My mother sacrificed her prestigious job because her in-laws didn't approve.
Jayati Chakraborty is making diversity thrive at Hapag-Lloyd’s Quality Service Center in India. With courage, sensitivity and her mother’s story close to her heart, she’s changing the rules in a male-dominated industry while planting something that lasts: the seeds of true equality.
“Women in this house do not work”: These words once ended the promising career of Jayati Chakraborty’s mother. But this was a fate that the Managing Director of Hapag-Lloyd’s Quality Service Center (QSC) in Mumbai, India, was determined not to share.
“My mother was highly educated, had a prestigious job – and sacrificed it because her in-laws didn’t approve of women who work,” Jayati explains, speaking in a firm voice with her eyes fixed forward.
How many women work in India?
In 2023, India’s female labor force participation rate rose by 4.7 points to a record 32.68%. By comparison, Europe’s rate was 70.2% in 2023.
Source: Statista // European Commission
“I’ve seen her several times expressing regret about ending her career early – and that has stayed with me.”
The desire to pursue a successful career was planted in her mind like a seed – one that has grown strong roots and branches as Jayati continues to combat outdated norms and prejudices as well as to break through even the hardest glass ceilings.
Today, she leads a team of 360 employees in an industry traditionally dominated by men. “I’m responsible for key areas, such as Customer Service, Finance, Operations, HR and Administration. One of our core deliverables is to meet Hapag-Lloyd’s various Quality Promises.”
Find out what Jayati's team thinks about her managing style and working in this diverse environment.
Driving inclusion and performance through diverse teams
When she took the job three and a half years ago, there was a lot of skepticism. “I’m not from the shipping industry, and I’m a woman,” Jayati notes. “But I have always endeavored to prove that neither is a limitation.” On the contrary, under her leadership, employee performance has improved significantly, and customer satisfaction is at an all-time high.
So, what’s Jayati’s secret?
“Having more diverse teams,” she says with an impish grin. “When people from different backgrounds work together, the result is more balanced, more thoughtful – and just better.” But getting there wasn’t easy. When Jayati joined Hapag-Lloyd in Mumbai as Managing Director in December 2021, women made up just 23 percent of the QSC India workforce. For her, this was one of the things she aimed to change first.
Jayati Chakraborty Managing Director at Hapag-Lloyd Business Services LLP
Why are Indian women outside the laborforce?
Top reasons: 44.5% — Childcare/ household responsibilities. 33.6% — Continuing education. 3.4% — Social reasons. Others — Lack of education, health, or no suitable jobs nearby
Source: Indian Ministry of Labour and Employement
Education & Employment: The U-Shaped Paradox
Education & Employment: The U-Shaped Paradox Indian women with mid-level education often continue their studies or lack suitable job opportunities.
Source: Indian Ministry of Labour and Employement
Change doesn’t happen overnight.
Today, just over three years later, she has increased that figure by more than half, to 37 percent. “And I’m still a long way from where I want us to be,” she adds with determination in her eyes. By the end of the year, she wants women to make up 40 percent of the QSC team. “Change doesn’t happen overnight,” she admits. “But we’re on the path – slowly but steadily.”
Jayati’s path to empowering women
Breaking glass ceilings: Jayati’s path to empowering women
One of her first actions was to set a clear tone from the top. She asked her HR and leadership teams to rethink their approach, telling them: “From now on, when you hire, please make sure we have an equal number of female candidates.” This phrase became a mantra – one that she repeated at every meeting, every planning session.
To support this transformation, Jayati relies on two key levers in addition to bold hiring strategies: compelling and flexible work models as well as consistent mentoring. “If a colleague joining back office from her maternity leave requests additional work-from-home days for a few weeks, then we support that to the best possible extent,” she explains. This is an approach that comes from the heart – and is succeeding – Jayati says, adding: “Hapag-Lloyd is becoming known as a place where women can genuinely grow and thrive in their careers.”
“Hapag-Lloyd is becoming known as a place where women can genuinely grow and thrive in their careers.”
Jayati also inspires others by sharing her own journey. “I’ve worked for multinational banks and major software companies,” she says. “I walked into male-dominated teams and boardrooms where I was the only woman – and I didn’t back down.”
That resilience was especially tested when Jayati had her own baby. “I was nearly denied a promotion because my boss assumed I wouldn’t return to such a demanding role,” she recalls. But Jayati proved him wrong. She came back – stronger than ever and with another clear message: Never give up; never back down.
Jayati has become a mentor and role model for many women, helping them to break through their own glass ceilings. For example, she has been doing this by providing guidance and mentorship as part of the Talent Development Program (TDP), which was developed for all genders, but with a special focus on promoting women into leadership positions. “It’s designed to train our most promising team leads for senior management,” she explains. QSC India has several talented female leaders participating in the Agile Leadership Program (ALPHA) and the TDP. They, in turn, have become mentors for other women – and they pass on the seed of equality and “Never back down; never give up” mindset to the next generation.
In addition, Jayati has implemented one-on-one coaching and mentoring programs tailored to meet local circumstances. And these efforts have been paying off, too. For example, at Hapag-Lloyd’s QSC’s monthly “Star Award” and “High Flyer” meetings, where top talent is recognized, nearly half of the winners and participants are women.
Glass ceilings remain a siginificant challenge
of senior management positions
in India are held by women, compared to a global average of 29%.
Source: thewire.in
It’s not just about rules and regulations.
Creating an inclusive workplace culture through training and mentoring
Despite these successes, hiring more women and giving them the training they need to advance is not enough to promote true gender diversity. For Jayati, it’s about everyday interactions, small gestures and nuances that convey mutual respect.
This often requires a new and special kind of awareness, especially in teams in which there are suddenly more women. “It was possible that some of our male supervisors were not aware of the fine nuances required when working with a diverse team,” she explains.
To address these kind of issues, Jayati relies on specialized leadership training that helps managers learn to communicate sensitively with diverse team members, even in difficult situations. All employees also undergo annual Prevention of Sexual Harassment (POSH) training, a program required by law in India. “It’s not just about rules and regulations,” she emphasizes, “but also about how we can treat each other with respect and how we speak. And it’s also about how we create closeness – but also distance – with respect and regardless of gender.”
The next generation of female leaders: from Mumbai to the world
Thanks in part to Jayati’s efforts, QSC India is now recognized as a global hub for diverse talent – and for exporting the next generation of leaders. “My men and now women are going places,” Jayati proudly notes with a laugh.
Many of her top-performing colleagues are headhunted from other Hapag-Lloyd locations to fill regional and global positions and short-term assignments. Women are increasingly becoming a part of this tribe and, as they spread their wings, they keep on spreading the message of women being “stronger together”.
My men and now women are going places.
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