Shefactor: Lessons from manufacturing leaders

By Staff Report March 6, 2025 5:43 pm IST

Where do women stand in manufacturing? When you live for a strong purpose, hard work isn’t an option—it is a necessity. Nowhere is this more evident than in manufacturing, where women are reshaping an industry traditionally dominated by men.

 As the sector evolves, women leaders are making their mark while creating pathways for future generations. On this Women’s Day, OEM Update, in collaboration with WIMA (Women in Manufacturing and Allied Sectors), highlights the journeys of these trailblazers. From overcoming industry challenges to driving innovation and mentorship, their stories will shift the manufacturing landscape and inspire women to pursue it.

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A positive shift is occurring in several of India’s major manufacturing hubs, particularly in enhancing women’s representation on production floors. States such as Tamil Nadu, Karnataka, Uttar Pradesh, and Maharashtra are witnessing an increase in the hiring of female talent in manufacturing, especially in Electronics Manufacturing Services (EMS) units. This change is largely driven by a rise in investments in new EMS facilities in these states, which are now employing local women.

Notably, more young women, aged 18 to 30 years (with an average age of 22), are entering the manufacturing sector, especially in positions like assembly line work. With states promoting the establishment of EMS companies and society becoming more accepting of women in factory roles, India is on track to enhance its industrial output by leveraging the potential of women workers.

The World Bank’s South Asia Development Update highlighted that across all South Asian countries, closing the gender gap in the workforce would lead to the biggest growth in the manufacturing sector, followed by the services sector.

Despite advancements, female employees in the manufacturing sector encounter significant challenges, including societal barriers, a lack of job awareness, and demanding physical tasks. First-generation women often receive inadequate guidance on workplace conditions, leading to early attrition.

Although women’s attrition rates are generally lower than men’s, they are still affected by life events such as marriage and childbirth. Around 50% of women leave manufacturing jobs before 30, often due to the scarcity of affordable childcare after maternity leave.

To retain female talent, it is essential to prioritise health, safety, and well-being by providing hygienic working environments, medical support, and accommodations for irregular hours. Facilities that support women’s needs are better positioned to promote diversity and achieve gender-inclusive growth.

Rujuta Jagtap, Executive Director, SAJ Test Plant Pvt Ltd, while sharing her story, says, “Despite coming from a non-technical background in commerce and international marketing, I embraced my role on the shop floor, learning from the workers by making products alongside them. Building strong relationships is key because employees are the real treasures of a company. My approach of working without hierarchy fostered collaboration and trust, which was crucial as I navigated the complexities of multiple generations in the workplace—Baby Boomers, Millennials, Gen X, and Gen Z.

I also focus on increasing diversity within my organisation. However, many women impose limitations on themselves, hesitating to travel or work longer hours when needed. For diversity to thrive, it must come with shared responsibilities and effort. Gender equality is essential, and true diversity will only be achieved if everyone is willing to contribute equally.”

Understand the business and gender biases
Understanding a business’s domain is essential, but grasping the other aspects of the operation is equally important. This includes having a solid understanding of the financial dynamics and the overall ecosystem, not just the inner workings of your company.

Kanchan Pant, CEO of Sharda Industries, says, “I interact with a wide range of individuals—from ICS workers handling our materials to the CEOs and CMDs of various companies. Developing the ability to communicate effectively across this diverse spectrum is a vital skill. It’s about creating a viable business instead of just maintaining an existing one and understanding how to grow and propel it forward.

Owning the business has enabled us to fund growth by purchasing new equipment and machinery and pursuing certifications for hiring purposes. We can now bring in apprentices and implement similar initiatives because we are a women-owned business. This has opened up new possibilities for us.”

Support system and mentorship
Mentors are primarily male, and a slight percentage of female mentors are available. This imbalance exists due to a lack of sisterhood that encourages more women to enter fields like manufacturing and other functions. Ameeta Nehra, VP of Corporate Strategy IOTA Group, says that without this support, we won’t have additional female mentors within the system. That’s where we need to foster a stronger sense of sisterhood and actively promote the inclusion of women.

Anuja Saraf Agrawal, Director, British Color Industries Pvt Ltd., shares, “In the beginning, I received some guidance because I was a first-generation entrepreneur. My father worked in government service, and when I got married, my husband aspired to start his own business. My husband supported me, but there wasn’t a complete system. I recommend gaining experience in the sector for anyone venturing into manufacturing, even though that wasn’t my path. Manufacturing involves learning about finance, understanding the entire ecosystem, and various other aspects.”

It’s essential to analyse your situation in every sector. If you have studied in a particular field and want to explore manufacturing, weigh the pros and cons carefully. For anyone new venturing into the manufacturing sector, Anuja suggests: #1. Gain some experience; #2. Find a mentor; and #3. Prepare a list of pros and cons.

Balancing work-life
Balancing professional ambitions and personal responsibilities becomes challenging, specifically for women. They struggle with it, and they experience burnout. 

Pankti Agarwal, Executive Director of Laser Technologies Pvt Ltd, shares, “Burnout is real and inevitable, especially for women trying to balance work and family. You’ll sometimes miss important work milestones due to a child’s illness or school events. True balance may be elusive, but management is key.” She shares a Russian proverb that says, “If you run behind two rabbits, you will catch neither,” which reminds her to focus on the task at hand rather than multitask.

Creating an inclusive ecosystem
We are in an era of optimisation and artificial intelligence, with significant robotics and mechanical engineering advancements. Creating awareness is crucial because a CNC machine will not distinguish between male and female operators.

Businesses need to sensitise their environment across generations, from baby boomers to Generation Alpha. Innovative ideas can emerge from anywhere, including from those outside technical fields. Regarding innovation, Ameeta Nehra shares, “My company is developing in Nano World technology, which is still in its early stages. Many are unaware of methods beyond traditional aeration. Coming from a non-technical background, I encouraged exploration of this technology. Through discussions with engineers, I realised that thinking outside the established boundaries led to new ideas. We are now exploring the exciting applications of nanotechnology, including the concept of creating highly oxygenated drinking water, which highlights how diverse perspectives can spark innovation.

I advocate for diversity, which goes beyond merely including women in systems. While working on Diversity, Equity, and Inclusion (DEI), we’ve debated whether these efforts truly support all marginalised communities, including the LGBTQ+ community. Our focus should expand beyond gender to create an inclusive environment for everyone, including those from various cultural backgrounds and religions.”

Tech integration
Much work is happening in technology, particularly artificial intelligence (AI), which is being adopted across various sectors. Technology leadership is evolving, focusing on promoting technological adoption, as success increasingly depends on embracing these advancements. AI is one of the key technologies, and the Internet of Things (IoT) is being utilised extensively, especially in manufacturing and elite sectors, making strides in other areas.

For those not in tech roles, it is essential to develop skills continuously. It is important to recognise that completing a degree, whether it’s a bachelor’s, master’s, or PhD, is just the beginning. Continuous learning is crucial.

Numerous robotics and industrial IoT tools are emerging, and staying informed about them is vital. Lekha Bajpai, CTO of Aspire for Her, advises that everyone should set aside 10% of their time for experimentation. While women often juggle responsibilities at home, in the industry, and in other areas, dedicating a portion of that time to skill development is essential.

Mentorship plays a crucial role in this process. Lekha says, “In my time mentorship was nearly non-existent, but many organisations now offer internal mentorship programs and opportunities outside the company. For individuals who feel they cannot share all their concerns within their organisation, external communities such as WIMA offer valuable mentoring. Engaging with these mentors can provide insights based on their experiences, guiding individuals in navigating their specific technology landscape. It is important to note that your mentor does not have to be someone more senior; valuable guidance can come from various experiences and perspectives.

Upskilling
Merit should be the foundation of job responsibilities and employability. Don’t stay stagnant at your current education level. The job market evolves rapidly, with significant technological changes every five years. Upskilling is essential to enhance market value and position yourself for better job opportunities. WIMA’s offering focuses on empowering individuals through upskilling, says Neelam Pathak, CEO, of Social Bay & WIMA.

Neelam adds, “We have over 150 mentors, predominantly male, reflecting the industry’s landscape. Few women leaders are willing to mentor, and we encourage more participation in giving back to the community.

Manufacturing is not an aspirational career path for many STEM students, leading graduates in fields like mechanical engineering to seek opportunities elsewhere. Highlighting the success stories of leaders in the industry can inspire the next generation to consider careers in manufacturing.”

Learning is a lifelong journey. At the end of each day, reflect on what you’ve learned and address any gaps the next day. Stay informed about new skills and remain relevant in the market.

Regardless of gender, seize opportunities if you have the right skills. Be thoughtful about career decisions; don’t rush into a new job for a higher salary without a solid plan.

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Rujuta Jagtap, Executive Director, SAJ Test Plant Pvt Ltd
I’m part of a second-generation family business founded 56 years ago by my father. We specialise in manufacturing vehicle engine transmissions, test equipment, and EV equipment. We have completed over 6,500 installations and served more than 1,000 customers.

Before joining the family business, I worked at Tata Steel. There, I handled international and domestic sales and marketing but had no opportunity to travel due to safety concerns for women at the time.

When I joined our business in 2000, we had the opportunity to participate in an international exhibition tour in Europe. I decided that the head of international business, a woman, should travel despite the costs. It was important for team members to gain exposure for their growth.

That trip was a great success, and since then, both she and I have travelled for all our international business tours with my father, creating valuable opportunities for our team.

Neelam Pathak, CEO, Social Bay & WIMA
I have worked in the automotive and renewable energy sectors, specifically core manufacturing, for around 22 years. While in the industry, I realised that low representation often means that voices go unheard. This was one of my biggest challenges, but it also presented an opportunity.

I wanted to create a platform where voices could be heard and where we could promote women’s representation in the workforce, which is now possible with WIMA (Women in Manufacturing & allied sectors). Increasing the number of women in leadership positions will ensure that their voices are amplified. Women make up 50% of the population, so logically, their representation in the sector should reflect that. However, women’s representation is only 12% in India and around 28% worldwide. This challenge motivated me to create an organisation dedicated to addressing this issue.

Ameeta Nehra, VP, Corporate Strategy IOTA Group
We all have faced various challenges in reaching leadership positions. My greatest career challenge was taking a family break and then returning to a core mechanical field without a solid understanding of the technical aspects. This was particularly difficult for me.

I tackled it head-on, and the best part of this challenge was contributing breakthrough ideas to R&D and innovation here at IOTA Group. As a result, our new vertical is thriving. I often remind myself of the saying, “The toughest battles are for the strongest soldiers.” This mantra motivates me to keep moving forward.

Lekha Bajpai, CTO, Aspire for Her
I’ve worked in the technology industry for 35 years. In my previous role, I served as the Managing Director and Chief Information Officer for South Asia at Kantar IMRB. This position allowed me to work across multiple sectors, leading large engineering and technology teams.

While working in the supply chain, manufacturing, civil, and contracting sectors, I gained valuable exposure to technology, focusing on process improvement and cost optimisation. I am the CEO of Aspire, a start-up that leverages technology for innovation.

In the 1990s, we developed an ERP system for warehousing and logistics long before such systems were common. We faced challenges when introducing the system in the field, as many employees were unprepared to use it. Our team immersed itself in the warehouse and transportation hub environments to better understand these challenges. We monitored transportation operations for several months, working late nights and navigating difficult terrain. This hands-on approach helped us achieve our goals, although we focused on scanning barcodes rather than physically handling the boxes.

As the head of engineering, I noticed the lack of female employees who worked primarily in shifts. I’ve learned that technology is not just “plug and play.” Success requires considerable effort and collaboration among technologists. Additionally, every leader should lead by example, and gender should never be viewed as a barrier to success.

Anuja Saraf Agrawal, Director, British Color Industries Pvt Ltd. 
I am a first-generation entrepreneur and currently the Director of British Color Industries, a company specialising in manufacturing industrial coatings in Nepal. With two decades of experience, I have never considered gender a factor in my work.

Nepal is a small country with a limited market size. This constraint leads to tight budgets and limited opportunities within the industry. Additionally, there is a shortage of skilled workforce, a challenge shared with India, but it is even more pronounced in Nepal due to its unique geography.

I take things slowly, focusing on one step at a time. My approach involves developing products, conducting local R&D, and upskilling employees. I am pleased that we have achieved good gender diversity within my organisation.

Throughout the years, I have never consciously thought about gender in various aspects of manufacturing, including the shop floor, R&D, and marketing. This has been a learning experience for me. Although I did not have any role models in my context, I aim to create a role model within my small sphere.

Kanchan Pant, CEO, Sharda Industries
I am the CEO of Sharda Industries, an automotive ancillary company with plants in Pune, Lucknow, and Jamshedpur. I am the second generation to lead the company, which my father founded 48 years ago.

I was already married when I joined my father’s business, and people raised doubts about it. My husband had his ambitions and dreams, which he pursued. After my father passed away, the entire responsibility for running the business was on my shoulders. Fortunately, I facilitated a smooth transition and led the business. Over the years, I have turned challenges into opportunities.

Pankti Agarwal, Executive Director, Laser Technologies Pvt Ltd
I am the Executive Director and co-owner of Laser Technologies Private Limited. Our company has been operating for 13 years and was founded by my husband, Mr. Rakesh Agarwal.

After we married in 2012, I struggled to find job opportunities as a biomedical engineer due to the limited job market in India. I joined Laser Technologies without knowing my future role or the industry itself.

The laser technologies sector is unique and often under-recognised, lacking awareness in the education department. It was initially a challenge for me, but I embraced the opportunity. Notably, there are few female directors at field events or trade shows; most women in similar positions work silently behind the scenes and serve primarily as signing authorities.

Now, I actively participate in events and take on challenges, which allows me to empower several women within my organisation. I see my role as a director as an opportunity to contribute positively to the industry and support the development of women in our field.

Dr Megha Bansal, Chief Skilling Officer WIMA & Leadership Coach
I began my journey as a researcher in Neurobehavioral Science, focused on understanding human behaviour and cognitive processes. While collaborating with higher education institutions, I noticed a gap: graduates lacked essential skills like creative problem-solving, emotional intelligence, and effective communication in the workplace.

This realisation motivated me to shift my career to Learning & Development, founding Mind Life Bliss to equip professionals with the skills needed to lead and thrive. From corporate leaders to young professionals, I help individuals overcome mental barriers and boost performance with confidence.

Additionally, as CSO at WIMA (Women in Manufacturing & Allied Sectors), I work to enhance women’s representation in leadership, ensuring they possess the mindset and skills for success. My transition from research to training illuminated a crucial truth: knowledge alone isn’t enough—empowerment and a commitment to continuous growth drive impactful change.