVERVIEW
Adani Energy Solutions Limited (AESL) is the largest private transmission
company in India, managing over 20,400 circuit kilometers (ckm) oftransmission lines and 54,600 MVA of transformation capacity. The AdaniGroup began its transmission endeavors in 2006 to distribute power from its
Mundra plant, leading to over 3800 ckm of dedicated lines. Currently, thepower transmission sector in India is set for growth, supported by favorable
policies, capacity expansions, and increased private sector involvement
through competitive bidding. AESL aims to establish 30,000 ckm oftransmission lines by 2030, pursuing both organic and inorganic growthstrategies.
AESL has a significant list of achievements, it was India’s first private power
sector player to secure an international investment grade rating, and India’s
first and only private HVDC transmission line.
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#CS5 : ADANIIn addition, it was the first private company in India to execute 765 KV
transmission lines and substations in the state of Maharashtra. The AdaniGroup was also the first to execute a typical π (Pi) shape tower at Sami
substation with 6 phases Quad Moose strung on the same beam as well as thefirst private company to use a prefabricated steel structure valve hall in India.

GENDER MAINSTREAMING IN THE COMPANY
The Adani Portfolio’s diversity and inclusion policy lays a strong foundation toensure common challenges faced by women are addressed. The company
employs diverse talent and creates an inclusive workplace. Major challenges
include addressing cultural barriers and societal norms, specifically genderbiases, that inhibit women from accessing education and training
opportunities tailored to the power sector, which leads to their inadequate
representation in the workforce. Wage disparities also persist, with women
frequently earning less than their male counterparts for equivalent roles andresponsibilities. Other critical issues to be addressed include, workplaceharassment and lack of work-life balance, which is particularly challenging in
the power sector and impacts women significantly.

COMPANY INITIATIVESAESL has implemented various relevant policies, programs and initiatives
aimed at promoting gender equality and addressing disparities within theworkplace.
Diverse hiring practices: Implementation of transparent and merit-based
hiring policies, with no discrimination and unbiased processes ensures that
all candidates, regardless of gender, have equal access to growth,development, and opportunities for career progression. AESL has seen anotable increase in the recruitment of female employees, with a particularfocus on core business areas such as Operations & Maintenance andEngineering.
Zero discrimination: The company is committed to nurturing a workplaceculture free from bias and discrimination based on age, gender, race,
nationality, physical attributes, etc. In addition, the provision of equal
remuneration practices and benefits ensures that all employees are valued
for their unique perspectives, talents and experiences. AESL actively
promotes gender equality through its policies which include the provisionof a flexible work environment, maternity and parental leave policies, andmandatory training on Prevention of Sexual Harassment (POSH).
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#CS5 : ADANI

Accessibility: AESL ensures that all its offices are equipped withappropriate infrastructure, including ramps, designated washrooms, andbraille signage near elevators, to facilitate easy access for individuals withdisabilities. The company also identifies and creates positions tailored to
the needs of differently abled candidates as part of its resource planning
strategy.
Training and awareness programs: Provision of regular training andawareness programs to foster an understanding of gender issues,
unconscious bias and the promotion of inclusive behaviors including
mandatory training on POSH awareness. ‘Be Connected’ initiatives are
hosted each quarter, which offer programs such as Nurturing Health &Wellness, UBUNTU (Humanity), and International Women's Day
Celebrations. ‘Be Connected’ initiatives are led by women and encourage
active participation of women employees. Assimilation activities are also
carried out to ensure that all employees have equal access to learning
opportunities and avenues for personal growth.
Leadership commitment: The leadership of AESL is committed to creating
a diverse, cohesive, and high-performing work environment, reflecting its
dedication to building a workplace where every individual is valued andempowered to succeed. There is leadership representation in all
engagement and cultural activities around diversity along with monetaryand non-monetary resources deployed for the cause.

IMPACTKey
outcomesofgendermainstreaming efforts include:
AESL has been certified as a
“Great Place to Work”
The engagement score has
shown an improvement over the
past year and has increased
from 4 to 4.09 out of 5.
Attrition of diversity enhancing candidates is lower-than-normal attrition
rates.
Feedback of managers on the cadre hired is positive and there were nogrievances from employee / managers related to their learning andassimilation in their teams.
100% retention of all 24% female cadre hired for Grid Business.
Compendium on Forward Faster -Gender Equality36

#CS5 : ADANITo measure the impact of its initiatives, AESL conducts employee surveys
focusing on specific aspects of culture, engagement surveys, listening to andaddressing grievances. A significant challenge faced by the company was in
the training of managers who were to manage female cadres for the first time.
To address this challenge, managers were required to attend gendersensitization workshops, awareness sessions on policies and rights of
employees, understand the mechanism of grievance reporting and set upprocedures for prompt redressal. In addition, another challenge was theacceptance of female cadre in site locations. This was addressed throughmultiple site visits, involvement in various stages of execution, and thecreation of a diverse and inclusive team where all individuals could participate.
This highlighted the need for continuous sensitization towards diversity, equity
and inclusion processes. In addition, AESL's operations emphasized thebenefits of extensive communication regarding roles, responsibilities, rights,
and privileges for all employees, establishing a robust framework for grievancereporting and resolution.

SUMMARY
By actively recruiting women in core business areas, AESL not only promotes
gender equality but also benefits from diverse perspectives in traditionallymale-dominated fields. The absence of discrimination in organizational
policies encourages a culture of equality, ensuring all employees have accessto benefits and equal pay without bias. In addition, the promotion ofengagement programs led by women fosters a sense of community andprovides female employees with opportunities to learn, grow, and showcase
Initiatives for organizational transformation. Going forward, the organization
will continue to promote engagement initiatives involving sports and culture,
to further integrate diversity and promote DEI sensitization to create a safeand rewarding work experience for all.

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CASE STUDY #6
Banka Bio - To Promote Economic
Empowerment: the Creation of an
All-Woman Workforce for Cleaning
Kochuveli Railway Station

#CS6 : BANKA BIO

Banka Bio - To Promote Economic
Empowerment: the Creation of an AllWoman Workforce for Cleaning Kochuveli
Railway Station

Banka Bio - pioneering environmentally friendly products and services to addressing the entire
sanitation value chain, including capture, transport, treatment and resource recovery.

COMPANY OVERVIEW
Banka BioLoo Limited (Banka Bio), founded in 2012, with a current team of
1,000 members, is a market leader in water, sanitation and hygiene (WASH),
technology, management and infrastructure. The company is dedicated to theadvancement of human waste management and the creation of a moresustainable and hygienic environment. Pioneering environmentally friendly
products and services, Banka Bio has adopted a research-driven approach,addressing the entire sanitation value chain, including capture, transport,
treatment and resource recovery. This holistic approach ensures that all
aspects of sanitation management are effectively managed, improving
sanitation standards globally. The company actively collaborates with
policymakers, government bodies, civil society, academia, and the businesssector, to foster innovation in sanitation and wastewater treatment solutions.
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#CS6 : BANKA BIO

GENDER MAINSTREAMING IN THE COMPANY
The promotion of gender equality is a core principle of Banka Bio, as it fosters
diversity, inclusivity, and innovation within the community and the workforce.
Gender mainstreaming aligns with the company’s commitment to social
responsibility, ethical business practices and creates a more conducive andequitable work environment. Banka Bio has implemented various policies andprograms to create an inclusive and supportive workplace where allindividuals, regardless of gender, can progress and successfully contribute.
Further, the recruitment and promotion policies implemented prioritize gender
diversity, ensuring equal representation at all levels. The company also
provides gender-sensitive training and capacity-building programs to equip
employees with the skills and knowledge needed to excel in their roles. The
promotion of gender equality within the company has enhanced employee
morale, productivity and retention rates, contributing to the overall successand sustainability of the business.

COMPANY INITIATIVES
Banka Bio actively engages with local
communities to raise awareness about
genderrelatedproblems
andadvocates for women's empowerment
and equal rights. The company’s
WASH initiatives have had thegreatest impact on girls and women,in terms of promoting security, dignity
and health-hygiene. Bioloos set-up by
the company in schools have helped
increasegirls’
attendance
andreduced dropout rates, while bioloos
set-up within homes have ensured
women and girls safety. One of the key
initiatives of the company has been
the mechanized cleaning of Kochuveli
Railway Station, including insect
rodent control and daily collection anddisposal of garbage, from Southern
Railway where all workers are women.

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#CS6 : BANKA BIO

IMPACT
At Kochuveli Railway Station, byintentionally hiring only women, thecompany has empowered women in
traditionally male-dominated sectors
such as sanitation, hygiene andcleanliness. The company has not
only promoted gender equality, butalso created economic opportunities
for women in the community.

SUMMARY
Banka Bio’s vision for sustainable water, sanitation and hygiene access for all
individuals is supported by its market leadership in WASH technologies,
comprehensive sanitation approach, commitment to indigenous R&D, andcollaborative ecosystem of stakeholders. The company remains at theforefront of driving innovative solutions in sanitation and hygiene, withresearch and development fundamental to its strategy. Women’s
empowerment and gender equality are key principles in all projects. The
company’s track record of effective solutions, and extensive knowledge andunderstanding of water and sanitation challenges, instills confidence in theirstakeholders. Going forward, Banka Bio aims to explore and implement more
projects with women dominated workforces.

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About the UN Global Compact Network
India (GCNI)UN Global Compact Network India (UN GCNI), formed in November 2000,
was registered in 2003 as a non-profit society to function as the Indian
Local Network of the Global Compact, New York. It is the first Local
Network in the world to be established with full legal recognition. It, also
as a country level platform for businesses, civil organizations, public andprivate sector, aids in aligning stakeholders' responsible practices
towards the Ten Universally Accepted Principles of UNGC in the areas of
Human Rights, Labour, Environment and Anti - corruption, broad goals
including Sustainable Development Goals and other key sister initiativesof the United Nations and its systems.
It has also emerged as the largest corporate sustainability initiative inIndia and globally with a pan India membership of over 500 leadingbusiness
andnon-businessparticipants,
strengthening
theircommitment to the Global Compact Principles by becoming proud
members of the Local Network in India.

For more information, follow @GCNIndia on social media and visit our
website at www.globalcompact.in

UN GLOBAL COMPACT NETWORK INDIA (UN GCNI)
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Email us at gcnindia@globalcompact.in
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