- 19-Apr-2025
- Healthcare and Medical Malpractice
India has made significant strides toward gender equality in recent years, but one area where gender imbalance remains is in the corporate sector, especially in leadership roles. Despite numerous reforms and initiatives, women remain underrepresented on corporate boards. The idea of mandatory gender quotas for corporate boards has gained traction as a potential solution to address this gender disparity. This raises the question: Should India enforce mandatory gender quotas for corporate boards, and what would the impact be?
India’s Companies Act, 2013 introduced some measures for gender representation, including the requirement for at least one woman director on the board of certain public companies (those with a paid-up share capital of Rs. 100 crores or more). However, this provision is far from sufficient to ensure gender parity at the leadership level.
Countries like Norway, France, and Germany have already implemented gender quotas for corporate boards, with positive results in increasing the number of women in leadership positions. Norway, for instance, made it a legal requirement in 2003 for 40% of board members to be women in publicly traded companies.
In contrast, India’s approach has been more voluntary, with the SEBI (Securities and Exchange Board of India) encouraging companies to have at least one woman on their boards but without enforcing a strict quota system.
Gender quotas could help break down historical barriers to women’s participation in corporate leadership roles, ensuring that qualified women are given equal opportunities to lead.
Gender parity on boards ensures that women’s perspectives are considered in decision-making, leading to more inclusive governance and policies that are responsive to the needs of diverse stakeholders.
Research has shown that gender-diverse boards can enhance corporate performance by fostering innovation, improving decision-making, and increasing company reputation. Companies with more women in leadership roles often have better financial performance and are more resilient in challenging economic times.
Diverse leadership teams bring a broader set of experiences and ideas, which can improve strategic thinking and make companies more adaptable in a competitive market.
The current voluntary approach has not been effective in overcoming the gender gap at the leadership level, with women often facing systemic barriers such as gender bias, lack of networking opportunities, and workplace discrimination.
Mandatory quotas would accelerate change, ensuring that women have a seat at the table and making companies accountable for providing equal opportunities.
Introducing mandatory quotas would force corporations to confront cultural attitudes that have historically marginalized women in business leadership. Over time, this could lead to a cultural shift where gender equality becomes the norm, not the exception.
One of the major criticisms of gender quotas is that they may lead to tokenism, where women are appointed to boards not because of their qualifications but simply to meet legal requirements. This could undermine the intended impact of empowering women in corporate governance.
There is a concern that boards might appoint women in name only, without providing them with meaningful roles or the resources they need to contribute effectively to board decisions.
Many business leaders argue that merit should be the primary criterion for board appointments, and that quotas could compromise meritocracy. Some fear that mandatory gender quotas could limit freedom of choice and reduce the flexibility of companies in selecting the best candidates for leadership roles.
There is also concern that quotas could discourage women from pursuing leadership roles, perceiving their success as being based on a quota system rather than their individual merit.
Enforcing gender quotas across all corporations (especially in small and medium-sized enterprises) can be challenging, as companies may not have enough qualified female candidates in their pool to meet the quota requirements. In such cases, companies may struggle to comply with regulations, leading to compliance issues and potential loopholes.
It is important that the implementation of gender quotas does not overshadow the importance of merit-based selection. There is a need to ensure that qualified women are appointed to leadership positions and that quotas do not become an excuse for selecting candidates who are not well-suited to the roles.
Example 1: Norway’s Gender Quota Law (implemented in 2003) required that at least 40% of board members in publicly traded companies be women. Since then, Norwegian companies have seen a marked increase in female representation on boards and have also witnessed improvements in corporate governance and business outcomes.
Example 2: In India, the implementation of one-woman-director policy under the Companies Act, 2013 has led to an increase in women’s participation on boards, but the number of women in senior leadership positions remains disproportionately low compared to men, suggesting that voluntary measures are insufficient to drive systemic change.
Enforcing mandatory gender quotas on corporate boards could significantly improve gender diversity and equality in corporate leadership in India. It would empower women to take on more leadership roles, contribute to better corporate governance, and strengthen economic growth through diverse leadership. However, the challenge lies in ensuring that quotas do not lead to tokenism or undermine merit-based selection processes. The success of such a policy would depend on its careful design, effective implementation, and continuous support for women’s leadership development in the corporate sector.
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