Forget the tired trope of corporate activism. In the heart of India’s textile industry, Trident, a manufacturing company, is quietly weaving a revolution in women’s empowerment. Pooja B Luthra, the company’s CHRO, isn’t just ticking diversity boxes; she’s dismantling the very fabric of societal constraints that hold women back.
“Diversity isn’t a fad for us,” Luthra declares. “It’s been embedded in our DNA for over two decades.” This isn’t just lip service. For 20 years, Trident has been a haven for women, particularly those from rural India, where patriarchal norms and limited opportunities can strangle dreams.
But Luthra and Trident knew equal pay and inclusivity weren’t enough. Cultural and religious obligations still tugged at working women, whispering unspoken demands that clashed with career aspirations. Enter Asmita Leaves, a bold initiative offering 30 days of additional leave specifically for female employees.
“We believe in absolute free speech,” concludes Luthra, “enabling employees to reach out through various channels. This commitment ensures every voice is heard, woven into the vibrant tapestry of Trident’s inclusive culture.”
Pooja B Luthra, CHRO, Trident Group, India
Asmita Leaves, launched in October 2023, embodies this commitment. These 30 additional days of leave specifically for women address the unspoken constraints that impede their professional journeys. “‘Asmita’, meaning ‘pride’ and ‘self-respect’, embodies the essence of these leaves,” explains Luthra, acknowledging the unique burdens women shoulder both at home and within the workplace.
This isn’t just a reactive measure; it’s a proactive one. Trident recognised that even modern women grapple with balancing professional demands with traditional obligations, from family responsibilities to cultural events. Asmita Leaves empowers them to navigate these complexities without compromising their careers.
The implementation of these leaves wasn’’ haphazard. Alignment with Trident’s core values was paramount. The focus shifted to meticulous execution, ensuring systems and processes seamlessly integrate the policy into the daily fabric of the company. Technological readiness was crucial, guaranteeing smooth leave procedures for employees.
Operating 24/7 with continuous production necessitates practicality. With 30 per cent of Trident’s workforce being women, granting an additional 30 days leave required meticulous planning. To ensure operational efficiency, the company maintains adequate staffing for different shifts, empowering employees to utilise their leave without disrupting production.
Sensitisation was another key consideration. The ongoing debate surrounding equity, equality, and justice – whether policies should apply universally or specifically to certain groups – was addressed head-on. Extensive internal communication and education clarified the distinction between equity and equality, ensuring everyone understood the rationale behind Asmita Leaves.
The response from women employees has been overwhelmingly positive, a testament to the unspoken need Asmita Leaves addresses. Luthra proudly mentions Trident’s pioneering spirit, having introduced menstruation leave as far back as 2014. This proactive approach to women’s well-being and empowerment has woven a sense of joy, ownership, and engagement among the women at Trident.
Beyond Asmita Leaves, Trident offers a tapestry of policies fostering work-life balance and professional growth. Internal learning opportunities and training sessions ensure equal access to skill development. Career advancement, role rotations, and portfolio assignments are available to all based on merit, experience, and passion.
Recognising potential tech-skill disparities, Trident prioritises inclusive tech and SAP training with strong female representation. Financial well-being is also emphasised, with workshops on financial planning featuring expert speakers and accessible online resources. Legal compliance concerning discrimination is addressed, but Luthra adds a unique thread: assertiveness training. “Rather than just discussing discrimination, we empower employees to take control, stand up for themselves, and leverage their strengths,” she asserts.
Communication is the warp and weft of this empowering fabric. Trident utilises various channels, including bots, success factors, and technology support, to keep their workforce informed. The unique Panch Sabha, inspired by the traditional Panchayat system, fosters a sense of community and belonging. Nominated individuals gather weekly to address employee concerns, providing a platform for grievance redressal and open communication. Additionally, ‘Kan’ meetings serve as open forums where both positive and challenging issues are addressed, from process improvements to quality control.
Trident takes open-door policy to a whole new level, ensuring there’s no such thing as a closed door within the organisation. From blue-collar workers to white-collar professionals, every employee has access to anyone, including the chairman, CEO, and department heads. “We believe in absolute free speech,” concludes Luthra, “enabling employees to reach out through various channels. This commitment ensures every voice is heard, woven into the vibrant tapestry of Trident’s inclusive culture.”