When a technology company talks about diversity as a driver of innovation, it’s easy to dismiss it as corporate jargon — until the numbers speak for themselves. In FY 2025 alone, Infosys rehired over 900 women into mid-management roles through its Restart with Infosys programme, a large-scale initiative to bring back skilled women technologists from career breaks.
In an exclusive interview with People Matters, Aruna C. Newton, Vice President and Head – Diversity and Inclusion, ESG Governance & Reporting at Infosys, explained how this push for diversity is anchored in ESG governance, leadership accountability, and a global delivery model that treats inclusion as a system capability — not an HR side project.
“Our ESG Vision articulates our ambition, complete with tangible, measurable goals, to nurture a truly sustainable enterprise,” Newton said. “Building an inclusive workplace for diverse talent is integral to this aspiration and serves as a north star for our business.”
From Leadership Scorecards to ESG Oversight
At Infosys, diversity goals are cascaded from the executive leadership to business leaders via scorecards — performance metrics that directly influence evaluations. These are reviewed by the ESG Council, chaired by the company’s executive leadership, and scrutinised in quarterly ESG Committee meetings. The process ensures that diversity is embedded across business units, geographies, and delivery ecosystems.
“Innovation thrives where diverse perspectives intersect,” Newton said. “Embedding inclusion into business outcomes is about making sure those perspectives are present and empowered at every level, across global markets.”
Beyond Hiring: Creating Retention Ecosystems
Recruitment is only the starting point. Retention and progression demand intentional, long-term investment. This is where Infosys has built structured ecosystems to keep women technologists engaged, skilled, and visible in business-critical roles.
Some of the flagship initiatives include:
- TechCohere – A technical platform for all technologists, with a thriving community of over 1,200 women tech experts and architects. Over the past year, it hosted 120+ sessions and multiple Women in Technology Weeks.
- SheLovesTech, Chennai – A regional platform fostering innovation, collaboration, and visibility for women entrepreneurs and technologists.
- Collaborations with Google Women TechMakers – Partnerships designed to enhance networking, skill development, and leadership readiness.
“These are not isolated events,” Newton said. “They are ecosystem enablers — spaces where women can share experiences, find mentors, and gain opportunities in emerging technologies.”
Addressing Subtle Barriers, Not Just Visible Gaps
A significant part of Infosys’s DEI work lies in recognising and dismantling second-generation bias — the subtle, systemic favouring of dominant norms that can persist even in visibly diverse workplaces. Newton points to initiatives that balance effort and rejuvenation, provide support during personal or professional challenges, prioritise wellness, and recognise individual potential.
“Our focus goes beyond representation of diversity to enhancing the quality of that representation,” she said. “We want women and other underrepresented groups to be influencing decision-making, especially in leadership and emerging tech.”
Newton also argues that diversity is a business necessity, not a moral afterthought. With women constituting more than 48% of India’s undergraduate students and closing the gap in postgraduate and doctoral programmes, ignoring such a vast talent pool is “counterproductive.” Government policies — from extended maternity leave to initiatives supporting women in defence, research, and other sectors — further underscore their role as a national talent powerhouse.
For companies still treating DEI as peripheral, her message is direct:
“If you want to innovate, you need the full spectrum of talent. That means embedding inclusion into decision-making, leadership evaluations, and business outcomes.”
Infosys’s model offers a blueprint for industry:
- Governance-led accountability through leader scorecards and ESG oversight.
- Targeted reintegration programmes like Restart with Infosys.
- Ecosystem-building platforms for retention and growth.
- Cultural change through bias recognition and inclusive leadership.
- Business-linked rationale tied to talent competitiveness.
“When you treat diversity as integral to your business model,” Newton concluded, “you’re not just doing the right thing — you’re setting your organisation up for sustained innovation and growth.”