Introduction
Its 2025, and we are rooting for #ForAllWomenAndGirls: Rights. Equality. Empowerment on Women’s Day. We are enthusiastic proponents for equal rights, power, and opportunities for all, with the hope of shaping a future where no one is left behind. Central to this vision is empowering the next generation—and new generation of women are the catalysts for lasting change.
Sarojini Naidu, a big name in the history of women empowerment pioneered advocacy for women’s rights, seeking for gender equity. Over the years, India has made tremendous progress in enhancing access to education, healthcare, and economic opportunities for women. Today, women are at the forefront of change—breaking barriers, redefining leadership, and driving innovation across industries.
While we celebrate these success we also acknowledge significant barriers still persist, including limited representation in leadership positions, pay disparity, and inadequate access to healthcare and sanitation facilities. Compounding the problem– are societal norms and stereotypes that perpetuate gender-based violence, discrimination, and marginalization.
Further to our commitment to Viksit Bharat, here’s a shoutout to all women who have made a mark and are weaving hope with focus on gender budgeting and women-led development. These women are leveraging their good oAices by ensuring that policies and programs actively support women’s advancement across all sectors.
Women in Governance: Leading Panchayats and Water Committees
Women are changing the nature of governance in India. Their increased political participation has yielded positive results. Development issues such as education, health, nutrition, increase in family income have taken prominence in interventions by PRI.
Women play a crucial role in Panchayats, serving as key decision-makers in local governance and driving grassroots development. With the reservation of seats for women in Panchayati Raj Institutions (PRIs), their leadership has led to more inclusive policies, better resource allocation for health and education, and greater community engagement. However, deep-rooted societal norms and conditioned biases often challenge their autonomy and eAectiveness.
They should also be equipped with the knowledge to conduct proper Gram Sabha meetings that should have proper deliberation and participation of all- Aruna Roy, President of the National Federation of Indian Women
One of the key reason is the lack of skillset in woman to lead such crucial roles making them feel underconfident to take the lead. President of the National Federation of Indian Women Aruna Roy has stressed on constitutional, legal and governance literacy for proper utilization of the power of Sarpanch.
To strengthen their leadership, self-transformation is essential. Women must be empowered to tackle ingrained biases through awareness, confidence-building, and leadership training. Encouraging them to challenge traditional roles and assert their authority in governance can help them navigate social and political barriers. Personal transformation fosters resilience, enabling them to lead with conviction and make impactful decisions for their communities.
Equally important is skilling and digital empowerment. By providing vocational training and digital literacy certifications, women in Panchayats can enhance their knowledge and competencies. These skills equip them with tools for informed decision-making, financial independence, and access to modern governance mechanisms. Digital proficiency, in particular, enables them to leverage technology for transparency, communication, and eAicient service delivery. The Rashtriya Gram Swaraj Abhiyan (RGSA) focuses on training women for taking up the roles and responsibilities of the Sarpanch which attempts an inclusion of untapped human capital.
Women representatives have demonstrated that not only do they have critical information about their community resources, learn quickly about how to lead eAective community-centred development, they are also inclined to be more inclusive and adept at managing funds.
Basanti Panna, Mukhiya, Nawadih, Chatra Dist, Jharkhand, has been breaking down the barriers preventing girls over 18 from participating in village council meetings. She emphasized the importance of including them in decision-making processes.
Anita Devi, Village Mukhiya of Bhetaura Panchayat in Gaya, Bihar has embraced the "Healthy Panchayat" LSDG theme. Collaborating with ASHAs, Anganwadi Didis, and Gandhi Fellows with the goal of achieving "Zero Home Delivery eventually boosting institutional delivery rates from 25% to nearly 90% in just one year
In Narmada district, Gujarat, women-led governance is making an impact. The water supply scheme in Lachras, Khokraumar, Kalimakwana, and Jitgadh was functional but inconsistent. Many households lacked regular access, and there were no standardized management protocols. The Village Water and Sanitation Committees (VWSCs) were inactive, with no women’s participation. However, through sustained facilitation by Gandhi Fellows, women took leadership roles within the VWSCs, ensuring better governance and accountability in water management. Their contributions were formally recognized by WASMO (Water and Sanitation Management Organisation), Government of Gujarat, through the Mukhiya Mantri Mahila Vikas Paani Samiti Puraskar, awarding INR 50,000 for operations and maintenance.
Women in Healthcare: Transforming Communities
Patriarchy, socio-economic backwardness, and the low position accorded to women by society have always kept the issue of women’s health as a secondary concern. This negligence towards women and women’s health-related issues directly impacts not only the womenfolk but also society and the development of the state at large.
In order to transform this perspective more women workers need to hold the responsibility in their own hands. Bringing the role of ASHA workers as a primary starting point. According to the National Health Mission (NHM), improvement in the health outcomes in the rural areas is directly related to the availability of the trained human resources.
Auxiliary Nurse Midwives (ANMs), ASHA workers, and Anganwadi Workers (AWWs) are frontline community health workers (CHWs) who play a crucial role in these areas. Well-integrated into their communities, they possess deep knowledge of the regions they serve. Studies have shown that CHWs can significantly influence maternal and child health outcomes, including newborn birth weight. Their role is particularly vital in addressing socioeconomic barriers—such as poor living conditions, limited healthcare access, and economic hardships—that contribute to maternal and infant health disparities across diAerent ethnic and racial groups. By providing essential care and health education at the grassroots level, CHWs help bridge these gaps and improve overall health outcomes.
Building on the critical role of CHWs, Piramal Foundation’s capacity-building initiatives, particularly the DMT model, have demonstrated significant improvements in maternal health outcomes in rural India through targeted ANM training. By equipping healthcare workers with the skills to identify, screen, and manage anaemia during pregnancy, the foundation has strengthened frontline healthcare capacity where it is needed most.
“ Humko training se bahut labh hua. Pehle sirf anaemia ke baare mein pata tha, magar training mein pata chala ki anaemia ke teen prakaar hote hai aur teeno ka upchaar alag alag hai. Ab hum labharthiyon ko anaemia se sambandhit sasamay uchit dekhbhal, khaan pin ki salaah dete hein aur sahi samay par nirantar IFA tablets khane ki salah de paate hein. “
-ANM Sweata Kumari, Kishanganj, Bihar
A testament to this impact is ANM Sweata Kumari from Kishanganj, Bihar, who successfully diagnosed and treated severe anaemia, ensuring a safe pregnancy and healthy delivery. Such interventions enhance maternal and child health outcomes in underserved regions while improving access to quality maternal care thereby reducing preventable risks for expectant mothers.
Strengthening Women’s Leadership: Breaking Barriers
Gender disparity remains a persistent issue across sectors and geographies. While rural women navigate traditional biases, women in urban and educated workspaces are also seeing a decline in formal workforce participation. This exclusion hinders India’s economic ambitions, with an estimated 670 million women remaining underutilized in the country’s growth trajectory.
The World Bank highlights that India has one of the lowest female labor force participation rates globally.
The Worker Population Ratio (WPR) for men stands at 76.3%, while for women, it is only 40.3%.
Low self-esteem, rigid gender roles, mobility and safety concerns, lack of supportive policies, and a dearth of role models collectively hinder women’s workforce participation and leadership progression. Even in sectors where women have a strong presence- like healthcare and education—their representation sharply declines in middle management and senior management.
For instance, government programs rely heavily on ASHA workers, Anganwadi Workers, and primary school teachers, yet these roles rarely lead to leadership positions at the block, district, or state levels. Without structured career progression, women struggle to influence decisionmaking, perpetuating gender gaps in leadership.
Basanti Panna, Mukhiya, Nawadih, Chatra Dist, Jharkhand, was raised in a household where education was denied to her, she overcame immense challenges at home. Despite hardships, Basanti made a relentless effort to like selling firewood to fund her books and uniform. She completed her studies with the support of her principal and later worked as a laborer to support her family. Today, in her panchayat, Basanti plays a crucial role in advocating for gender equality.
Addressing these challenges, require holistic, inclusive, and accessible solutions that can build a pipeline of women leaders across all levels. Strengthening women’s presence in middle management is particularly crucial, as this tier plays a pivotal role in shaping workplace culture and drives institutional change.
From Policy to Practice
Leadership development must be intentional, inclusive, and transformative. At the heart of this approach is our Leadership Development Model. With the belief that every individual has the Agency to Serve—the journey begins with personal transformation. By fostering resilience, foresight, and a deep commitment to educational equity, Piramal Foundation empowers middle managers to become catalysts for systemic change.
Through our Leadership Development initiatives, we have empowered 70,000+ individuals across eight diAerent cadres in six states, delivering 689 hours of content to equip them as education leaders and reimagine the education system. However, to ensure equitable representation, targeted support for women in leadership is essential.
More women-centered leadership programs—such as the Emerging Women’s Leadership Program (EWLP) of the Gates Foundation—sets a strong precedent by actively breaking systemic barriers while creating a clear pathway for women’s advancement.
This is not a female issue, it’s an economic issue, a family issue, a future of work issue. The future of work is about caregivers —about teachers, nurses and doctors. It’s about women coming into the workforce in large numbers. The whole care structure is not going to work without women in our systems.
-Indra Nooyi, former PepsiCo CEO
However, programs alone are not enough. We must also tackle deep-rooted gender biases and dismantle barriers like the “motherhood penalty”, ensuring that gender equity is not just an initiative, but a systemic shift embedded in policy and practice.
Digital Empowerment: Women in the Digital Age
Mukhiya Jyoti Devi, utilized the Gram Panchayat Participatory Fund Tracking (GPPFT) tool to create a tailored development plan for her village. Recognizing the importance of education, she launched the "Siti Bajo aur School Aao" campaign, significantly improving school attendance rates. Additionally, she spearheaded an Aadhaar card registration drive, ensuring that villagers could access essential government benefits, thereby strengthening social security within her community.
Harnessing the power of digital tools is key to creating inclusive opportunities for women across all spheres. Access to digital technology is reshaping possibilities, bridging gaps in education, governance, and entrepreneurship. As digital literacy expands, women are leveraging technology to drive change in their communities, make informed decisions, and gain better access to resources. Initiatives focused on digital empowerment are equipping women with the skills needed to lead, innovate, and transform their local ecosystems.
At a broader level, Digital Bharat Collaborative, places communities at the heart of digital solutions, ensuring equitable access to healthcare services. In partnership with the Government of Bihar, the Foundation supported the launch of the 104 Health Helpline, providing last-mile communities with access to primary healthcare advice. This helpline is operated by Karuna Fellows, young changemakers who serve as role models within their communities. One such fellow, Preeti Sinha, shares her experience as a frontline responder, highlighting how digital solutions are revolutionizing healthcare accessibility for underserved populations.
https://www.facebook.com/KarunaFellowshipPage/videos/1504380273828176
The Journey Towards Gender Equity
Personal independence & professional growth of women is critical to live in a fair and compassionate society and a great step to Building Bharat of our dreams. A collective understanding, collaboration and dedication to help women will not only ensure that women overcome challenges and flourish but thrive at large.
A three-pronged approach focusing on ‘self-transformation’, skilling/upskilling and a supportive ecosystem could oAer the apt solution roadmap to this complex and multilayered problem.
Encouraging positive masculinity helps dismantle stereotypes, fostering emotional intelligence and allyship. With shared responsibilities in both domestic and professional spaces will ensure a fair division of labour, enabling true inclusivity. Additionally, advocacy for women’s leadership and entrepreneurship strengthens representation, access to opportunities, and systemic support.
For more stories on women’s empowerment, visit UN Women’s Day Stories.
Acknowledgements
I extend my gratitude to teams of Aspirational Bharat Collaborative, Piramal School of Health, Digital Bharat Collaborative, Karuna Fellowship and Piramal School of Leadership team for data support. Special thanks to Kamaljeet Vasani for data support and Geeta Kannupillai for her guidance in structuring this work.
Conclusion
Women’s Day is a powerful reminder of our collective mission—to create a society where gender equality is not just an aspiration, but a reality. As we celebrate the contributions of women across all spheres, we must recognize that Viksit Bharat isn’t about a women-led nation, but a equality-driven vision. True progress comes when opportunities, leadership, and decision-making are shared equitably.
Let this day inspire action—engage, advocate, and participate in initiatives that empower women, break barriers, and build an inclusive future for all. The path to equality begins with us.
https://www.piramalfoundation.org/pledges
Sources
https://www.un.org/en/observances/womens-day
https://kalaharijournals.com/resources/SP%20Jan_Feb_29.pdf
https://www.mospi.gov.in/sites/default/files/press_release/Press_note_AR_PLFS_2023_24_220 92024.pdf
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