As conversations around Diversity, Equity, and Inclusion (DEI) dominate corporate agendas, most organisations struggle to turn policy into meaningful action. JB Pharma, a Mumbai-based pharmaceutical company, claims to have found a different approach: letting women design and lead the programmes meant to support them.
The company’s strategy centres on a straightforward premise—that meaningful change must be driven by those it seeks to benefit. Rather than imposing diversity initiatives from above, JB Pharma says it has created a system where women leaders architect and execute inclusion programmes themselves.
This approach has emerged in an industry where traditional barriers run deep. India’s pharmaceutical sector has long been dominated by men, particularly in plant operations, field roles, and technical functions. “Our commitment to Diversity, Equity, and Inclusion is central to how we view our role as employers in the healthcare sector,” says Sridhar Bharadwaj, VP-HR, JB Pharma. “We believe diverse perspectives drive innovation and agility—two qualities that are absolutely essential in our industry.”
“Our commitment to Diversity, Equity, and Inclusion is central to how we view our role as employers in the healthcare sector. We believe diverse perspectives drive innovation and agility—two qualities that are absolutely essential in our industry.”Sridhar Bharadwaj, VP-HR, JB Pharma
The company’s diversity charter, according to Bharadwaj, evolved from understanding these sector-specific dynamics rather than following industry trends. “We had to first create inclusive infrastructure before asking women to step into those roles. From upgrading restrooms to setting up crèches and reworking shift patterns—we looked at the experience holistically,” he explains.
Building from the ground up
Two programmes illustrate the company’s methodology. Sneh Samvad provides a wellness platform for women employees, addressing work-life integration, stress, and health concerns through dialogue-based sessions. Vaatsalya focuses on maternity support at plant-level operations, offering care, flexibility, and community support for expectant mothers.
Both initiatives, the company says, are conceived and managed entirely by women leaders. This approach treats women not as a minority requiring special assistance, but as a talent pool whose needs must be addressed systematically for the business to function effectively.
JB Pharma reports an employee Net Promoter Score of 88 and claims over 120 women have participated in its leadership programmes. However, the company emphasises that these figures reflect deeper structural changes rather than superficial policy adjustments.
The firm’s DEI efforts form part of its broader environmental, social, and governance (ESG) framework, meaning they undergo the same review and reporting processes as financial metrics. This integration, the company claims, ensures diversity is treated as an operational necessity rather than a discretionary programme.
Redesigning systems
JB Pharma says it has embedded inclusive practices throughout the employee lifecycle. Job descriptions are written to be gender-neutral, hiring panels include diverse representation to reduce unconscious bias, and career progression relies on structured mentorship rather than informal networks.
New women hires, particularly those in non-traditional roles such as medical representatives or plant operators, receive mentors—often women leaders who have navigated similar challenges. These mentors provide functional guidance, psychological support, and advocacy within the organisation.
“DEI cannot survive without inclusion at the top, and that’s why we’ve embedded inclusive leadership as a core behaviour in our OneJBWay framework,” says Bharadwaj. Leaders are evaluated not only on delivery but also on their ability to create opportunities for others to succeed. This assessment uses multi-rater feedback, team dynamics analysis, and manager capability reviews.
To reach its target of 25 per cent women representation across all levels by 2033 (from the current 10.9 per cent), JB Pharma claims it is redesigning recruitment for field and plant roles. Initiatives include returnship programmes for women on career breaks, reskilling platforms, and job structures that incorporate flexibility without compromising growth opportunities.
Programme architecture
The company runs three signature leadership programmes designed and led by senior women executives. The Women Managers Programme focuses on building leadership competencies including emotional intelligence, cross-functional influence, and executive presence. JB Pharma claims nearly 30 per cent of participants transitioned to expanded or more complex roles within a year.
The Women Enrichment Programme combines skills workshops with mentorship, tracking changes in confidence and professional readiness through pre- and post-programme assessments. Career movements are monitored over 6-12 months to measure long-term impact.
The Women Leadership Programme identifies high-potential candidates through what the company describes as a rigorous, unbiased process. This includes DISC profiling, 360-degree feedback, and validation from the Talent Review Board. Final selections undergo review by gender-balanced panels and the chief executive.
Inclusive engagement
JB Pharma says it has avoided treating diversity as a zero-sum game by actively involving male leaders and colleagues. DEI modules covering unconscious bias, inclusive leadership, and microaggressions are mandatory for all employees, particularly those in decision-making roles. Some programmes are intentionally co-educational to promote collaboration rather than competition.
This approach, the company claims, has fostered an environment where men view themselves as allies rather than obstacles. It also helps counter perceptions that these programmes exist to “fix” women or exclude men.
The company has committed to providing 25 average learning hours per employee by 2027, with DEI-aligned modules forming a central component. Topics include cultural intelligence, inclusive leadership, and mental wellness, delivered through digital and in-person formats often led by women leaders themselves. “We’ve taken subjectivity out of the process. Advancement is based on capability and potential, not visibility or proximity,” says Bharadwaj.
Measuring transformation
JB Pharma points to what it describes as tangible changes in workplace dynamics. Women who previously hesitated to contribute in meetings now lead cross-functional teams, according to the company. Programme participants have moved into product leadership roles and mentoring positions, with some being considered for C-suite positions.
Cultural indicators include fireside chats with the CEO, leadership introspection modules, and inclusive dialogues that the company says have cultivated greater empathy and authenticity. These shifts, whilst less quantifiable than performance data, serve as markers of genuine cultural change.
A replicable model?
JB Pharma’s approach rests on internal ownership rather than external compliance. “The most sustainable change comes when it’s led from within. At JB Pharma, our women leaders are not just participants in our DEI journey—they are the architects of it,” concludes Bharadwaj. By empowering women leaders to design and execute DEI initiatives, the company claims to have created sustainable change that relies on strategy and structure rather than goodwill alone.
Whether this model can be replicated across different industries and organisational cultures remains to be seen. However, JB Pharma’s experience suggests that when those traditionally excluded from leadership conversations are given agency and authorship, diversity programmes may evolve from corporate initiatives into genuine cultural movements.
The company’s journey indicates that effective inclusion requires more than policy changes—it demands structural transformation led by those who understand the challenges firsthand.