On the occasion of International Women’s Day (IWD) 2025, FICCI Ladies Organisation (FLO) President Joyshree Das Verma, who is our Guest Editor for the Special Edition, underscores the urgency of accelerating action toward gender equality. She notes that at the current pace, gender parity is more than a century away, making immediate action imperative. Governments must enforce stronger policies, businesses must commit to hiring and promoting women, and communities must challenge outdated gender roles. Men must become allies rather than bystanders, and women must continue to support each other. She calls for moving beyond conversations to real, measurable change, emphasising that when women progress, society as a whole benefits. To achieve true gender equality, collective and rapid action is necessary.

Verma identifies several deeply rooted challenges that continue to hinder progress. Workplace bias and stereotypes persist, affecting hiring, promotions, and leadership opportunities for women. The perception that certain roles are more suited to men remains widespread, limiting women’s advancement. Additionally, the gender pay gap remains significant, with women often earning less than their male counterparts for the same work and being overrepresented in lower-paying sectors.

She also points out that leadership opportunities for women remain limited despite progress. Structural barriers and a lack of mentorship prevent many from rising to decision-making roles. Furthermore, the disproportionate burden of unpaid care work continues to fall on women, restricting their ability to fully participate in full-time and leadership roles. 

Workplace policies and infrastructure, such as inadequate parental leave, lack of childcare support, and rigid work structures, further complicate their career progression. Gender-based violence, harassment, and restrictive cultural norms also act as major deterrents, making it difficult for women to fully engage in the workforce and public life. Verma emphasises that unless these challenges are tackled holistically, gender parity will remain out of reach.

To advance progress, she advocates for a multi-pronged approach. Strengthening policies and legal frameworks is essential, including enforcing equal pay laws, anti-discrimination policies, and stronger workplace harassment protections. Companies should be held accountable for gender diversity, with clear targets for women’s representation in leadership. She underscores the need for mentorship and sponsorship programs to support women in advancing to leadership roles. Flexible work models, such as hybrid work, childcare support, and parental leave for both men and women, are also crucial in creating a more equitable workplace.

Investment in education and vocational training, especially in high-growth sectors like technology and finance, is another key area of focus. Changing social norms through awareness campaigns, promoting shared responsibilities at home and work, and fostering inclusive hiring practices are equally important. Verma notes that increasing women’s participation in boardrooms remains a challenge, as India still lags behind the global average. She stresses that gender equality should not be seen as a women’s issue alone but as an economic and social priority.

At the corporate level, she calls for companies to set and track specific diversity targets, build strong leadership pipelines, and implement structured evaluations to eliminate bias in recruitment and promotions. Male allyship plays a critical role, and men in leadership positions should actively support and advocate for women’s inclusion at the top. She also emphasizes the need for stronger corporate governance norms, arguing that merely fulfilling the legal requirement of having one woman on a board is insufficient. Instead, women should be valued for their skills and contributions rather than being included solely to meet a regulatory mandate.

Discussing societal readiness for empowered women, Verma stresses that empowerment is not about taking opportunities away from men but about creating a balanced and inclusive world. Promoting shared responsibilities at home, encouraging gender-neutral leadership, and addressing bias from an early age in schools and workplaces are essential steps. Male allyship, in which men actively mentor and support women rather than seeing them as competition, is also crucial. Companies should implement workplace inclusion programs to address unconscious bias and create an environment where gender equality benefits everyone.

Regarding the efforts of the FICCI Ladies Organisation (FLO), Verma describes how it has been at the forefront of empowering women through entrepreneurship training, leadership development, and policy advocacy. With 20 chapters across India, FLO equips women with skills in financial literacy, digital expertise, and policy engagement. Grassroots empowerment and digital inclusion initiatives further reinforce its commitment to accelerating gender equality.

As the 41st National President of FLO, Verma highlights key initiatives such as the FLO Women Corporate Directors Initiative, which trains women to assume leadership and board positions. Partnering with the Institute of Directors, FLO provides comprehensive training programmess to certify and prepare women for corporate directorships, thereby fostering leadership and excellence among women in the corporate world. She expresses confidence that with sustained efforts, India Inc. can bridge the gender gap and move closer to global benchmarks.

She calls for moving beyond conversations to real, measurable change, emphasizing that when women progress, society as a whole benefits. To achieve true gender equality, collective and rapid action is necessary.