Key actions Nuanced understanding of root causes Wipro first publicly disclosed data on gender representation within its workforce in FY2011. This key milestone enabled the company to assess its current standing and identify gaps and areas for improvement. The initial report on gender representation showed that more than 70% of the workforce was men, a common trend in the Information and Technology sector. Wipro identified that this imbalance was further pronounced in specific areas within the company, such as STEM positions, client-facing roles and leadership positions. In response, the company conducted consultations with its women employees to gather feedback. Some factors behind the imbalances were perceived biases in hiring and promotions processes, lack of exposure and support in the early stages of women’s careers, lack of flexibility for women employees when they take motherhood responsibilities, and the limited availability of leadership development programmes for women uncertain about advancing to leadership roles. Guided by the feedback from its women employees, Wipro launched the Women of Wipro programme, addressing the needs and aspirations of women professionals at each stage of their life and career. Recognizing that there is no one-size-fits-all solution in DEI, Wipro designed a comprehensive strategy to support women during the three main stages of their careers, based on their unique needs. 1 Meaningful definition of success Wipro has a clear objective of achieving gender parity. While it has not set a specific target year, Wipro describes its DEI journey as a continuous, step-by-step process, that focuses on fostering inclusion. To ensure employee engagement and contribute to mindset shifts, Wipro focused on raising awareness and deepening understanding of unconscious biases among its employees. Managers were also encouraged to engage in discussions on topics like allyship and inclusive leadership.2 Accountable and invested business leaders Wipro’s executive leadership demonstrates a strong commitment to embedding DEI as a core business priority, recognizing the importance of fostering an inclusive and equitable culture where all employees are empowered to express themselves, grow and learn. Quarterly review of DEI and sustainability practices is a dedicated agenda for the Wipro Board of Directors. To drive this initiative, the company has established a governance structure with a Global DEI Council, led by the CEO. The CEO and the Wipro Executive Board also have quarterly discussions with mid-to-senior women professionals to hear their needs and concerns.3 Solution designed for context 4The company developed an internal DEI dashboard to provide an overview of DEI trends across the organization, reviewed quarterly by the Global DEI Council, led by the CEO. Since the initiative’s inception in 2008, it has continuously evolved, adding new programmes and refining existing ones. This data-driven approach is further strengthened by ongoing feedback from women employees.Rigorous tracking and course correction 5 Wipro’s guidance for achieving sustained impact is grounded in leadership commitment and accountability. Regular discussions with leadership teams on gender bias, unconscious stereotypes and the importance of gender inclusion are essential to breaking down barriers and fostering a more inclusive workplace culture.Advice for others and next area of focusStage 1: Early Career Focuses on women in the early stages of their careers, aiming to fuel aspirations and provide exposure. In 2014, Wipro launched an Early Career Program for Women to increase career intentionality. Simultaneously, the company introduced career- mapping initiatives to help young women make informed choices about their career paths. Additionally, the HerCode programme, launched in 2020, equips women in tech with resources to learn new skills, connect with peers and gain experiences that will advance their careers. Stage 2: Early-Mid Career Targets women in early to mid-career, focusing on flexibility and professional growth, especially for those navigating motherhood. For employees going on or returning from maternity leave, Wipro offers information resources, an employee resource group for returning mothers, and an e-learning module for mothers that covers the steps from pregnancy announcement to the return-to-work transition. This module also includes guidance for managers on facilitating a smooth transition for returning mothers. Furthermore, Wipro launched the Begin Again programme, which supports women seeking to relaunch their careers after a hiatus, whether for motherhood, caregiving, travel or personal reasons. The programme includes structured learning and a buddy system for a smooth transition. Stage 3: Mid-Senior Management Targets mid-senior women professionals, focusing on empowering experienced employees to lead with confidence through mentorship and sponsorship programmes that strengthen the pipeline of women leaders. With their success, these initiatives will be extended to support other underrepresented communities. 30 Diversity, Equity and Inclusion Lighthouses 2025

Diversity Equity and Inclusion Lighthouses 2025