In corporate India’s glossy annual reports, diversity initiatives often receive fleeting mentions—mere footnotes to financial achievements. The RPG Group, however, has taken a substantively different approach. Across its sprawling portfolio spanning tyre manufacturing plants, IT services, EPC (Engineering, Procurement, and Construction) projects and plantations, inclusion is not relegated to HR presentations but manifests in practical, everyday interventions.
“We primarily focus on two to three cohorts, gender being a very, very strong one,” explains Riya Dalvi, chairperson, RPG’s Diversity, Equity and Inclusion (DEI) Council. “At an overall group level, we have about 22.5 per cent gender diversity, and hence, it is critical for us to focus on policies related to family planning, maternity and IVF treatments. These aren’t just nice-to-have policies anymore—they are essential.”
The conglomerate’s approach is particularly noteworthy given its industrial composition. Unlike pure-play technology firms, which typically boast higher female representation, RPG operates in traditionally male-dominated sectors such as manufacturing (CEAT and RPG Life Sciences), EPC (KEC), alongside IT services (Zensar) and plantations (Harrisons Malayalam). This sectoral diversity poses distinctive challenges for gender inclusion.
“We primarily focus on two to three cohorts, gender being a very, very strong one. At an overall group level, we have about 22.5 per cent gender diversity, and hence, it is critical for us to focus on policies related to family planning, maternity and IVF treatments. These aren’t just nice-to-have policies anymore—they are essential.”
Riya Dalvi, chairperson-Diversity, Equity and Inclusion (DEI) Council, RPG
“Diversity at RPG is both a necessity and a strength,” Dalvi notes. The group has identified a fundamental truth often overlooked in corporate DEI efforts: that structural support must extend beyond statutory requirements to address life’s critical transitions.
RPG’s approach to supporting women transcends statutory mandates. Instead of limiting support to standard maternity leave, the Group has created a robust framework addressing women’s needs at critical life stages. These include maternity and IVF treatment benefits, menstrual leave, and sabbatical options beyond the six-month statutory requirement.
Recognising the increasing number of women joining the workforce with proactive family-planning aspirations, RPG introduced flexible return-to-work programmes. These initiatives aren’t just for show—the results speak for themselves. A higher proportion of women now return post-maternity, and a recent menstrual leave policy saw a 20 per cent uptake within just two months.
“Policies such as these aren’t luxuries; they’re necessities that working women have long waited for,” Dalvi notes.
Policies, no matter how progressive, require cultural reinforcement to succeed. At RPG, the battle for inclusion is waged and won in everyday interactions. To this end, manager sensitisation has emerged as a cornerstone of the Group’s strategy.
Through leadership-driven workshops, communications from senior executives, and sessions on unconscious bias, managers are trained to identify and counteract prejudices. “When inclusion is championed from the chairman down to business heads, it trickles through every layer of the organisation,” Dalvi says.
This commitment is further exemplified by R-Shield, the Group’s 24/7 anonymous helpline. Available in 22 languages, it offers employees a stigma-free platform to voice concerns ranging from harassment to work-life conflicts. More than just a safety net, R-Shield underscores RPG’s belief in listening, even when voices are hesitant.
Returning to work after childbirth is a daunting transition. RPG Group eases this journey through thoughtful measures that include on-site crèches and lactation rooms at manufacturing plants and large offices. For smaller locations, creche reimbursements ensure that no employee is left unsupported.
Flexibility is woven into post-maternity transitions. Women working in manufacturing units are exempt from night shifts during pregnancy and for a full year after. Flexible hours allow new mothers to start late or leave early without fear of judgement.
RPG also provides postpartum counselling services—offered both virtually and physically—to help mothers navigate emotional challenges and establish realistic work-life expectations. “The presence of such systems, even for those who may not immediately use them, fosters a sense of security and belonging,” Dalvi explains.
The extended sabbatical option, allowing up to three additional months of leave post-maternity, further demonstrates RPG’s understanding of the unique challenges faced by new mothers.
RPG is not resting on its laurels. Although it does not yet offer caregiver-reimbursement programmes, the Group is studying best practices globally. Support for single parents and primary caregivers, including men, is under active consideration—indicating a forward-looking approach to evolving family dynamics.
Crucially, the company has institutionalised fair performance assessments for returning mothers. Women are evaluated based only on the months they actively worked, ensuring they are not penalised for their time on maternity leave. Performance ratings, increments, and bonuses reflect actual contributions rather than biased assumptions about disengagement.
“This structural assurance protects careers during a vulnerable period and sends a clear message: motherhood is not a career detour; it’s part of life, and it’s respected here,” Dalvi says.
RPG’s DEI journey is less about grand gestures and more about the quiet dignity of everyday actions. It is reflected in the decisions managers make after sensitisation workshops, the conversations employees have without fear, and the hundreds of mothers who choose to stay in the workforce because they feel supported.
The Group’s commitment to inclusion is not performative. As Dalvi aptly puts it, “It’s no longer a ‘good-to-have’ but core to who we are.” In that commitment, RPG isn’t merely improving its diversity metrics—it is helping construct a future where women need not choose between professional aspirations and personal fulfilment.
1 Comment
Very well written article..