In an industry traditionally dominated by men, JSW MG Motor India is redefining the narrative by placing diversity and inclusion (D&I) at the heart of its organizational strategy. With women already comprising 41% of its workforce and an ambitious goal of achieving 50% gender diversity, the company is leading by example in reshaping the automotive and manufacturing landscape.
Under the leadership of Mr. Yeshwinder Patial, Senior Director – Human Resources, JSW MG Motor India has introduced several pioneering initiatives that empower women to thrive at every level — from the shop floor to senior leadership. Programs like ‘Drive Her Back’, which supports women returning from career breaks, EmpowHer, which accelerates leadership development, and MG Changemakers, which celebrates women driving social impact, collectively reflect the company’s holistic approach to inclusion.
In this exclusive interview with TheCSRUniverse, Mr. Patial delves into the strategies, milestones, and cultural shifts driving this transformation. He also shares insights on overcoming systemic barriers, engaging men as allies, and setting new industry benchmarks for inclusive growth in India’s automotive sector.
Q&A
Q. Since our last discussion, the women workforce at JSW MG Motor India has grown impressively to 41%. What have been the most critical drivers behind this increase, and how close are you to your 50% gender diversity target?
A. The increase in women’s representation to 41% at JSW MG Motor India is a testament to our commitment to gender diversity. This growth has been driven by focused hiring initiatives, collaborations with educational institutions to engage young women, and inclusive policies that support maternity leave, work-life balance, and flexible hours.
We have also strengthened leadership development through mentorship and training programs. With a clear goal of reaching 50% gender diversity, we are steadily progressing through sustained and targeted efforts.
Q. Could you share how the ‘Drive Her Back’ program has evolved over the last two years? Have you made any strategic shifts based on feedback from returnees or industry dynamics?
A. The ‘Drive Her Back’ program at JSW MG Motor India supports women returning to work after a career break of at least one year, regardless of their previous experience or background. It offers a one-year contract with full employee perks. Candidates are assessed based on their profile and interests and matched with suitable roles.
The program now includes structured onboarding, upskilling modules, cross-functional projects, one-on-one mentorships— helping women rebuild confidence and resume their careers successfully.
We have strategically shifted our approach, which now champions the positive benefits of taking a career break, viewing it as a period of growth and enrichment rather than a ‘gap’ to be explained. We recognize their unique journeys as valuable assets and embrace their unique perspectives and enhanced skills.
Q. EmpowHer and MG Changemakers are also strong pillars of your D&I strategy. Could you elaborate on the vision behind these programs and the kind of impact you are witnessing on the ground?
A. EmpowHer and MG Changemakers are both integral pillars of our D&I strategy, each with a distinct yet complementary vision.
EmpowHer is designed to accelerate the growth of women across all levels of the organization — from the shop floor to the boardroom. It focuses on enabling leadership, fostering ambition, and building capabilities to ensure women can take charge and thrive in traditionally male-dominated spaces like manufacturing and operations.
MG Changemakers, on the other hand, is rooted in the idea of driving social change. Through this platform, we identify and celebrate women from diverse backgrounds who are not only excelling in their fields but are also uplifting others and challenging societal norms. These women become community catalysts — inspiring, empowering, and paving the way for more inclusive futures.
Together, these programs reflect our long-term commitment to building an ecosystem where equity, representation, and impact go hand in hand — both within our organization and beyond.
Q. The all-women crew rolling out the 50,000th MG Hector made headlines. What did this milestone signify internally for the company and externally for the broader automotive sector?
A. The rollout of the 50,000th MG Hector by an all-women crew was a powerful milestone that symbolized our commitment to building an inclusive and progressive workplace. Internally, it reflected the strength of our culture — one where men and women collaborate as partners, support each other, and bring diverse perspectives that drive innovation and continuous improvement.
This moment was about celebrating the possibilities that emerge when everyone is given equal opportunity to lead. The varied perspectives brought in by a gender-diverse team helped enhance problem-solving, foster mutual respect, and inspired process-level innovations.
For the broader automotive industry, this milestone was a clear message — diversity and inclusion are not just ideals, they are strategic advantages. At JSW MG Motor India, we aim to walk the talk and set an example that empowers more organizations to embrace inclusivity as a core strength.
Q. Manufacturing has traditionally been seen as a male-dominated field. What specific barriers do women face in such environments, and how is JSW MG Motor India actively working to dismantle them—both culturally and operationally?
A. Manufacturing has long been perceived as a male-dominated domain, and when we first began hiring women at our plant, there were understandable challenges — from societal resistance to concerns around safety and adaptability. But we sparked change when the first batch of female associates were onboarded.
Today, what started as a bold step forward has transformed into a movement. These early stories of resilience and success have inspired many more women to join, proving that with the right support, women can not only thrive in manufacturing — they can lead it.
Q. You are collaborating with panchayats and NGOs to mobilize and train women locally. How have these grassroots partnerships evolved, and can you share any recent success stories?
A. Our grassroots partnerships began as simple outreach sessions which are now into structured training and employment programs tailored to the needs of women in rural areas. In the early stages, we worked closely with village panchayat heads to gain their trust and ensure community support.
To ease concerns and build confidence, we invited the families of potential candidates to our manufacturing plant — allowing them to see the work environment, safety standards, and culture of respect we uphold. This transparency and engagement helped families feel reassured about their daughters and wives joining the workforce.
The success of our first few hires became a powerful story. Word-of-mouth spread rapidly, with more women stepping forward, inspired by their peers. Today, many of these women are not only employed but also thriving in long-term manufacturing careers — becoming role models for others in their communities.
Q. What role do leadership development, mentorship, and skilling play in building a robust pipeline of women leaders at your plants and offices? Are there any metrics you use to measure success beyond headcount?
A. MG integrates targeted leadership programs for women at all levels – shopfloor to senior management. Mid-career women are identified and nurtured through development tracks focusing on decision making, business acumen and strategic thinking. They are paired with assignments with cross functional collaboration to expand their learning.
We believe that empowering women via mentorship help build a long-term impact, on diversity and the overall business performance. We keep track of promotion rates, retention and participation in leadership programs,which ensures that inclusion is about a meaningful career path for women across functions.
Q. As you work towards an increasingly inclusive workforce, are you also looking at sensitizing or engaging with men in any way to become allies in this transformation?
A. Absolutely. The journey toward a more inclusive workforce has been possible because men have been integral allies in this transformation. Time and again, we have seen male colleagues actively support their female counterparts, creating a culture of mutual respect and healthy competition.
While we continue to run sensitization and awareness programs for all employees, these are about reinforcing the values that already exist within our organization. By fostering open dialogue and inclusive leadership, we ensure that every individual, regardless of gender, contributes to and benefits from an equitable work environment.
Q. Based on your experience, what can other companies in the automotive and manufacturing sectors learn from JSW MG Motor India’s diversity journey? Are there any policies or practices you believe should become industry-wide standards?
A. Based on my experience, diversity and inclusion should be considered as a key part of every company’s core strategy, more than an HR activity. Companies could ensure everyone is valued for their capabilities and help them grow within the organization by keeping track of their progress. Strong steps need to be taken towards fair hiring practices, skill development programs and safe working environments. These practices will lead to better innovation, stronger teams and a more inclusive industry overall.
Q. Finally, what are your priority areas for this year and the near future? Are there any specific goals that you have set for yourself or any new programs/partnerships that you are planning?
A. One of our key strategic priorities for the near future is fostering a more diverse and inclusive workforce, with a goal of achieving 50% diversity. We strongly believe that diverse teams drive innovation, enable better decision-making, and contribute to stronger business performance. Research consistently shows that organizations with higher diversity outperform their peers — and our focus reflects that understanding.
To achieve this, we are enhancing our existing programs and looking to scale them further. This includes increasing the representation of women across manufacturing, operations, and leadership roles. We are also actively pursuing new partnerships with institutions, NGOs, and government bodies to help us create more inclusive pathways into the workforce. For us at JSW MG Motor India, inclusion is core to how we do business.
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