Next Generation Network - Intuit India in DIAN's Annual Resource Guide

2
ABOUT DIVERSITY & INCLUSION IN INDIA NETWORK (DIAN INDIA)
DIAN India is a unique network of companies committed to advancing diversity and inclusion in their organisations
in India. In 2016 DIAN India comprised of 23 companies including: Accenture, Barclays, Bloomberg, BNY Mellon, BP,
British Council, Cisco, Coca-Cola, Deutsche Bank, EY Global Network, Goldman Sachs, GSK, Hindustan Unilever, Intel,
Intuit, Kennametal, Nomura, Northern Trust, Standard Chartered, S& P Global, Thomson Reuters, Tata
Communications and Tata Group. Member companies meet regularly to understand the diversity issues pertinent
to the region and to share and drive best practice in India.
ABOUT COMMUNITY BUSINESS
Community Business is a not-for-profit organisation (Hong Kong Charity Number 91/6560) whose mission is to lead,
inspire and support businesses to have a positive impact on people and communities. A recognised leader in
promoting responsible and inclusive business practices in Asia, Community Business conducts research, facilitates
networks and events, leads campaigns and provides consultancy and training. Our focus on responsible business is
aligned to 5 mission-led themes:
Founded in 2003 and based in Hong Kong with a presence in India and the United Kingdom, Community Business
works with companies of all sizes and from diverse industries across Asia, harnessing the power of business to drive
social change. For more information, see: www.communitybusiness.org
ACKNOWLEDGEMENTS
Community Business thanks the members of its DIAN India Taskforce Group for providing input during the planning
of this project. In alphabetical order by company name they include: Dhanya Rajeswaran (Accenture), Abolee
Valsangkar (BNY Mellon), Anju Singh (Cisco) and Sriniwasan Ramaswami (Intuit).
Community Business thanks all companies who participated in this research for giving their time and sharing their
insights and best practice, including Executives Sponsors and ERG Leads from: Accenture, Barclays, BNY Mellon,
Cisco, Dell, EY, Goldman Sachs, IBM, Infosys, Intel, Intuit. Community Business also thanks D&I expert, Mridula
Sankhyayan, Founder of Vatt Vriksh Consultants.
ABOUT THIS REPORT
Researchers : Rashmi Vikram, Sandeep Nair, Kapila Jaykumar - Community Business
Author : Kate Vernon - Community Business
Reviewer : Nithya Lingam - Community Business
DISCLAIMER
All information in this document is provided for general information only and is not in the nature of advice.
It should not be relied upon for any purpose and Community Business Limited (CBL) makes no warranty or
representation and gives no assurance as to its accuracy, completeness or suitability for any purpose. Inclusion of
information about a company, programme or individual in this publication does not indicate CBL’s endorsement.
Where cited, you should refer to the primary sources for more information. This report does not necessarily reflect
the views of CBL member companies or the sponsors of this report. CBL reserves the right to make alterations to any
of its documents without notice.
INTELLECTUAL PROPERTY RIGHTS
©2017 Community Business Limited. All rights reserved. Reproduction and dissemination of this document
(in whole or in part) is not allowed without express prior written permission of Community Business Limited (CBL)
and due acknowledgment of authorship. If use of this document (in whole or in part) will generate income for the
licensee, express prior written permission to that effect must be obtained from CBL. To obtain permission, write to
ip@communitybusiness.org. Express permission of the Board of Directors of CBL is required for use of this
document (in whole or in part) if such use will generate income for the licensee.

3
CONTENTS
FOREWORD 4
INTRODUCTION 5
PART 1:
LANDSCAPE OF EMPLOYEE RESOURCE GROUPS IN INDIA 7
PART 2:
CHALLENGES AND CRITICAL SUCCESS FACTORS 9
Launching Your ERG 10
Keeping Momentum of Your ERG 15
Taking Your ERG to the Next Level 19
PART 3:
LEADING EXAMPLES OF ERGS IN INDIA 21
Accenture 22
Barclays 24
BNY Mellon 26
Cisco 28
Dell 30
EY 32
Goldman Sachs 34
IBM 36
Infosys 38
Intel 40
Intuit 42
8 STEPS TO SETTING UP AN EMPLOYEE NETWORK 44
CONCLUDING REMARKS 46

in.communitybusiness.org
4
As a thought leader in responsible and inclusive business in Asia, Community Business works
closely with companies in India committed to diversity and inclusion and champions the
adoption of best practice in the workplace.
Through engagement with our leading diversity and inclusion network, DIAN India, which in 2016
comprised 23 companies, we identified a growing interest in the role and function of employee
resource groups (ERGs), also known as employee networks. For although at the fairly nascent stage,
ERGs are increasingly recognised as a powerful mechanism for not just rolling out and extending
the reach of a company’s D&I strategy, but also for engaging employees and embedding a culture
of diversity and inclusion across the organisation. However, only a handful of leading companies
are currently embracing the full potential that employee resource groups can offer.
We saw the opportunity, therefore, to facilitate the exchange of ideas and experiences on ERGs
in India and compile a resource that would assist companies in India looking to leverage and
maximise the impact of their ERGs – no matter where they are on their journey.
We started by working with the members of our DIAN India network to understand the
landscape of ERGs in their organisations in India. We followed up by conducting telephone
interviews with ERG executive sponsors and leads to understand common challenges and critical
success factors. In order to uncover and showcase leading examples of ERGs in India, we ran a
Best Practice ERG Campaign, inviting companies to nominate their ERGs in India to be included in
this publication. The culmination of our exploration of this topic was an ERG Summit which we
held in Bangalore in September 2016. This was the first event of its kind and brought together
nearly 100 ERG executive sponsors and leads from multiple companies and various focus areas to
network, collaborate and share best practice.
From the data gathered from these channels and the input provided by our stakeholders, we have
compiled this publication. Rich in insights and advice on how to take your ERGs forward in India,
we hope that it will be both a strategic and practical resource that will inform and guide you
whether you are launching an ERG for the first time, looking to keep the momentum or ready to
take it to the next level.
As ERGs continue to evolve and mature in India, we look forward to continuing to partner with
companies on this journey, and sharing success stories and experiences of how companies can
leverage their full potential to drive their business strategies forward.
FOREWORD
Rashmi Vikram
Senior Manager, India
Community Business India

5
Leveraging & Maximising
Employee Resource Groups in India
INTRODUCTION
With constant pressure to drive continued performance and growth, companies in India – as
elsewhere in the world – are increasingly recognising the need to embrace diversity and inclusion at
the heart of their talent management strategies. Large multinational companies with expanding
operations in India in particular, have been keen to explore how to roll out their global diversity
strategies in India and embed an inclusive culture that harnesses the perspectives of its diverse
workforce to drive creativity, innovation and overall business success.
In so doing, companies in India are beginning to recognise the critical role that Employee Resource
Groups (ERGs) can play. With their capacity to engage, develop and mobilise employees at all levels of
the organisation – and crucially for a market as broad and diverse as India, across multiple locations, it
is not hard to understand why. However, whilst gaining in popularity, the evolution of ERGs in India is
still at the early stages of development and many companies have questions – from how to establish
the business case and right structure to how to leverage and maximise their performance and impact.
The Evolution of ERGs in India
In examining the role and potential of ERGs in India, it is worth reflecting on their evolution in other
markets. Looking at the experience in the US and Europe for example, ‘affinity groups’ emerged as a
grassroots effort, with groups of employees sharing a common background or identity – usually a
minority group – coming together to provide mutual support. Over time and with proactive
corporate support, these evolved into more formalised internal structures focused on providing
increased opportunities for under-represented groups, particularly in terms of professional
development, connections and visibility. However, it is only relatively recently that their potential as
drivers of enhanced business performance has truly been recognised. Indeed, leading global
companies are only just beginning to embrace the full potential of their ERGs as an integral part of
their business strategy, leveraging them not only to celebrate and promote a diverse and inclusive
culture where all can succeed, but also to differentiate the company as an employer of choice and
drive external market opportunities, including product development.
For companies in India who may be at a much earlier stage of their diversity and inclusion journey,
there is a unique opportunity. As they consider the purpose, role and activities of their ERGs in India,
companies have the opportunity to benefit from learnings and experiences in other markets and the
potential to fast-track the path to a more strategic approach.
This Resource Guide - Purpose and Approach
Applying an intentionally Indian lens on this topic, this publication is designed to provide valuable
insights to companies on how to leverage and maximise the impact of their ERGs in India. The
content has been compiled through active engagement with Community Business’ leading diversity
and inclusion network, DIAN India, including:
1
Different organisations use different words to describe these groups, including employee networks, affinity groups, employee
interest groups, etc. In this publication, we have mainly used the term "employee resource group," abbreviated in many
instances to "ERG."

6
1. A telephone survey of DIAN India members to understand the landscape of ERGs in India.
2. In-depth interviews with executive sponsors and leads of ERGs and a number of specialists
and experts in India to understand some of the common challenges and critical success factors.
3. A Best Practice ERG Campaign designed to uncover examples of leading ERGs in India from a
range of companies and with a variety of focus areas.
4. An ERG Summit held in Bangalore in September 2016, bringing together nearly 100 ERG
executive sponsors and leads from multiple companies and various focus areas to network,
collaborate and share best practice.
Drawing on these insights, this publication is structured as follows:
Part 1: provides an overview of the landscape of ERGs in India, looking at how widely they are
adopted, which are the most popular and the average stage of maturity.
Part 2: highlights some of the common challenges and examines critical success factors at
different stages of the life-cycle of an ERG, from initial launch through to keeping momentum
and taking it to the next level.
Part 3: showcases examples of ERGs from leading companies in India as a way to inspire and
motivate others.

PART 1:
LANDSCAPE OF EMPLOYEE
RESOURCE GROUPS IN INDIA
To set the context for our focus on ERGs, we provide an at a glance view of the landscape of
ERGs in India. This data is based on information gathered from DIAN India members as well as
data collated from the websites of companies featured on ‘India’s Best Companies to Work for
2016’ as compiled by The Economic Times.2
2
See: http://www.greatplacetowork.in/best-companies/indias-best-companies-to-work-for#

8

PART 2:
CHALLENGES AND CRITICAL
SUCCESS FACTORS
Many resources already exist to provide advice on how to set up an ERG. In our own
publication, The Power of Employee Networks in Asia, we provided 8 steps to setting up an
employee network which is included on pages 44-45.
In engaging directly with companies in India on how to leverage and maximise their ERGs,
we have heard some common challenges. In the following section, we help companies think
about how to address these challenges and look at critical success factors at the different
stages in the ERG life-cycle – from initial launch to keeping the momentum and then taking
an ERG to the next level. The insights shared in this section are gathered primarily from
interviews with ERG executive sponsors and ERG leads in India as well as experiences shared
at our ERG Summit held in Bangalore on 20 September 2016.

10
LAUNCHING YOUR ERG
Critical Success Factors
Clear Mission, Purpose and Goals
Defined Structure and Governance
Robust Selection Process
Senior Management Support
Proactive Communications Strategy
Some Common Questions & Challenges
Launching your ERG is arguably the most important stage – and taking the time to think through the strategy,
structure and process will be critical to the long-term success of your employee network. At this stage, paying
attention to the Critical Success Factors noted above is key to ensuring that the foundation of your new ERG is
strong and sustainable.
Clear Mission, Purpose and Goals
In the early days, the focus of many ERGs was simply to provide a support group or forum for people from a similar
demographic. In fact, early ERGs in the US were referred to as ‘affinity groups’ and provided an opportunity for
employees from different backgrounds to get together and make connections. However, with purely a social focus,
many ERGs failed to keep momentum and often struggled to gain corporate support. Experience has shown that
the most successful ERGs are those that have a clearly defined mission and purpose which are closely aligned to the
needs of the business.
Every organisation will have its own drivers for setting up an ERG and deciding the area it wants to focus on. The
need may be driven by the diverse community itself or a desire to diversify the talent pool; there may be pressure
from competitors or the external marketplace; or it may simply be to reinforce the philosophy and culture of the
organisation to create a more inclusive working environment. Whatever the drivers, it is important for those
launching the network to be clear about the need and to use this as the basis for the business case and identifying
the mission, purpose and goals.
Articulating a clear mission and purpose from the outset not only ensures strong support from key stakeholders at
all levels of the company, but provides a direction and motivation for ERG activities on an ongoing basis. This is
particularly important when it comes to launching ERGs in less common or more sensitive areas such as disability,
LGBT or even religion. Without a clearly articulated purpose or business case, grassroots efforts to launch a network
may meet resistance or lose focus along the way. However, by grounding the purpose of an LGBT ERG, for example,
in ensuring a safe and inclusive environment for LGBT employees and positioning the firm as an employer of choice
for young LGBT talent, the business case becomes more compelling. Below are some key questions that companies
can ask to help articulate their mission, purpose and goals.

11
Defined Structure and Governance
For many companies in India, their ERG is an extension of a global ERG which usually has a clearly defined structure.
A common effective model typically includes an executive sponsor, one to two ERG leads and a steering or core
committee of 8-10 passionate individuals who are responsible for the management of the network on a day to day
basis. In outlining the structure of the core committee, it is important to take the time to identify, define and
allocate the different roles required, including for instance, who will own the budget, manage the communications,
deliver the events, etc.
Given the scale and disparate nature of operations in India, companies are also advised to consider how the
structure will work beyond the India corporate headquarters. Key questions include how to create a structure that
provides for an inclusive approach, allowing people in different locations to not only contribute to the direction of
the ERG but also participate in its activities. Some large companies in India replicate the structure of their ERG in
different locations, whilst others have site leads who are represented on the core committee and responsible for
driving activities at the local level. Table 1 suggests the typical roles and responsibilities as well as ideal candidates
required for running an ERG.
Table 1: Typical Roles, Responsibilities and Ideal Candidates for ERGs
Role Responsibility Ideal Candidate
purpose
the ERG
senior peers
ERG activities
his/her commitment to the cause
group – often it can be more powerful if
they do not. For example, having a male
executive sponsor for a Women’s ERG or a
straight ally for an LGBT ERG
and talent
Executive Sponsor
The first step in being an Executive Sponsor is to empower and give control. You need to set the
context, tell those driving the ERG what you want, and let them do things their way. I ask the team to
come up with its own charter and decide the initiatives they want to drive. I allow them to fail fast and
learn fast!
Anshuman Kumar – Executive Sponsor NEXTGEN Network, Intuit

12
and activities of the ERG
Committee
passionate about the cause of the ERG
the target group, providing an opportunity
for learning and greater advocacy with
different stakeholders
as a development opportunity
ERG Lead
(1-2 people)
within the committee (eg. communications,
budget)
initiatives
activities of the ERG to the wider
organisation
cause and motivated to give their time
functions and skills should be represented
ERG Steering/
Core Committee
(8-10 people)
the local office
ground
different sites, are well respected and have
the ability to influence
Site Leads
My involvement as the lead of ENGAGE, first for India and now globally, has been enriching – helping
me learn immensely and grow as a leader. As the global lead of ENGAGE, I enable teams in every
region to align plans with I&D and business goals, facilitate best practice sharing and cross-regional
collaboration and drive global programs. ERG leadership is a great platform to hone one’s skills as a
global intrapreneur and contribute to strengthening the organisation’s culture.
I am relatively new to my organization and was excited to learn that I would have an opportunity to
join an Employee Resource Group around a subject I am passionate about. Being part of an ERG has
been a great way for me to not only grow as a project manager, as my responsibility is to plan and
oversee various programs, but it has also allowed me to network with so many people from various
parts of the business. The experience has been both personally and professionally gratifying.
Monali Bhalerao, Global Lead, ENGAGE (Eaton’s iERG focused on next gen talent)

13
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In addition to a defined structure, best practice ERGs also have a clear charter. Beyond the mission, purpose and
goals, this charter states the rules of engagement such as how often the committee will meet, the way meetings
will be managed as well as the scope, remit and accountability of the network and how it interfaces with other parts
of the organisation. It can be useful, for example, to clarify the role of the network in relationship to the HR and/or
Diversity & Inclusion function to avoid any potential confusion or overlap in roles.
Robust Selection Process
The success of an ERG relies on the leadership, capability and commitment of the people running it. Whilst
companies may use a variety of approaches to encourage employees to express their interest and put themselves
forward, it is important for companies to have a robust selection process. Despite being a body made up of
volunteers, it is critical that those recruited are able to fulfil long-term needs of the functioning of the network.
This point is highlighted by leading D&I expert, Mridula Sankhyayan of Vatt Vrikish Consultants:
In addition to thinking about the commitment and capability of individual members, attention should be given to
how the committee can be made up of representatives from different parts of the business, as this will play a key
role in bringing different perspectives, skillsets and spheres of influence to the group. Whilst a common interest or
commitment to the cause is important, some companies have found it beneficial to deliberately select executives or
employees who do not represent the diverse employee base that the network is representing. It is recognised that
in their roles as allies, they can often play an equally, if not more, powerful role in raising awareness in the
organisation and advocating for positive change.
Senior Management Support
For some companies, persuading people to put themselves forward or take on a voluntary role in running an ERG
can be a significant stumbling block. This is often the case when the value of the ERG may not be well understood,
teams are overwhelmed with workload and/or there is resistance from line management. When it comes to
garnering support from employees to get involved in the running of the ERG, companies should not under-estimate
the importance of engaging with senior management and securing their buy-in and support. Indeed this was the
number one critical success factor that was highlighted by nearly all the stakeholders that we interviewed.
In a hierarchical culture such as India, employees look to the endorsement and actions of their leaders and will look
for their lead when it comes to getting involved and at what level. Particularly those that are looking to take on a
more proactive role will look for not just permission, but approval and even recognition, from their managers.
Taking time, therefore, to get executive support for the mission, purpose and activities of the network –
predominantly at the middle management level – is an important step in the process.
Others may have reservations about taking on the role, predominantly those at the executive level, because they
are not sure what the role entails or the level of commitment required. It is important, therefore, to take time to
clarify the roles and responsibilities.
When it comes to selecting the volunteers to make up your Core Committee, you need to make sure
you select the right people. You need to identify not only passionate individuals committed to the
cause, but also high performing, high potential talent so they will be able to manage their additional
commitment to the ERG on top of their day-to-day workload. It’s also important to highlight that this
is a platform for increasing their visibility in the organisation so they remain invested in the role.
It gives me great pride to represent the ERG I am engaged with and I enjoy opportunities to share our
efforts and successes with Site Leads in other locations. The process has not only inspired me to think
outside the box and ensure a fresh approach to programs each year, but also strive to create similar
experiences and outcomes across sites so that all employees in our organization are receiving the
same education, exposure, and opportunity for involvement.

14
When we invite senior leaders to be Executive Sponsors, we share some guidelines on what is expected
of them. We highlight, for example, that we would like them to meet up with their ERG once a quarter
to provide guidance, advice and support.
It is also important to set clear expectations about how long members are required to assume the role. Best practice
suggests that a period of two years works well – giving individuals the opportunity to embrace the role
and ensure a level of continuity, whilst at the same time ensuring it is a manageable commitment.
Proactive Communications Strategy
There is no single way to launch an ERG. Some companies wait until they have all the pieces in place and use a large
scale company-wide event to announce their plans and get employees actively engaged. Such events may include
drawcard speakers and external experts and are designed primarily to raise awareness. Others take a more gradual
approach, using the launch as a way to socialise the ideas and encourage volunteers to put themselves forward to
be a part of the committee and drive the direction of the ERG. They may hold a series of smaller-scale activities, such
as film screenings or discussion forums, to socialise the ideas and secure interest and engagement. Whatever
approach a company adopts, it is critical that companies plan and develop a proactive communications strategy
that leverages all channels to get the message across. Communication should be consistent and repeated,
articulating the purpose of the ERG and why and how employees can get involved. Town hall meetings, email
communications from the executive sponsor, and articles on the corporate intranet are all platforms that should be
considered. Companies are also finding that social media can be a powerful way to get the message out and secure
engagement.

15
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KEEPING MOMENTUM
OF YOUR ERG
Targeted Programme of Activities
Coaching and Support
Recognition and Rewards
Succession Plan
Impact Measurement
After the initial excitement of launching an ERG, and often one to two years in, many companies find that
enthusiasm for their ERGs can dwindle. The priority here is to develop a plan to keep the momentum of the ERG.
At this stage, ensuring a targeted programme of activities, providing coaching and support, a formal system of
recognition and rewards, a succession plan and impact measurement become important.
Targeted Programme of Activities
When it comes to keeping momentum and ensuring the level of participation by employees remains high,
maintaining a focus on developing a rolling plan with a targeted programme of activities is critical. The same level
of attention that is given at time of launch needs to be applied on an annual basis and brainstorming ideas and
publishing a plan will help give continued direction to the ERG. This does not necessarily mean focusing on volume
– after all many employees struggle to find time to attend events. A small programme of targeted and high impact
initiatives that are well positioned and communicated can be as effective as a full calendar of events. However, it is
important to think about developing a programme that will appeal to a broad range of stakeholders rather than just
the core constituents.
One of the things we have learnt over the years is that initially, when you launch a network, everyone
is really enthusiastic - there are lots of programmes and everyone wants participate. However, it often
becomes too much for employees and they don’t know which events to attend. We have learnt to
streamline our activities and set priorities, with a focus on making the individual events more
meaningful.

16
In developing a targeted programme of ERG activities, companies operating in India face a particular challenge.
Many companies have multiple sites across the country and ERG leads need to think carefully about how to roll out
events that do not exclude or alienate those who are not based at headquarters. Some companies have addressed
this by re-running their more popular events in multiple locations, or finding ways to enable employees to
participate virtually.
Partnering with other networks to hold events can also be a way to inject new energy and attract different
audiences. Some companies have had a positive experience with inviting employees to suggest or ‘crowdsource’
ideas so that they experience a higher level of ownership and participation.
Coaching and Support
Championing and running an ERG can be challenging and those involved may frequently encounter resistance or
lack of support that can be both draining and demotivating. For example, some employees may question the need
for a network, be reluctant to endorse, or even oppose what the network stands for. Consider, for example,
potential opposition to an LGBT ERG from those who may be unfamiliar or uncomfortable with this topic, or lack of
support for a women’s ERG by those who are concerned that undue attention is being given to female employees.
In light of this, it is worth investing time and resources to coaching and supporting ERG volunteers - empowering
them to be more effective in their role as a way to keep them motivated and engaged. Mridula Sankhyayan of Vatt
Vrikish Consultants provides this further advice:
This type of coaching might be provided by the Diversity & Inclusion or Human Resources department,
or alternatively by external consultants.
Recognition and Rewards
It is also important to remember that ERGs are a voluntary activity and that for the most part, those involved in
running the ERG are doing this over and above their day jobs. Given the pace of business in India, the majority of
employees are time poor and it is likely that at times, individual employees may not be able to devote the same
level of commitment on a consistent basis. It is very common for the regularity of network meetings to stall or for
energy levels to wane. This is where recognition and rewards can play a key role. Leading companies recognise the
importance of including participation in ERG activities into formal appraisals. Certainly participation in an ERG –
whether it be as a leader or contributor, is a professional development opportunity that should be duly
acknowledged. Companies that are successful are those that are able to position participation in an ERG
as an honour or recognition of their leadership potential and contribution.
Such coaching might include how to educate and sensitise employees on the core issues, how to
position the business case for the network, how to respond to criticism or resistance or how to share
stories and highlight the positive impact that the ERG is having. It might also include specific guidance
on how to respond to challenging situations, such as calling out inappropriate behaviour or how to
most appropriately deal with grievances and complaints, following the correct internal escalation
procedures.
It is definitely seen as an honour to be leading something like this. You know that you are changing
the culture and there is a sense of pride for being involved. Everybody feels that it is a wonderful
programme to be part of. It is beyond an initiative – it is a strategic priority.
Participants get recognition and get special benefits for stepping up and supporting this strategy
during appraisal. It’s also a wonderful feeling to make an impact in someone’s life.

17
In many companies, ERGs are being forced to redefine their “engagement model” in order to recruit
and retain long-term volunteer participation that is purposeful and that rewards employees for their
efforts – by helping them advance their careers, develop their leadership skills, and gain greater
visibility with and access to senior executives so that they can get discovered.3
Succession Planning
Despite early success, many ERGs stall when the original individuals involved in launching the network leave the
company or are not able to continue in their role. Given that the passion and commitment of the ERG lead and its
core committee members are so critical to the energy and enthusiasm of the network, it is not surprising that this
can be a significant derailer. Like any organisation, it is important that the leaders of the ERG take a proactive
approach to succession planning. To ensure ongoing sustainability, ERG leads should constantly be thinking about
the pipeline of talent that can get involved, and take proactive steps to groom and prepare the next leaders. Some
companies address this by promoting their ERGs and the opportunities to get involved in managing at the
onboarding stage. New joiners are often keen to be integrated, connected and seen and being involved in an ERG
can be a fast track way to do this.
Impact Measurement
Finally, when it comes to addressing the challenges of keeping the momentum of an ERG, impact measurement is
an important factor to consider. When the activities of an ERG are seen to lose relevance to the business, they often
flounder. The more an ERG can demonstrate the positive impact that it is having, and how it is aligned to the needs
of the business, the more likely it is to be in a position to garner continued support, at both the executive and
grassroots level. Many companies struggle with impact measurement in terms of what to measure. Some metrics
adopted by leading companies are detailed in Table 2. The case studies in Part 3 also highlight the ways in which
companies measure the impact of their ERGs.
o attract target talent
o influence corporate policy
o develop products and services targeted at this group
3
Forbes Article: 7 Ways to Enable Your Employee Resource Groups into a Powerful Advancement Platform, Jun 18, 2012.
See:http://www.forbes.com/sites/glennllopis/2012/06/18/7-ways-to-enable-your-employee-resource-groups-into-a-powerful-advancement-platform/
It is worth remembering, however, that metrics are only part of the story and that equally important is the way in
which this impact is reported and shared across the organisation. Personal story-telling is important in this regard
and encouraging those who have personally benefitted from the activities of the network to share their
perspectives can be extremely powerful. This may be done in person or via online platforms and social media.
Table 2: ERG Metrics

18
ERGs must become more deliberate in translating different points of view and perspectives
into solutions to meet corporate growth objectives across channels, brands and business units.4
It is an opportunity that will allow the voices of employees to be heard and the power of diverse
thinking to influence the new ground-rules that will define the workplace of the future, its workforce,
clients and consumers.
Corporate Policy
Recruitment
Product & Service Development
External Outreach and Collaboration
TAKING YOUR ERG TO
THE NEXT LEVEL
For companies that have been successful in running an ERG for a number of years, like many from the DIAN India
network, the focus turns to taking an ERG to the next level. Many companies now talk about elevating the role of
their networks from ERGs to ‘BRGs,’ or Business Resource Groups, aligning the activities more closely to the priorities
of the business. This typically goes beyond merely promoting a more diverse and inclusive culture. As companies
seek to maximise the impact of their ERGs, there is opportunity to identify ways in which ERGs can improve
company policy, drive targeted recruitment, influence product and service development as well as engage
externally through external outreach and collaboration.
Corporate Policy
As companies think about how to leverage their ERGs for the benefit of the business, one of the most obvious
places to start is to proactively engage with the target group to identify ways to improve corporate policy.
A women’s ERG, for example, is ideally positioned to provide critical insights on policies relating to maternity leave
or return to work programmes. Similarly, a disability network made up of individuals with personal experience of
disability is the perfect group to consult regarding how to make the organisation more open and accessible.
Beyond just ideas, if suitably motivated and supported, members of the ERG may also be willing to take the lead in
making the changes happen. As highlighted in a recent Forbes article, there is the need for ERGs to transition from
social networks to think-tank type groups that directly impact the business.
4
Forbes Article: 7 Ways to Enable Your Employee Resource Groups into a Powerful Advancement Platform, Jun 18, 2012.
See: http://www.forbes.com/sites/glennllopis/2012/06/18/7-ways-to-enable-your-employee-resource-groups-into-a-powerful-advancement-platform/

19
Leverage your ERGs to create an environment that provides opportunities for employees to meet
others from the same (or other) diversity communities. Employees will better understand the
challenges and differences in communities, and together can use that understanding to come up with
more innovative ways to develop products that better meet customer needs.5
5
Source: http://www.sparkcollaboration.com/diversity-inclusion-maximizing-your-resource-groups-to-build-a-culture-of-inclusion/
Recruitment
Given the war for talent and the challenge many companies face when it comes to recruitment, ERGs can be a
powerful channel for positioning the company as an employer of choice for targeted groups. In addition to
positioning an ERG as a benefit for prospective candidates joining the organisation, leading companies are now
consciously thinking about how they can leverage their ERGs for targeted recruitment efforts. For instance, they
may send active members of their women’s ERG to participate in an event designed to attract potential female
candidates, or representatives from their Gen Y ERG to talk to young graduates about their experiences in the
organisation. Affinity bias is a powerful force and it is worth recognising that in making a decision about which
company to join, seeing ‘people like me’ who are happy and successful can be a strong influencing factor.
Recognising this, many leading companies are consciously embedding recruitment efforts into the business plans
for their ERGs.
Product & Service Development
However, it is not just from an internal persepective that ERGs can play a powerful role in supporting the priorities
of the business. Like a targeted focus group representing a specific market segment, members of a relevant ERG can
help identify opportunities for product and service development and enhancement. Whilst there is some way to go
before companies routinely engage with their ERGs in this way, some are already tapping into the insights of the
members of their different ERGs to address customer needs. For instance, several leading technology companies,
such as Cisco, whose Disability Network is featured in Part 3, are already leveraging the insights of their employees
with disabilities to better understand how they can make their products and services more user friendly and
accessible to customers with disabilities.
External Outreach and Collaboration
Finally, as companies think about how they can take their ERGs to the next level, there is an opportunity to consider
ways in which the ERG can play a role externally – either in terms of community outreach or collaboration with
other companies and organisations. Several leading women’s networks in India, for example, have programmes
targeted at getting their members involved in supporting women from rural or underprivileged backgrounds. In
engaging externally, ERGs have the potential to differentiate the company and its brand in exciting ways that can
bring real benefit to the business. We are also seeing a growing trend for cross-company ERG collaboration, with
companies partnering to run events or share insights.
Indeed, there is real value in encouraging different ERGs to work together and make connections across groups
rather than merely operating within their silos. One of the common criticisms of ERGs is that in creating a forum for
people from a similar background to get together, there is a danger of alienating those outside the group, or
discouraging a diversity of views – neither of which are beneficial to the aims of the organisation. The opportunity,
therefore, is to identify ways in which ERGs can work together to promote greater understanding and inclusion.
The Grace Hopper Celebration of Women in Computing (GHC) is the leading place to connect with female
technologists. Many companies in India encourage their women’s networks to participate in this event and use
it as a platform to engage leading women techies and attract them to apply for open positions.

20
Finally, in thinking about how to take your ERG to the next level, we share this model from Hudson Research and
Consulting which highlights the natural evolution of affinity networks to BRGs.
Source:https://www.td.org/Publications/Blogs/Human-Capital-Blog/2016/01/Whats-Next-for-Employee-Resource-Groups
Creating community
for under-represented
groups
Expand membership
of populations /
create formal
governance
Integrate business
focus
Promote linkages
Affinity groups ERGs (Employee
Resource Groups)
BRGs (Business
Resource Groups)
Intersectionality
Alignment: Global
Workplace &
Marketplace
Feel welcomed
Social connections
Build a network
Establish connections
with members and
allies
Build employer
loyalty
Attract best talent
Add value to the
business
Promote revenue
generation
New value
propositions
Harness innovation
Out of silos/Build
common ground
ERG Evolution: Affinity Groups to BRGs
PURPOSE
OUTCOME
RECOGNISE PROMOTE LEVERAGE

PART 3:
LEADING EXAMPLES OF
ERGS IN THE REGION
To uncover and showcase best practice, Community Business ran an ERG Best Practice
Campaign and invited companies to nominate their ERGs in India. ERGs were selected to be
featured in this ERG Resource Guide based on the following key criteria:
Strategic: has a clear strategy, mission and goals
Proactive: engages in a range of activities in line with its strategy
Impactful: can demonstrate a positive impact
Sustainable: has a long-term commitment
ERGs from the following companies were selected and are featured on the following pages in
alphabetical order: Accenture, Barclays, BNY Mellon, Cisco, Dell, EY, Goldman Sachs, IBM, Infosys,
Intel and Intuit.

22
Name of Network : Vaahini
Focus : Women
Launched in India : 2005
Membership : Professional women - both inside and outside Accenture
OVERVIEW
Vaahini
Our Employee Resource Groups (ERGs) are vibrant communities that enable our people to
strengthen their networks, grow their skills, celebrate their heritages and give back to the
communities where they live and work. ERGs may be organized around common needs or
interests, including abilities, age, career path, ethnicity, gender, religion, sexual orientation and
gender identity and expression. The groups often develop based on local demand and interest,
and differ from location to location, but they all promote inclusion and diversity through
education, awareness, professional and personal development and cross-cultural interactions.
STRATEGY
When Accenture’s Vaahini network was originally set up
over a decade ago in 2005, the goal was to create a
platform for women to come together, discuss issues
that mattered to them and provide a forum for their
voices to be heard. However, by 2009, Vaahini realised
that the challenges Accenture was trying to solve, in
terms of creating greater opportunities for women in
India, were not unique to them but relevant to any
professional woman. Vaahini therefore decided to open
its doors to a broader group of women to create wider
access for its resources, leadership, models, and stories.
Today, about half of Vaahini’s members are external to
Accenture and its goal is to provide a platform for
career women to learn, share, and empower
themselves and others.
STRUCTURE
Vaahini is managed by an Executive Council in each of
Accenture’s 37 locations across India and championed
and supported by a Managing Director (MD) in each
location. Each quarter, the Councils get together to
discuss plans, align activities and assess progress.
There are also a number of Sub-Committees that focus
on specific workstreams for each location. As part of its
commitment to promoting men as advocates for
gender diversity, Accenture also ensures it has a
number of male MD supporting the Vaahini network.
ACTIVITIES
Vaahini runs a full calendar of activities throughout the
year in each of its different locations. This includes both
internal as well as external events. Activities range from
networking events, educational sessions on topics such
as safety, professional development sessions, as well as
inspirational story sharing by guest speakers. One
programme of which Accenture is particularly proud is
its Leadership Roundtables which provide a quarterly
forum for senior leaders to interact with women on
specific topics. Leadership Roundtables not only
provides a forum for increasing leadership awareness of
issues facing women, but also serves as a means of
reassuring participating women that their views and
concerns have been taken seriously. This, in turn, builds
trust and confidence in the network.
However, Vaahini is more than just a resource for
women and plays a strategic role in support of the
business. The voice of Vaahini was instrumental in the
introduction of a 6 month maternity policy at
Accenture back in May 2015 – long before such
changes were promoted by the Indian Government.
Accenture has also leveraged its Vaahini women to

23
FOCUS : Women
drive greater retention of its female professionals.
Findings from internal focus groups highlighted that
one of the reasons women drop out of the workforce is
that unlike men, they do not take a long-term or
planned approach to their careers. Often subject to the
influences and demands of family or life-stage, they
found that women tend to take a role for a couple of
years and then a break to get married, move to a
different city or have children. By leveraging its Vaahini
women, Accenture developed a programme designed
to challenge this mindset and encourage women to
take a more intentional approach to their careers,
setting themselves up for long-term success.
Another key activity of Vaahini has been the creation of
an online platform which is open to professional
women both inside and outside Accenture. By
registering online, women can access inspirational
stories, exchange ideas, participate in discussions and
debates on thought provoking subjects as well as build
their leadership skills.
IMPACT
Accenture assesses the impact of Vaahini internally by
the uptake of its programmes, its position as an
employer of choice for women and the achievement of
its diversity goals. The company has received many
accolades in this respect, including 2016 Top 10 Best
Employer for Women in India award by Working Mother
and Avtar. However, it also monitors the wider impact,
assessing the extent to which Vaahini is able to use the
collective voice of women to drive thought leadership,
innovation and positive change in broader Indian
society. Indeed, it was because of Vaahini's relevance to
all professional women that Accenture decided to open
the network to all Indian women professionals beyond
its own employees.
CRITICAL SUCCESS FACTORS
In managing Vaahini in India, Accenture highlights the
following critical success factors in running an ERG:
making them accountable.
priorities - around recruitment, engagement and
retention of women in the workforce.
providing the right level of resources to bring the
plan to life and ensure the network is sustainable.
MOVING FORWARD
As a well-established network, Accenture is looking to
continue to leverage Vaahini to empower professional
women, enabling their careers and supporting their
growth. However, it is also looking to drive stronger
business outcomes, identifying ways for Vaahini to play
an active role in shaping the landscape of Accenture as
an organisation.

24
Name of Network : Women’s Initiative Network (WIN)
Focus : Women
OVERVIEW
Barclays ensures that employees of all backgrounds are treated equally and contribute fully
to our vision and goals. Businesses are supported by Employee Network Groups (ENGs), which
provide an opportunity for everyone to be involved in the diversity strategy. These forums
support business and inclusion goals throughout the organisation. They focus on raising
awareness, providing networking and professional development opportunities to their
membership, and partnering with external organisations through community outreach.
STRATEGY
Barclays has long been committed to increasing the
representation of women in the financial services sector
and its global Women’s Initiative Network (WIN) is a key
vehicle for supporting, developing and maximising its
female talent.
STRUCTURE
Like all its employee networks, Barclays’ WIN has a
senior executive sponsor at the global level and is led at
the national level by country leads. Given India’s size
and distribution of Barclays’ operations across the
country, WIN in India also has city leads responsible for
driving the agenda forward in each of its different office
locations, namely: Mumbai, Chennai, Noida and Pune.
With a clear mandate and directive from the global
level, a working group of volunteers comes together on
a regular basis to develop a clear set of objectives and
roll out an agreed plan of activities at the local level.
ACTIVITIES
In line with its stated objectives, Barclays’ WIN in India
has a full programme of activities, with at least one
activity every month, focusing on the following key
areas: gender awareness and support, professional
development, external engagement and community
engagement.
Gender Awareness and Support
The WIN directs much of its attention to creating a more
gender aware and supportive corporate culture,
running events that address key issues relating to its
female employees and introducing policies that support
them to be successful. For example, it raises awareness
of the flexible working arrangements aimed to promote
work life balance and runs sessions on health and
fitness to support wellbeing. WIN has also facilitated the
introduction of Barclays’ Childcare Leave and Transition
Coaching Programme which helps employees make
informed career choices in advance of
maternity/paternity transition so that they are able to
enjoy this phase of life without any anxiety.
Professional Development
Barclays recognises that utilising the talents of women
not only helps enrich our perspectives, but helps
embed the culture we are building within the
organisation. Barclays has taken a proactive approach to
promoting gender diversity throughout the
organisation through initiatives like mentoring and
networking opportunities. Over the past few years,
WIN has:
Women’s Initiative Network (WIN)

25
External Engagement
WIN is actively engaged externally, supporting global
campaigns and participating in external forums.
Globally, Barclays is a founding member of the United
Nations’ campaign for women, HeForShe. Through this
commitment, colleagues are encouraged to become
mentors, volunteer their time for female-focused
charities and foster and engage diverse talent within
their teams. WIN also puts women forward to
participate and speak at external events, such as those
run by NASSCOM and We Are the City.
Community Engagement
Community Engagement is another key activity and
WIN members are encouraged to participate in
programmes and events that are organised by the
citizenship team that are specifically targeted at
supporting less privileged women in Indian society.
Globally, Barclays has made a commitment to reach 2.5
million women around the world with financial
inclusion programmes.
IMPACT
In assessing the impact, Barclays ties the success of its WIN
closely to the achievement of its gender diversity goals. It
constantly monitors the ratio of male to female
employees, the number of women at senior leadership
positions, and the attrition rate of women and listens to
what employees are saying through its employee
engagement surveys. The positive impact of WIN includes:
including a flexible working model and an extended
maternity leave, long before they were mandated by
the Government of India
In managing WIN in India, Barclays highlights the
your goals
leaders
MOVING FORWARD
The Barclays gender agenda plays a significant role in
increasing the diversity of our company. WIN chapters
have been established on a voluntary basis by
colleagues all over the world, engaging in networking
events, leadership development, and other activities to
ensure women have the opportunity to express their
ideas and visions. Moving forward it will continue to
maintain a positive climate of inclusion and engage-
ment as well as increasing recognition as a global
employer of choice.
FOCUS : Women

IMPACT
Name of Network : IMPACT
Focus : Multiculturalism
Membership :
OVERVIEW
At BNY Mellon, our Employee Resource Groups (ERGs) are a key component of our uncom-
promising commitment to diversity and inclusion. This commitment is not only important to our
company’s culture and to each of us as individuals, it is also critical to our ability to serve our
clients and grow our businesses.
STRATEGY
Given the rich cultural diversity of India, launching an
ERG with culture at the forefront was a natural
progression in BNY Mellon India’s diversity and
inclusion journey. Whilst globally, IMPACT seeks to
promote multiculturalism and mutual respect and
focuses on the recruitment, retention, professional
development and advancement of multicultural
employees, IMPACT in India focuses specifically on the
three themes of: ‘multiculturalism’, ‘regional inclusion’
and ‘generational collaboration’ – reflecting more
closely key cultural dynamics of the local market.
STRUCTURE
Building on the success of the introduction of its
women’s ERG (WIN) in 2008 and disability ERG (HEART)
in 2012, BNY Mellon launched IMPACT in India in 2013.
Like all its ERGs globally, the network has an executive
sponsor, two co-chairs and a steering committee. Given
the focus of this group, BNY Mellon has made a
conscious effort to select co-chairs from different
regional backgrounds and steering committee
members are invited based on their active participation
in the network. All activities organised by the ERG are
open to all BNY Mellon employees, thus ensuring high
levels of engagement and participation. Once
launched, the focus of the first 12 months was on
creating and raising awareness. This included
networking with employees across BNY Mellon’s
multiple locations in India and socialising the vision and
purpose of the ERG.
ACTIVITIES
Throughout the year, IMPACT takes the lead in
organising initiatives and events in line with its three
key focus areas - multiculturalism, regional inclusion,
and generational collaboration.
Multiculturalism
A key focus of IMPACT globally is to promote
‘multiculturalism’ or cross-cultural understanding
across the firm – clearly critical for an organisation that
has operations and does business in more than 35
countries. IMPACT in India was recognised for taking
the lead in launching a signature initiative at BNY
Mellon – the ‘Culture Collaboration’ series, providing an
opportunity for colleagues from across the company to
come together and celebrate cultural diversity.
Through this programme, ERG members in India
collaborated with colleagues from other regions to
share insights about their culture – including food,
dress, festivals, social structure as well as differences in
communication and working styles.
Regional Inclusion
BNY Mellon in India has recognised the opportunity to
leverage this ERG not just to increase cross-cultural
understanding between employees in different
countries, but also across India. With BNY Mellon’s fast
expanding presence in India, many employees join the
company from different parts of the country, and
increasingly from the so-called Tier II and Tier III cities,

27
FOCUS : Multiculturalism
where cultural perspectives and experiences can be
very different. A key role of the ERG, therefore, is to
create an inclusive environment where people from all
regions of India feel welcomed into the organisation.
IMPACT proactively partners with the HR team and
Business Heads to ensure there is a smooth integration
between those joining the company from cities where
BNY Mellon has its presence (Pune and Chennai) and
those joining from other parts of India.
Generational Collaboration
It is well known that India’s dominant Gen Y population,
with its very different ways of thinking, communicating
and working, is creating a cultural shift in many
organisations. In recognition of this, BNY Mellon has
extended its focus on cultural diversity to include
India launched its own Reverse Mentoring programme.
As part of this pioneering progamme, members of BNY
Mellon India’s Executive Committee were mentored by
high potential millennials. These mentor-mentee pairs
meet regularly to discuss issues they both want to
address. Mentors gain from the knowledge and
experience of their mentees, while the mentees have an
opportunity to learn about the latest trends from the
younger generation.
FOOTPRINT
cant increase in the number of its members. As of
IMPACT India has managed to positively change
mindsets and BNY Mellon reports a noticeable
increase in level of respect amongst colleagues from
different regions.
globally are aware and more respectful of the
different time zones that people work in. Meetings
are now held at a time most suitable for all
participants.
The success of the ‘Culture Collaboration’ series has
ensured global recognition for the Impact India
Chapter and the visibility of local Indian talent globally.
BNY Mellon highlights the following critical success
factors in running an ERG:
journey
committees
MOVING FORWARD
BNY Mellon plans to keep the momentum of the ERG
by continuing to: hold cultural events that showcase
India’s cultural diversity, facilitate the integration of
new hires into the organisation, and demonstrate
thought leadership on this topic through ‘diversity
dialogues.’ Moving forward, the focus of IMPACT is to
elevate the effect the ERG has on the business by
aligning its strategy to the organisation’s philosophy.

28
Connected Disability Awareness
Network (CDAN)
Name of Network :
Focus :
Membership : 120
OVERVIEW
At Cisco, our culture of inclusion is fuelled by vibrant employee communities. We recognise
that the best way to attract and keep the best people is through full participation; leveraging the
had transformational impact on our company, our communities, and our world.
STRATEGY
At Cisco, people with disabilities are regarded as vital
members of the Cisco family and integral to the
company’s success. Their unique experiences and
perspectives are seen to be key to identifying new
market opportunities, solving complex problems and
driving the innovation that is at the heart of Cisco’s
for employees with disabilities as well as an important
business advisory role. Its mission is to promote an
adaptable work environment that provides business
benefits to Cisco and its customers, partners, employees,
suppliers and communities. Specifically, it seeks to fulfil
Company’ and integrate accessibility into business
processes, operations and products.
STRUCTURE
with an active chapter in India. With an operating
committee and executive sponsor at the global level,
and volunteers who are active in different office locations
in India. Members, who represent all parts of the business,
include both those impacted by disability as well as those
who are responsible for thinking about the accessibility of
Cisco’s products and services.
structured around the following key tracks:
Employee Awareness: Activities and
communications designed to raise awareness on
disability in order to promote an inclusive workplace
and workforce.
People Power: A programme which focuses on the
hiring of people with disabilities at Cisco.
Technology: Awareness and events highlighting the
importance of leveraging Cisco technologies in the
space of disability.
External Partnerships: Activities with NGOs and
other companies to share best practices on disability.
Each track has a leader and monthly meetings are held
to review new ideas and drive a plan of action.
ACTIVITIES
Employee Awareness
year to raise disability awareness. These programs
where people are encouraged to think about how to
make technology accessible and usable by persons with

29
FOCUS : Disability
encourage innovation and ideas. As a result of this
initiative, Cisco was able to develop applications to
support leading disability NGO, Enable India, in its
designed to sensitise managers and employees,
including, for example, a guest speaker series and
braille and sign-language training.
Recruitment
people with disabilities, partnering with universities and
NGOs to provide long-term training to candidates in an
effort to increase their preparedness to join the
workplace. It also provides targeted training, such as
information technology training for the visually
particularly proud is ‘Project Life Changer.’ Recognising
that many individuals with disabilities fail to secure
employment not because of lack of talent, but simply
because they lack the necessary technology or face
issues travelling and working in an office environment,
to come up with a solution. By developing and offering
its Cisco Virtual Office Package, it is able to provide
candidates with disabilities opportunities for virtual
employment, overcoming some of the traditional
barriers they face. The programme has received strong
support from several of Cisco’s business leaders who are
actively looking to hire people with disabilities through
promote this as a solution for other companies to adopt
– tackling both a societal issue whilst also generating a
business opportunity for Cisco.
IMPACT
India is seen as a true partner to the business, driving a
strategic approach to the way Cisco addresses disability
and delivering a number of positive impacts.
designed to empower people with disabilities, the
bringing its key motto to life —“Changing the way
we live, work, play and learn”.
to improve the accessibility of Cisco’s facilities in
India, including the introduction of reserved parking,
ramp access, accessible toilets, braille signage for
conference rooms and elevators, and wheelchair
assistance for visitors.
Cisco has established itself as an employer of choice,
currently employing many people with disabilities
in India.
disability welfare
finance and vendors
MOVING FORWARD
an employer of choice for people with disabilities and
being recognised for its leadership by customers,
partners and local communities.

30
TrueAbility
Name of Network : TrueAbility
Focus :
Membership : 380
OVERVIEW
Our team members are an incredible force focused on building a greater level of involvement
in our global diversity practices across our business. Employee resource groups connect team
members who share common ethnicity, gender, nationality, lifestyle or sexual orientation.
They provide personal and professional development through mentoring, volunteerism and
community involvement.
STRATEGY
experience is a competitive advantage. As such, its
TrueAbility Network, whose global mission is “aiding,
enriching and serving those impacted by disabilities
and special needs," plays a critical role – both internally
and externally. In India, TrueAbility focuses on creating
a platform to engage employees while raising
awareness on the importance of inclusion, particularly
in regards to differently abled individuals. Through its
programmes, the ERG (Employee Resource Group)
seeks to create opportunities that benefit the external
employees as well as educate employees through
action.
STRUCTURE
ERG in India in January 2014. Ensuring a co-ordinated
strategy globally, the ERG has executive sponsors and
network leads at both the Asia Pacific regional level as
well as the country level in India. Funding is provided
through in-country and functional budgets and is
ACTIVITIES
pillars:
Empowering Employees – through interactive
awareness events, lessons in leadership, training,
advocacy to influence policy, mentoring, and
facilities improvements.
Membership & Brand – engaging team members,
hiring initiatives, connecting externally with business
networks, universities and government agencies
including on social media.
Community – volunteer opportunities focused on
children and education, developing sustainable
relationships with local partners, career and
technology sessions.
Empowering Employees
With a focus on ensuring universal access, the
TrueAbility ERG has played a key role in transforming
example, replacing old signage with braille signage,
designating parking slots for wheel chair users,
providing ramps and handrails and ensuring wheel

31
FOCUS : Disability
Membership & Brand
In seeking to raise awareness and drive a truly inclusive
culture, TrueAbility has organised interactive
workshops across India sites that focus on abilities and
inclusion. Leaders have conducted these sessions,
stressing that by coming together the company can
empower and create awareness on the benefits of an
inclusive and accessible society for all.
I was immensely moved by the collective conviction this
team had on making the differently abled join and thrive in
Dell. The team came up with workshop content based on
the latest social and medical research on myths around
differently abled persons in the workplace. During World
Disability Day on December 3rd, 2016, three simultaneous
workshops were held. The team continues to reach out to
employees across sites in building a conducive
environment for differently abled persons to join and thrive.
Manish Chhabra,
Director – Business Intelligence
India Lead for TrueAbility team since Q3 2015
Community
MitraJyothi Mission in Bangalore to record audio books
in the Kannada language for the visually challenged. This
provided a unique opportunity for Kannada speaking
team members, passionate about helping people with
different abilities, to contribute to a good cause.
IMPACT
the impact of its TrueAbility ERG on metrics such as
growth of membership, engagement levels of
employees, voluntary hours spent and number of
people with disabilities employed.
Membership of TrueAbility in India grew by 500%
engagement for ERG members is 13% higher than
for non-members. In addition, results showed that
as participation in the ERG increased, employee
engagement also increased by almost 24%.
engaged approximately 200 employees and clocked
385 hours of engagement.
the following critical success factors:
with like-minded people and companies
disability
your organisation
participation
MOVING FORWARD
publish a TrueAbility newsletter, raise employee and
community awareness and increase its membership
base. To drive greater accountability at leadership
executive leadership scorecards. These will begin to
measure leaders on their ERG engagement as well as
hold them accountable for ERG growth and their own
business unit’s engagement. In addition, with the
inclusion will fall under the same business unit as
corporate social responsibility (CSR). As such, the
company is actively seeking ways to strategically

32
EY GDS Professional Network
Name of Network :
Focus :
OVERVIEW
At EY, professional networks have been an integral part of its people culture for 20 years. As a
Professional Network provides its people with opportunities to connect with clients, communities
and culture.
STRATEGY
With a leading reputation for its commitment to
plays a critical role in the development of its talent across
countries — including India. Launched in 2008 in India as
Resource Group was later rebranded to the Professional
Network provides a platform for professionals to connect,
voice their opinions, learn from each other, build
relationships and be inspired. It also offers female
employees a shoulder of support and a sense of
belonging that enhances their everyday work life.
STRUCTURE
Like every people network at EY, the Professional
Network has an executive sponsor to provide high-level
strategic inputs, connectivity and support, as well as
executive champions to provide leadership in the field.
It also has a few core committee members who drive
the activity of the network.
ACTIVITIES
As part of its goal to empower women to grow, succeed
and shine while facing new challenges in their
Professional Network organizes the following key
activities.
1. Professional Speaker Series: This forum helps
professionals succeed as they move up the ranks, by
supporting their leadership development and
providing them with an opportunity to learn from
leaders in the industry — both internal and external.
program with a series of podcasts.
2. Working Parent’s Network: This forum is a branch
of the Professional Network that provides a support
system for new, expectant and experienced mothers
and fathers. It assists young mothers and fathers in
the organization while they face new family
responsibilities and career challenges. It also
encourages them to develop informal networking
relationships with more experienced parents.
3. Women’s Access Program: This forum concentrates
on developing and strengthening the leadership
capabilities of women by fostering mentor-mentee
relationships between women professionals and
leaders in the organisation. It provides a platform
where female employees can share their
experiences, thereby accelerating individual growth,
development and enhancement of leadership skills.
IMPACT
both men and women. However, it is more popular
among EY’s women employees who continue to use
the network to thrive and succeed in the workplace. To
validate further effectiveness of the network, we
measure its impact by a number of metrics — including
engagement index of women, promotions of women to

33
FOCUS : All EY GDS employees
leadership positions and representation of women
across all work levels in the workplace.
seen a 2% increase in the last 12 months.
Internal surveys highlight that the Professional Network
is among the top-three career enablers for women.
in engaging working fathers through the Parents’
Network in a drive to highlight the role of parenting
and childcare as a shared responsibility.
diversity ratio in India. The female-to-male ratio is
currently 45% : 55%.
highlights the following critical success factors in
running an ERG:
value proposition
organization to drive the ERG
expectations from the ERG to develop an effective plan
MOVING FORWARD
networks by:
face of childcare in India where both men and
women now have a shared responsibility toward
their children
role models
during various phases of their career life cycle

34
India Religion and Culture Forum
Name of Network : India Religion and Culture Forum
Focus :
Membership : 350 employees across Bengaluru
OVERVIEW
Employee affinity networks and interest forums, which are open to all professionals at
Goldman Sachs, develop programs that support our firm’s diversity and inclusion strategy. These
groups provide an opportunity for our people to share concerns and feedback, and to develop
professional relationships with those from other business units and divisions.
STRATEGY
Goldman Sachs is one of the few companies in India to
have an employee resource group focusing on religion
and culture. Whilst the majority of companies shy away
from this topic, concerned about the sensitivities,
Goldman Sachs has recognised the rich religious and
cultural diversity that permeates Indian society as
reflected in food, dress and religious practice. Set up as
early as 2009, the key driver of the India Religion and
Culture Forum was to create an inclusive workplace
that respects people from different backgrounds,
allowing them to feel safe and comfortable to bring
their whole selves to work – including their religious
and cultural identity. Sensitising employees about the
diversity of the workforce, dispelling myths and
stereotypes, increasing understanding and generally
engaging employees in conversation about different
religions and cultures are key objectives of this Forum.
STRUCTURE
executive sponsor, two co-heads and a core committee
of 8-10 people from across the firm in Bengaluru who
take on the role for a two-year period. The co-heads are
focus on identifying those with an interest and
commitment to the subject, as well as high potential
talent who would benefit from the greater visibility that
such a role provides. It is recognised that the co-heads
are key to driving and motivating the core committee,
so the firm looks for individuals with strong leadership
potential. Volunteers for the core committee are drawn
from different areas of the business to ensure that a
variety of functions and perspectives are represented.
As with all affinity networks and interest forums at
Goldman Sachs, the India Religion and Culture Forum
has a dedicated budget and is required to draw up an
annual business plan which is reviewed and approved
centrally.
ACTIVITIES
With a new theme every year, the India Religion and
Culture Forum meets monthly to plan and implement a
plethora of activities through the year. These include
activities to celebrate festivals and events such as of
the firm dedicates the month of May to raise awareness
on topics related to religion and culture. This includes
panel discussions, facilitated dialogues and cultural
performances. Panel discussions have also focused on
topics such as the ‘Social Capital of Caste, ‘Islamic
of various faiths and beliefs. Activities included a panel
discussion with employees with different religious
beliefs, including a Muslim, a Jain and an atheist with a
view to facilitate dialogue and share different

35
FOCUS : Religion & Culture
perspectives. Since 2014, the programme has also
included a cultural performance competition called
employees were invited to form teams to showcase
lesser known cultures and traditions through
performing arts, including drama, dance and poetry.
This event has proved extremely popular, securing high
levels of participation and engagement from employees
across the organisation and growing significantly in size
year on year.
Beyond awareness and education, the India Religion
and Culture Forum also plays a strategic role in
supporting the business. The group has been
instrumental in the introduction of Quiet Rooms across
the Bengaluru office, ensuring dedicated spaces for all
employees to pray, meditate and conduct their religious
practice. It also advises the development of an annual
holiday calendar which highlights key religious and
cultural festivals and serves as a key reference for
managers and employees when scheduling work and
meetings.
IMPACT
In measuring the impact of this employee resource
group, Goldman Sachs looks at both quantitative and
qualitative data gathered from feedback surveys after
each event. It also looks at the number of people it
reaches through its activities. Over the past two years,
data shows that the forum has engaged over 1,500
employees. Beyond the specific numbers, however,
Goldman Sachs sees the positive impact as creating a
space for open dialogue about religion and culture in
the workplace and believes that for many employees,
this openness is a differentiator for their employer
brand.
In managing its India Religion and Culture Forum,
Goldman Sachs highlights the following critical success
factors in running an ERG:
employees and the business
evolve and priorities change over time
the needle on this topic
base on topics such as religion and culture
MOVING FORWARD
With a strong track record of building awareness and
sensitising the organisation to the importance of
religious diversity, the India Religion and Culture Forum
is now looking to take the resource group to the next
level, identifying creative ways to engage more
volunteers, impact more people and to continue to
align activities more closely to the needs of the
business.

EAGLE (Employee Alliance for Gay Lesbian
bisexual transgender Empowerment)
Name of Network : EAGLE (Employee Alliance for Gay Lesbian bisexual
transgender Empowerment)
Focus : LGBT
Launched in India : 2007 in India
Membership : LGBT+ Professionals and Allies
OVERVIEW
For IBM, diversity is a defining and measurable competitive advantage and we consciously
work to build diverse teams to better enable us to drive the very best results for our clients.
We believe that employee resource groups are not just employee networks that engage and
empower a specific community in the workplace, but they also give back to the business by
adding value to our clients and influence the marketplace – hence we call them BRGs
(Business Resource Groups).
STRATEGY
IBM’s Employee Alliance for Gay Lesbian bisexual
transgender Empowerment (EAGLE) was launched in
the US in the 1990s and in India in 2007 – as such it was
one of the first LGBT networks of its kind. As in other
regions, the mission of EAGLE in India is to build an
inclusive workplace where employees are valued,
empowered to think freely and encouraged to express
themselves fully, bringing their whole selves to work
regardless of sexual orientation, gender identity or
gender expression. It is recognised that this culture
frees employees to think creatively, producing dramatic
a Business Resource Group (BRG), the objectives of
EAGLE are to provide LGBT+ employees at IBM India
opportunities for:
promote a sense of community among members
through mentoring
strategy by identifying and maximising business
relationships
STRUCTURE
EAGLE has a senior leader, who is an LGBT+ ally, who
acts as the executive sponsor for the group, providing
overall direction and advice. On a day to day basis, the
BRG is co-led by two members from the LGBT+ and
allies community. This responsibility is completely
voluntary and is in addition to their full-time job
responsibilities. The BRG also has a core team and
members enrol voluntarily. The BRG is supported by
group on the firm’s intranet providing a platform for
members to enrol and interact with each other.
ACTIVITIES
The activities of IBM’s EAGLE BRG are focused on the
following:
Raising awareness about LGBT+ inclusion through
internal events, constant communication and
blogging, sensitisation training, ally programs, Pride
Month initiatives, etc.
Providing peer support through informal
networking, particularly for LGBT+ members who
may not be ‘out’ in the workplace or may not be
ready or willing to approach HR. This includes

37
FOCUS : LGBT
providing support to transgender employees who
may be in the process of transitioning.
Developing LGBT+ leadership by providing
programmes such as reverse mentoring of LGBT+
members and the firm’s Out Executive Program
which seeks to elevate top performers from the
LGBT+ community who are out as visible role models
to inspire others.
Collaborating with other organisations to share
best practices and help build their LGBT+ policies.
Representing EAGLE externally, at various national
and global events that are LGBT+ related, including
workplace conferences like Out and Equal.
Investing in the local LGBT+ community by
partnering with NGOs and LGBT+ organisations to
organise, support or sponsor events and initiatives.
Specific initiatives of which EAGLE is particularly proud is
its efforts to collaborate with other BRGs such as disability,
millennial, and women, as a way to highlight points of
intersectionality and increase ally support; its partnership
LGBT+ workforce; as well as its creative approaches to
engaging all IBM employees in India virtually during Pride
month through activities such as photography contests,
and rainbow colouring profile pictures.
IMPACT
As part of its HR system, IBM has a confidential
self-identification, so it can track the number of out or
open employees. However, it does not use these
numbers to assess the impact of EAGLE as it is more
concerned about creating a culture where LGBT+
employees feel included and welcome. However, it does
monitor the number of employees who take up the ally
program and sign up as allies, employees who
participate in events and initiatives, and leaders and
teams it reaches through its sensitisation programmes.
The positive impact of EAGLE in India includes:
are active across Bangalore, Hyderabad, Chennai,
through its formal online LGBT+ ally training and
certification
month photography contest
In managing its EAGLE BRG in India, IBM highlights the
events
MOVING FORWARD
EAGLE’s near term goals are to have more engagement
from members and allies across more cities in India
where IBM operates and to contribute in building
training collateral, conducting reverse mentoring and
providing feedback on policies.

38
Family Matters
Name of Network : Family Matters
Focus : Working Parents
STRATEGY
Infosys recognises that the role that each of its
However, it also recognises that employees play other
essential roles outside of the workplace - mothers,
fathers, siblings, sons, and daughters. With about 20%
of its employees being parents with an average age of
28 years, it saw the opportunity to launch its Family
Matters ERG with the specific aim of empowering its
workforce to manage the many different challenges
related to balancing work and life commitments - and
in particular to support employees in their role as
working parents.
In a world where 12 hour workdays are increasingly
becoming the norm, striking that perfect balance
between work and life is no easy task. Family Matters was
instituted to extend the Infosys family to every Infoscion’s
family, offering support and help when needed.
STRUCTURE
drive the initiatives under this ERG and a budget is
Office.
ACTIVITIES
The Family Matters ERG runs a number of events and
initiatives designed to educate and support employees.
Such activities include:
Parenting Workshops - These focus on a variety of
topics, including enabling parents to understand
the milestone development stages of children and
how best to support them as well as topics such as
child safety. It has also run a dedicated session to
support parents of children with a disability.
Work-life Integration Advice - The ERG invites
external counsellors into the organisation to
conduct individual sessions for employees to help
them better manage their own work-life balance.
Information Sessions - The ERG runs a number of
information sessions engaging external consultants.
Examples include educating prospective parents
about the adoption process and advising parents on
how to help their children evaluate career options.
Online Portal - The ERG manages an online portal
which seeks to demystify work-life balance policies,
provide parenting counselling, give Infoscions a
platform to ask questions and discuss their views with
others about their experience as working parents.
OVERVIEW
Building and nurturing supportive ecosystems are at the heart of creating sustainable
cultures of diversity and inclusion in organizations. At Infosys, in addition to policies and practic-
focus areas as part of this ecosystem building effort. These informal groups, made up of Infosys
employees from varied backgrounds, perspectives, genders and cultures, are aimed at sustaining
an inclusive environment and are formed to act as a resource for both the group members and
the organization.

39
FOCUS : Working Parents
The ERG also runs an initiative which encourages
parents to bring their children to work once a quarter.
The purpose is to enhance parent-child bonding and
enabling children to understand their parent’s
workplace. This is a full day event that takes place at
each development center involving lots of fun and
learning activities, and workshops for the children and
parents. On an average, 800 children with their parents
attend this event in each centre.
Infosys’ Family Matters ERG has also been instrumental
in establishing the business case for significant changes
in the organisation to make it more family friendly.
These have included investment in an onsite child care
facility for working parents as well as changes to the
company’s Work From Home policy. Infosys has piloted
its first on campus child care facility at its Hyderabad
from the Family Matters ERG, employees are now able
to work from home for 9 days per month due to child
care, elder care or family care responsibilities.
IMPACT
The introduction of its Family Matters ERG has enabled
Infosys to demonstrate its commitment towards
inclusion and its belief that every employee matters.
This has had an overwhelmingly positive impact on the
comfortable about discussing inclusion beyond the
workplace and are open to understanding and extending
specific support to employees. This includes specific
reasonable accommodations required for parenting of all
kinds (single parent, adoptive parent, parents who have
children with disability, dependent care).
In managing its Family Matters ERG in India, Infosys
highlights the following critical success factors in
running an ERG:
forums and actively promote and support –
including with financial resources
employees is key to engagement
to drive the agenda
MOVING FORWARD
Infosys is planning to create Family Matters circles or
support groups for specific target groups, such as
single parents, adoptive parents, parents with children
with disability, parents with teenage children and those
with dependent care. The purpose of the family circles
will be to connect, bond, share and help each member
overcome difficult circumstances and allow space for
personal conversations at the workplace with assured
confidentiality.

40
iGLOBE
Name of Network : IGLOBE
Focus : LGBT
Membership : 400
OVERVIEW
Intel strives to provide an environment where employees from diverse backgrounds are
valued, respected, challenged, acknowledged, and rewarded so they can achieve their potential
and fulfill their career aspirations. We encourage employee connection through our network of
Intel Chartered Employee Resource Groups (ERG). These groups unite around a significant
common affinity or element of their personal identity and are focused on internal and external
activities that build an environment of inclusion. Through recruiting, networking, mentoring,
resource sharing and sponsored development events, our Employee Resource Groups are an
important part of our culture and reinforce that Intel is a great place to work.
STRATEGY
Intel’s well-established global network for Lesbian, Gay,
Bi-Sexual, Transgender and Ally employees, IGLOBE is
part of Intel’s commitment to equality, diversity and
making Intel a great place to work. In early 2014, Intel
took the initiative to extend IGLOBE to its India site with
a focus on providing an inclusive environment and
support network for LGBT employees. The stated
objectives of the ERG include:
gay, bisexual, and transgender employees at Intel
India.
-
community within Intel India.
the members.
employees.
STRUCTURE
IGLOBE is driven by a core team of volunteers and is
Team at Intel India. The India IGLOBE team connects
and aligns with their global counterpart for common
programs and initiatives. Moreover, they receive strong
partners. The global Executive Sponsor is Intel’s Chief
Marketing Officer while the local Executive Sponsor is
the General Manager of Intel India.
The ERG was launched through an announcement in
the Employee Newsletter which invited people to sign
up anonymously. This was followed by face to face
meetings to provide more information to communicate
the purpose and activities of the network.
ACTIVITIES
In line with its stated objectives, a key focus area of
IGLOBE relates to sensitizing the organization and
creating a more inclusive and supportive culture for the
LGBT employees through signing up and engaging
with allies. This is particularly important in India,
keeping in mind the low levels of awareness and
understanding of LGBT issues, as well the current
environment of uncertainty in society. Some of the
initiatives of IGLOBE include:

41
FOCUS : LGBT
Awareness Sessions: A series of educational sessions
to help employees understand the nuances of
sexuality and gender identity. IGLOBE embraced
multiple channels to sensitize employees, including
booth display, blogs and competitions as well as
face-to-face interactions. The approach has been to
make these activities and sessions enjoyable and fun.
IGLOBE Ally Campaign: A targeted campaign to
garner support of employees for LGBT inclusion.
Recognizing the key role of leadership in driving this,
IGLOBE engaged senior leaders in this campaign
who demonstrated their support by manning café
booths during the lunch period and distributed ally
badges to employees. The leaders spent time with
employees to explain the importance of LGBT
inclusion at Intel and encouraged employees to be
supportive of a truly inclusive workplace. This
initiative was supported by a poster campaign
featuring senior staff together with their photos and
quotes stating why they are an ally. This campaign
was very successful, drawing over 350 employees
signing up as allies.
Reverse Mentoring: A program designed to facilitate
learning and mutual respect between senior
management and LGBT employees. This initiative
has given leaders the opportunity to learn firsthand
about the personal experiences of LGBT individuals
and some of the challenges they face. It was instru-
mental in creating greater understanding and
willingness to support LGBT inclusion.
Festival of Love: An event to celebrate love in all
forms. This event embraced the performing arts,
using dance, poetry and song to spread the message
of inclusion.
IMPACT
Intel uses multiple parameters to measure the impact of
IGLOBE. These include: ally strength, number of people
wearing a visible marker (such as an ally badge, sticker,
lanyard or T-shirt), number of people participating in
events, the views/visits on the intranet portal, as well as
the number of employees who openly identify as LGBT.
reached 400.
clocked in many hours of face-to-face engagement
with allies.
content shared on the intranet site has increased.
In managing IGLOBE at Intel India, Intel highlights the
journey from whom it can learn
busy schedule in order to plan the activities
accordingly
simple and easy to understand
success of the IGLOBE ERG
MOVING FORWARD
Intel is looking to align the ERG’s objectives more
closely to the overall objectives of the organization. This
includes grooming members for leadership and
embedding LGBT inclusion into daily conversations so
that it becomes a parameter for making decisions, for
example in vendor selection. It also plans to continue to
organize targeted and relevant events and partner with
other similar ERGs both internally and externally.

Next Generation Network - Intuit India in DIAN's Annual Resource Guide

Next Generation Network - Intuit India in DIAN's Annual Resource Guide

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