Why are women on the sidelines of India’s $215 bn logistics boom

India’s logistics sector, a cornerstone of the country’s economic engine, is poised for transformational growth. Valued at $215 billion, it contributes nearly 14% to India’s GDP and is projected to reach $380 billion by 2025. Yet, women remain on the periphery of this booming industry.

New research from The Udaiti Foundation and the Confederation of Indian Industry (CII) through the SheMoves Logistics report reveals that only 7% of the workforce in NSE-listed logistics companies comprises women. Even more telling, only 44% of these firms have at least one woman in a key management position (KMP). While these numbers mark a marginal improvement—just a one percentage point increase over four years—they remain stark reminders of how deeply gender gaps are entrenched in the sector.

The high cost of low inclusion
The report lays bare systemic barriers to women’s inclusion. Gender biases in hiring and promotions, exclusion from informal leadership networks, lack of safe infrastructure such as gender-segregated restrooms and limited childcare support remain persistent issues.

“The logistics sector is a vital engine of India’s economy, yet women make up just 7% of the workforce among NSE-listed firms,” said Pooja Goyal, Founding CEO, The Udaiti Foundation, in an official release. “This sector’s growth offers a unique opportunity to integrate women at scale, and this report highlights systemic gaps and offers actionable strategies to achieve this,” she added.

The data also underscores a troubling rise in workplace safety concerns—POSH-related complaints increased by 37% between FY 2022–23 and FY 2023–24. Only 22% of companies offer daycare benefits, a support mechanism known to significantly improve women’s return-to-work rates.

But what makes the case for women’s inclusion stronger is the economic argument. Companies that increased female representation in their warehouse workforce saw measurable benefits. Female employees contributed to cost savings of up to 12%, owing to higher attendance and quality of output. Delhivery, for example, reported that women had a 6% lower attrition rate than men and 8% higher 100% attendance rates.

Inside the numbers: A sector-wide snapshot
Top performers in gender diversity among NSE-listed logistics firms include AllCargo Logistics (19%), TCI Express (13%), AllCargo Gati (13%), Container Corporation (12%), and Mahindra Logistics (11%). However, these companies remain outliers, with most firms still exhibiting single-digit female representation in both operational and leadership roles.

The Department for Promotion of Industry and Internal Trade (DPIIT), in collaboration with GIZ under the Indo-German Green Freight Project, has released a study titled "Enabling Women’s Participation in India’s Logistics Sector." The study sheds light on the current barriers to women’s inclusion, including challenges in education, skills training, workplace culture, and infrastructure.

Amardeep Singh Bhatia, Secretary, DPIIT, emphasised the importance of this study, underscoring that women-led development will be critical for India’s growth. "Ensuring women’s participation in high-growth sectors like logistics is not only a matter of equity but also an economic necessity," Bhatia stated. The study advocates for a three-tiered approach involving ecosystem-level, industry-level, and firm-level interventions to drive meaningful change and enhance gender diversity in the logistics sector.

Building inclusion with intention
Among the companies leading the way in gender inclusion is DHL Express India, where diversity is embedded into the core of its business strategy and workplace culture.

“At DHL, I am valued for the unique perspectives I bring—whether it is empathy, creativity, or people-centric leadership,” says Sarbani Sengupta, Vice President – Customer Service. “I have seen firsthand how an inclusive work culture drives progress, and therefore, I have actively worked towards ensuring that our teams across DHL Express champion diversity in every way possible. Within the customer service team itself, we have been able to increase women's representation from 20% to 45%, advocating for policies that support women.”

But this inclusive culture has been a gradual evolution. “When I joined the logistics industry two decades ago, female leaders were rare, and the sector was not viewed as aspirational for women,” says Sengupta.

The numbers reflect this shift. Globally, women made up just 8% of the logistics workforce in 2010; by 2018, that number grew to 20%. In India, women comprise around 15% of the sector, with projections aiming to reach 20% by 2024.

At DHL, women are not only entering support roles but also thriving in operations, warehousing, and last-mile delivery—areas once considered unsuitable for them. “We also have women couriers, with tailored shifts from 8 AM to 3 PM to support their work-life balance,” Sengupta shares. “What is most encouraging is the low attrition rate among them—just 1–2%, which speaks volumes about the culture we have created.”

“When I joined the logistics industry two decades ago, female leaders were rare, and the sector was not viewed as aspirational for women.”
Sarbani Sengupta, DHL Express India

DHL Express India is also increasing female leadership. “Almost one in three members of our senior management team is comprised of women. This includes our CFO, a rare and inspiring example in the world of finance,” Sengupta notes.

Globally, DHL has committed to 30% women in management roles, with India contributing through initiatives like unconscious bias training and structured leadership pathways for women. DHL’s approach shows how committed leadership and thoughtful policy can turn inclusion into lasting transformation.

Driving change from within: The gender inclusion push
While the broader logistics sector in India continues to grapple with low female representation, companies like Maersk India are actively working to reverse the trend. “Maersk takes Diversity, Equity & Inclusion very seriously and runs various programmes to empower women at every level and in multiple roles to help them build and develop great careers,” says Dr. Seema Narera, Vertical Head FMCG – India at Maersk. Initiatives like the 'Equal At Sea' programme, which aims for a 50% female cadet intake by 2027, and women-led warehouse shifts in Dadri and Chennai, reflect this commitment. “We focus not only on providing employment opportunities but also on running upskilling programmes to ensure that the women in our company thrive and rise to take leadership roles.”

The company has implemented a range of women-specific HR policies—from flexible working hours and maternity benefits to childcare support and mentoring programmes. “As an employer, we strive to create an environment that enables women to pursue their career ambitions while navigating both natural and social challenges,” she explains. Despite legacy challenges in logistics, change is underway. “I've visited facilities where the workforce was 100% male, and even if women wanted to work there, they would be discouraged because basic infrastructure like changing rooms and appropriate washrooms weren't available.”

“Women are not just fitting into logistics—they are redefining it.”
Dr. Seema Narera, Maersk

Dr. Narera believes the evolving nature of logistics presents an opportunity for inclusive growth. “The keyword in logistics used to be ‘efficiency,’ but today it's ‘agility’—the ability to unlearn and learn. I see women excelling in this space due to their inherent flexibility of thought and action.” She adds, “Women are not just fitting into logistics—they are redefining it.”

From warehouses to boardrooms: Shifting culture at scale
At TVS ILP, inclusion is more than a buzzword—it’s embedded in design, leadership, and long-term strategy. From rethinking warehouse infrastructure to mentoring high-potential talent, the company is redefining what gender inclusivity looks like in logistics.

“Representation matters—not just symbolically, but for structural transformation,” says Aditi Kumar, Executive Director, TVS ILP. “We’re actively working to reimagine our logistics parks and warehouses with inclusivity in mind—this includes gender-sensitive facilities, mentorship programmes, and leadership tracks for high-potential women.”

In a sector where infrastructure has long excluded women—from lack of safe washrooms to mobility and security concerns—TVS ILP’s approach marks a significant shift. The company reported a 22% rise in its female workforce post-pandemic, driven by a growing interest among women in operations and logistics roles.

“This growth isn’t limited to leadership positions,” says Kumar. “We’re seeing more women at mid-level and functional roles, strengthening the future leadership pipeline.”

TVS ILP’s commitment reflects a broader industry evolution. Companies like Mahindra Logistics are also revamping shop floors and introducing support systems like mentorship and parental counselling to retain women in core operations.

Kumar credits the momentum to both regulatory pushes—like SEBI mandates and the 2013 Companies Act—and internal shifts. “The shift from ‘why should we hire women?’ to ‘how can we help them thrive here?’ is real,” she says.

“The shift from ‘why should we hire women?’ to ‘how can we help them thrive here?’ is real.”
Aditi Kumar, TVS ILP

At TVS ILP, inclusion isn’t just an HR initiative—it’s a growth enabler. And it sets a strong benchmark for the logistics sector’s journey from intention to action.

Impact of the HR playbook on gender inclusiveness
For Mahima Agarwal, President – HR at CJ Darcl Logistics, building a gender-diverse workforce goes far beyond recruitment. “We’re focusing on inclusive hiring, but also skilling and leadership development. From transport supervisors to HR and finance roles, we are seeing encouraging traction when women are given visible pathways and supportive environments,” she says.

This approach is delivering results. As of March 31, 2025, 26% of leadership roles at CJ Darcl are held by women, with many more contributing across the company’s operational network. The digitalisation of logistics processes has further opened up roles and workflows, contributing to a 10% increase in CJ Darcl’s female workforce between FY 2023 and FY 2025.

“A common myth I’ve worked to dispel is that women don’t fit well in the supply chain industry because of its demanding nature,”
Mahima Agarwal, CJ Darcl Logistics

Agarwal is clear about the myths that need to be challenged. “A common myth I’ve worked to dispel is that women don’t fit well in the supply chain industry because of its demanding nature,” she says. “The truth is, women bring valuable skills like problem-solving, strategic thinking, and leadership, which are crucial for logistics.”

To turn intent into action, CJ Darcl has introduced dedicated leadership programmes for women, paired with workplace infrastructure, safety audits, and feedback loops. “Safety and culture are deal breakers. We ensure regular sensitisation, infrastructure audits, and feedback loops with our women employees,” Agarwal notes.

She believes a diverse team is a business advantage. “Companies benefit from diverse teams, and creating an inclusive environment helps attract and retain more women in logistics.”

Startup perspective of the logistics sector
Gender disparity remains a challenge across much of the logistics startup ecosystem, especially in tech-driven roles. But some companies are actively working to close the gap. At iThink Logistics, 35% of the leadership and operational team are women—well above the industry average.

“At iThink Logistics, we’ve consciously built a gender-diverse team from day one,” says Zaiba Sarang, Co-founder. “We realised early that women bring operational resilience and nuanced problem-solving to logistics, which is critical when you’re scaling fast.”

The company has placed women in non-traditional logistics roles such as product management and technology—areas often underrepresented by women. For Sarang, this is a strategic choice, not a compliance measure.

“We’ve been purposeful in building an inclusive and empowering environment,” she adds. “But for us, it’s never been just about numbers. It’s about creating a culture where women are not only hired but are truly heard, valued, and elevated to lead with confidence.”

Retention remains one of the sector’s biggest challenges, particularly during life transitions like motherhood or caregiving. “While the logistics industry has historically seen women step away due to life transitions, we're now seeing encouraging shifts,” says Sarang. “Companies are becoming more empathetic and adaptive—introducing flexible work models and leadership pathways that reflect real life.”

“While the logistics industry has historically seen women step away due to life transitions, we're now seeing encouraging shifts.”
Zaiba Sarang, iThink Logistics

At iThink, this has translated into mentorship programs, inclusive leadership, and policies that prioritise flexibility. “When women see other women at the top, it becomes more than just a hope—it becomes a goal,” she adds.

Still, Sarang cautions, “We have miles to go before women in logistics stop being the exception and start becoming the norm.”

What the data says—and what it doesn’t
The numbers from the SheMoves Logistics report are sobering:

• Only 7% of women in NSE-listed logistics firms
• 44% of firms with at least one woman in KMP roles
• 22% of firms offer childcare benefits
• 37% rise in safety complaints year-on-year
• 12% cost savings attributed to female workforce efficiency

But numbers alone can’t capture the cultural inertia that prevents faster change. Numerous studies, interviews and sources reveal recurring themes: women being left out of informal networks, lack of female mentors, slow upward mobility despite performance and resignation due to inadequate support during maternity transitions.

From policy to practice: A call to action
To address these gaps, the Udaiti–CII partnership is setting up a Gender Community of Practice in logistics to facilitate sector-wide collaboration, data sharing, and strategy implementation. The DPIIT report further recommends a three-tiered approach:

1. Ecosystem-level interventions – Stronger policy push, gender mandates in tenders, and public-private partnerships.
2. Industry-level actions – Sector benchmarks, gender audits, and peer learning.
3. Firm-level steps – Inclusive infrastructure, skilling, flexible work models, and strong grievance redressal mechanisms.

Women can’t be left behind
As India’s logistics sector gears up for digitisation, green freight transitions and infrastructure investment, it cannot afford to replicate old inequities in new frameworks. Companies like DHL Express India, TVS ILP, CJ Darcl, and iThink Logistics are showing that the road to gender equity is navigable—with intent, investment, and leadership.

“With many of our clients led by women, having diverse voices at the table is not only good practice but also essential,” said Sengupta. Her words underscore the simple truth—inclusion is not just a value; it’s a competitive advantage.

The growth of logistics is inevitable. Whether that growth will be equitable is a choice—one that the sector must now make with urgency and clarity.