Srimathi Shivashankar (Infosys, India) argues that one day gender must be part of a sustainability score card that investors see as a crucial parameter for taking decisions. * Advisory Group Member

Hi, my name is Shree. I manage the diversity programs at Infosys, a global company with headquarters in India. We have more than 106,000 staff worldwide, and more than 34% are women. A primary reason why I am part of the GRI Gender Advisory Group is because it has been set up to identify the best diversity reporting practices. It is an honor for us to serve on the Advisory Group.

When we started out on our journey looking at various sustainability reporting frameworks about a year ago, we chose the GRI because it is progressive and because it takes into consideration stakeholders' feedback and engagement which we believe is extremely important in the decision-making process on what to do as well as to set up sustainability goals every year. While managing the diversity programs, the outcomes are also built into the sustainability report every year. I am also a member of the sustainability council that has been set up to oversee sustainability matters. Gender is one of (our) diversity programs we handle. The others include disability, family matters and we also do a lot of community issues involving women across India.

What do I like to get out of the GRI Advisory Group? We really need to build the diversity agenda as something that is "important" to the business and not as something that is "good to have". We need concrete measurables, we need to build accountability at the senior management level, and some day there must be a sustainability score card that investors see as a crucial parameter for taking decisions. And gender diversity should be seen as one of these essential sustainability parameters for a corporate to sustain its operations.

When we look at what gender parameters are being reported at the global level, we seem to just be counting the gender ratios, salary issues as well as human rights perspectives. There are other, sensitive parameters which could be very culture specific — possibly particular to a given industry that one is operating in. At some point these also need to surface.

At some point I would also like to see (gender indicators) as part of the CEO's score card. How the external board of directors would view some of the sustainability indicators, particularly around the gender diversity, and how these things get integrated in the key performance indicators of the board members.

These seem to be some things that are part of my wish list. But we have a very enthusiastic Advisory Group. And IFC has played a very important role (along with GRI) to bring us together and share our thoughts.

I hope to do something interesting and worthwhile for future generations and future corporates.