Gone are the days of token gestures and top-down mandates. HDFC ERGO, a leading Indian insurance giant, is rewriting the playbook on gender representation. Their secret weapon? A shift from mere quotas to genuine inclusivity, empowered from the ground up through initiatives such as Project Shakti.
“The call for gender balance is not solely about meeting quotas,” explains Sudakshina Bhattacharya, HDFC ERGO’s president & CHRO. “It is about fostering an inclusive corporate culture that recognises and values the unique contributions of every employee.”
Shakti tackles gender balance not as a compliance exercise, but as a strategic imperative. Recognising the unique value women bring, the programme focuses on upskilling existing employees, equipping them with marketable skills like motor surveying certification. This emphasis on employability creates a virtuous cycle, empowering women while strengthening the company’s talent pool.
“The distance between conceptualisation at the leadership level and execution as a tangible commitment at the operational level is what defines the success of HDFC ERGO’s gender-representation efforts. Given the vast scale of our organisation, the fact that gender representation has nearly doubled under Project Shakti in the past two years truly underscores its significant impact.”
Sudakshina Bhattacharya, president & CHRO, HDFC ERGO
“When I joined, improving gender representation emerged as a key strategic goal,” Bhattacharya recalls. “Project Shakti’s success in HDFC ERGO can be attributed to the collaborative relationship between the HR function — responsible for overseeing the dashboard — and the managers at the grassroots level.”
Furthermore, Shakti establishes all-women clusters in smaller towns, fostering a sense of community and challenging geographic barriers to career advancement. This commitment to rural inclusivity extends beyond mere numbers; it ensures diverse perspectives and experiences find a foothold within the organisation.
The key to Shakti’s success lies in bridging the gap between leadership vision and on-the-ground execution. Bhattacharya emphasises, “The true effectiveness of this strategy emerged when grassroots managers recognised the value of having women colleagues in advancing business objectives and gaining diverse perspectives.”
This collaborative spirit extends beyond mere data and dashboards. ‘Sharing circles’ create a safe space for women to connect, share experiences, and voice concerns. These open dialogues not only foster understanding but also generate valuable feedback, channelled through initiatives like ‘Women Talk.’
“These circles not only provided a platform for women to share their experiences, addressing both challenges and successes,” Bhattacharya describes, “but also created awareness and expression of their needs,” she added. Led by senior women leaders, these weekly virtual gatherings provide a platform for actionable feedback and ensure women’s voices are heard directly by those shaping the company’s future.
HDFC ERGO’s commitment to women’s growth extends beyond initial empowerment.
Programmes such as ReVibe encourage women returning from sabbaticals, acknowledging the vital role of primary caregivers in society. WeLead supports high-potential women in their leadership aspirations, while Winspiration connects established leaders with mid-management talent, creating a sustainable pipeline of role models.
“We have observed significant interest from women who wish to return, either after maternity leave, relocation due to their spouse’s profession, or a sabbatical for other reasons, as they serve as primary caregivers,” Bhattacharya reveals.
But inclusivity doesn’t stop at empowering women. HDFC ERGO extends comprehensive support to male colleagues, encompassing childcare services and flexible work arrangements, demonstrating a commitment to gender equality that goes beyond mere optics.
This holistic approach is constantly measured and refined. From onboarding surveys such as Motor Meter to retention rates and overall diversity metrics, HDFC ERGO paints a detailed picture of its impact on women’s experiences. This data-driven approach ensures continuous improvement and adaptability, ensuring Shakti remains relevant and impactful.
Ultimately, HDFC ERGO’s vision extends beyond internal benefits. Project Shakti aims to empower young women in smaller towns, paving the way for a future where inclusivity isn’t an aspiration, but a lived reality.
“The distance between conceptualisation at the leadership level and execution as a tangible commitment at the operational level is what defines the success of HDFC ERGO’s gender-representation efforts,” Bhattacharya concludes. “Given the vast scale of our organisation, the fact that gender representation has nearly doubled under Project Shakti in the past two years truly underscores its significant impact.”
HDFC ERGO’s story is more than just statistics; it’s a testament to the transformative power of a shared vision. By prioritising inclusivity at every level, the company is not just empowering women, but building a stronger, more successful organisation for the future.