The State Bank of India is planning a major step toward gender balance, aiming for 33% of its total workforce to be women by 2030. Kishore Kumar Poludasu, Deputy Managing Director (HR) and Chief Development Officer of SBI, said women currently make up 27% of the bank’s 2.4 lakh employees, while frontline roles already have 33% female representation.
This move, he said, is part of SBI’s long-term goal to create an inclusive and equitable workplace where women can thrive at all levels.
Comprehensive Support for Women Employees
SBI has rolled out several programs designed to support women employees both personally and professionally. These include creches for children of working mothers, a Family Connect program to assist women returning from maternity or sabbatical leave, and health-focused initiatives like breast and cervical cancer screenings and nutrition allowances for pregnant staff.
The bank’s Cervical Cancer Vaccination Drive further demonstrates its commitment to women’s health and wellbeing.
‘Empower Her’ Initiative for Leadership Development
SBI’s ‘Empower Her’ initiative focuses on identifying and mentoring women with leadership potential. The goal is to ensure that more women move up the ranks into decision-making and managerial positions, bridging the gender gap in top roles.
By doing so, SBI aims to nurture a generation of women leaders within the public banking sector.
340+ Women-Only Branches Show Progress in Action
SBI already operates over 340 women-staffed branches across India—an initiative that not only empowers female employees but also creates safe, approachable banking spaces for women customers. These branches represent SBI’s evolving vision of gender inclusion in action.
A Model for Corporate India
SBI’s gender diversity strategy is a powerful signal to other public and private sector organizations. By combining policy, infrastructure, and leadership focus, the bank is transforming diversity goals into tangible change—making it a national role model for women empowerment in corporate India.
