Priya Nair at the top in HUL, but equity elusive

HINDUSTAN Unilever’s appointment of Priya Nair as its first woman CEO and MD in 92 years is a landmark moment. Yet, it also highlights the yawning gender gap that persists in Indian boardrooms. Despite more women entering the workforce than ever before, they remain glaringly underrepresented at the top. A 2024 report noted that women hold just 18 per cent of senior leadership roles in corporate India. Only nine of the Nifty 200 companies have women CEOs or MDs. It is a modest improvement that masks the stubborn resistance to real inclusion.

Despite years of lip service to diversity and inclusion, the glass ceiling remains largely intact. In many promoter-driven businesses, female board directors are often family members — an arrangement that satisfies the letter of diversity mandates but does little to challenge existing power structures or widen access for competent outsiders. Meanwhile, entrenched cultural norms and workplace biases continue to slow women’s progress. Women are often steered into roles in HR, marketing or branding. Though important positions, they are traditionally seen as less direct pathways to the corner office.

Demands of long hours, travel and lack of support systems clash with societal expectations that women shoulder the bulk of caregiving duties at home. This double burden undermines both personal ambition and professional credibility. Even well-intentioned ESG (environmental, social and governance) and DEI (diversity, equity and inclusion) frameworks often fail to translate into everyday flexibility or career support. The corporate sector must do more than celebrate symbolic wins. Companies must move beyond tokenism. True gender parity demands a reimagination of corporate policies — flexible work, transparent promotion pipelines, equitable childcare and eldercare support and active mentorship. Only then will milestones like Nair’s become norms, not exceptions.

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