Challenges Faced by Indian Women Legal Professionals (Full Report)

CHALLENGES FACED BY INDIAN WOMEN LEGAL PROFESSIONALS A REPORT BASED ON THE STUDY CONDUCTED IN DELHI, MUMBAI, AND BANGALORE AMONG WORKING MOTHERS IN THE LEGAL PROFESSION SONAL MAKHIJA AND SWAGATA RAHA This report may be cited as: Makhija and Raha, Gender Diversity in the Indian Legal Sector, Rainmaker, 2012.

CONTENTS Introduction

1

Personal history - Haripriya Padmanabhan 48

assistance (if any) offered by your

Methodology

4

Personal history - Jayana Kothari

employer?

51 4.4

1.

Profile of respondents

6

1.1

Respondents across sectors and cities

7

1.2

Age profile and work experience

8

1.3

Educational qualifications and annual

1.4

3.

86

How would you rate the diversity programmes (if any) offered by your

Maternity benefit policies and the impact of motherhood on the career

53

3.1

Impact of pregnancy on career

54

3.2

Parental leave policies

57

income

11

3.3

Extension of maternity leave

60

Number and age of children

13

3.4

Break after maternity leave

61

3.5

Resumption of work

62

Personal history - Anju Jain Kumar

14

3.6

Transition from maternity to work

64

Personal history - Priyanka Roy

17

3.7

Impact of motherhood on career

70

employer? 5.

87

Concluding observations and recommendations

88

5.1

Duration of paternal leave

90

5.2

Factors that can help change negative perceptions towards working mothers

5.3

92

Factors that can make the transition of women from maternity to the work force

2.

Women at work

19

Personal history - Liz Mathew

2.1

Factors that influence employment

20

Personal history - Madhurima Mukherjee 75

2.2

Work hours

23

Personal history - Kosturi Ghosh

2.3

Reduced hours and part-time work

26

2.4

Carrying work home and working on

easy

73 5.4

94

Measures that can be adopted by employers to make the environment

77

conducive for working mothers and to 4.

Assessment of employers

4.1

Is your employer empathetic towards the

weekends

28

2.5

Flexibility at work

30

2.6

Work-life balance

33

2.7

Sabbaticals and their repercussions

38

by your employer to promote flexibility

2.8

Mentorship

40

and encourage work-life balance?

2.9

Is the legal workspace gendered?

41

needs of working parent? 4.2

4.3

promote work-life balance

80 5.5 82

96

Factors that would make courtrooms conducive for women in litigation

101

Acknowledgements

105

About the authors

106

About Rainmaker

107

How would you rate the measures adopted

How would you rate the childcare

83

INTRODUCTION In the last decade, the Indian legal sector has emerged as a competitive and rapidly growing business sector. India has witnessed substantial growth in the demand for legal services after Liberalisation. The eagerness of foreign lawyers to enter the Indian legal market is a validation of this growing demand for legal professionals, considering, India is a market that remains closed to foreign lawyers. Nonetheless, small Indian law firms headed by young lawyers, are sprouting in metros on a regular basis. Despite this growth, the corporate legal sector in India is still considered small in comparison to its more robust and large counterpart - litigation. The image of a lawyer in India, according to Professor Marc Galanter, conjures up a courtroom lawyer as opposed to a business adviser.1 Yet, one would agree that

this observation sits uncomfortably today with the growth of full-service law firms in metropolitan cities and the setting up of full-service legal departments in large companies. The education sector has witnessed the most significant impact of the growth of the Indian legal market. There has been a surge in the establishment of law schools empowered to award the five-year integrated B.A., B.B.A., or B. Sc., Ll.B (Honours) degrees. The number of women and men graduating from premier National Law Universities have almost equalled over the past decade. Ideally, more women graduating from law schools should translate into more women partners, more women designated as senior advocates, and more women leading in-house legal departments. .

The reality, however, could not be further from this. Gender Diversity Benchmark for Asia 2011, a report by Community Business, mapped the presence of women at junior, middle, and senior levels of twenty-one companies in China, Hong Kong, India, Japan, Malaysia, and Singapore. according to the report, India is the worst performer when it comes to female employment from junior to mid-level and the “greatest leak takes place between junior and middle level positions.” 2 India also has the lowest percentage of women in the workforce as compared to other countries.3 The authors of the report observed that Indian women “raised the subject of personal sacrifice (in terms of having children) in the quest for success” 4 and that “[w]ith fewer women making it from junior

1

M., Galanter (1969), “Introduction: The Study of the Indian Legal Profession”, 3 LAW &SOC’Y REV 201, 202 (1968-69), University of Chicago [Online] at http://marcgalanter.net/Documents/lawyersandlawfirms.htm. We realise that the growth of law firms in India is restricted to metropolitan cities, and does not necessarily hold true for towns and districts. 2 Community Business, Gender Diversity Benchmark for Asia, 2011, p. 5 http://www.communitybusiness.org/images/cb/publications/2011/GDBM_2011.pdf 3 Id at p.13. 4 Supra n.2 at p.6.

1

to middle levels, the pool of women able to move to senior level positions is that much smaller and therefore the problem of the leaking pipeline is actually more severe.” 5 While the report pertains to the presence of women in select companies, their findings and observations explain why women are invisible in managerial positions. In 1921, the Allahabad High Court enrolled Ms. Cornelia Sorabji and thus paved the way for women’s entry into the legal profession.6 More than eight decades later, of the 397 advocates designated as Senior Advocates in the Supreme Court since 1962, only five are women and of the 1872 Advocates-on-Record, only 239 are women. The overwhelming visual, that greets one in courts across the country, is that of over-hurried, black-robed male lawyers. Not surprisingly then, India appointed its first woman Additional Solicitor General as recently

as 2009. Besides, women in litigation have fewer support measures such as maternity benefits and maternity leave. Men still hold most of the top positions in the legal sector of the country. The narrative of success in law follows the professional trajectory of an ideal male lawyer. Women rarely find a mention in Indian media’s lists of legal superstars. The coverage of women lawyers is primarily focussed on women who have, against all odds, broken through the glass ceiling. While there are more women employed in the world, they still grapple with a working environment tailored around men and women’s traditional social responsibilities. Such an approach fails to recognise that most employees would like to achieve a work-life balance that would help them straddle family

and career. Inflexibility at the workplace could compel talented women to opt out or slow down and could also perpetuate the gender stereotype that women are primarily responsible for childcare. Under the garb of gender-neutral policies, women are expected to work the same number of hours as their male counterparts and not seek any “licence or liberty” because of their children. They are expected to fit within the mould of the ideal worker - inevitably a man, “living the traditionally masculine biography of a breadwinner married to a homemaker.”7 The ‘maternal wall’ is a less-spoken-about bias that most women face. According to the International Labour Organization, as “joint breadwinning becomes the norm, discrimination in employment on the basis of actual or potential maternity has implications for the whole society.”8 This is an

5 Id at p.16. 6 Ramo Devi Gupta, “Advent of Women in the Profession of Law”, at http://www.allahabadhighcourt.in/event/AdventOfWomenInTheProfessionMrsRDGupta.html; Justice A.D.Mane [Retd.], “Women’s Place at the Bar”, at

http://mshrc.maharashtra.gov.in/Speech/upload/file%2051.pdf 7 Joan C. Williams, Jessica Manwell, Stephanie Bornstein, “Opt Out” or Pushed Out? : How the Press Covers Work/Family Conflict – The Untold Story of why Women leave the Workforce, p. 8, The Center for Work Life Law, University of California, Hastings College of the Law, 2006. 8 International Labour Conference Eighty-seventh Session 1999, Report V(1) Maternity protection at work, Revision of the Maternity Protection Convention (Revised), 1952 (No. 103), and Recommendation, 1952 (No. 95) http://www.ilo.org/public/english/standards/relm/ilc/ilc87/rep-v-1.htm

2

area that cannot be ignored as the “number of women working throughout their child-bearing is escalating...”9 We undertook this study to understand why such few women lawyers get to the top. Do they have to pay a motherhood penalty? In what way does motherhood impact a woman’s career? What makes women lawyers stay? Do women who opt out or take a break do so out of choice or because of the inflexibilities at work? What feasible measures can organisations adopt to retain talented women lawyers and also make the workspace more conducive for all? We believe this is the first study in India that interrogates the presence of women lawyers in law firms, companies, and in litigation practice, with a view to understand the pressures that

women face, and the changes required to make the workplace responsive to their needs. We examine the narratives of women who continue in the paid legal workforce. The study also examines flexible work policies, economic incentives, and employer-created support structures that help retain women in the profession or lure them back into the profession.

best practices that can help law firms, companies, and other employers retain talented women lawyers. We hope that the recommendations in this report will be carefully considered by employers, managements, and the Bar Council of India, and will prompt them to develop positive measures and work practices to make the work place conducive for women lawyers. |

Some of the other questions we respond to are: How will the profession evolve to assimilate women, as opposed to, accommodate them? Should the profession alter its expectations and methods of evaluation? What would it take for an equivalent number of women to fill the leadership positions? Based on the responses and recommendations of women lawyers, the report delineates the

9 Id

3

METHODOLOGY This report is based on the research we conducted between February, 2011 and October, 2011. For the purpose of the study, we employed an online survey method. The objective was to collect comprehensive data on the experiences and working conditions of women lawyers who had children. We contacted women lawyers who were working and women lawyers who were on a break. In addition to the women engaged in ‘mainstream law practice’, we also surveyed women lawyers in the academia and the non-profit sector. The respondents belonged to varied hierarchal positions: from partners and associates in law firms, in-house legal personnel in the corporate sector, and women in private practice or assisting senior lawyers. The respondents were selected at random. All respondents fulfilled the professional criteria of

being qualified lawyers who work or have previously worked as lawyers. The survey specifically focused on women who have children. The study was confined to women lawyers who were mothers because women lawyers tend to opt out of the paid legal workforce or slow down after the birth of a child.

and flexibility; the available childcare options; and the factors that influence their decision to join an organisation, such as work-life balance, remuneration, and other policies that serve as incentives. Additionally, the questionnaires captured the barriers or biases that women lawyers faced in the profession.

Three different questionnaires were drawn up for the purpose of data collection – Y Ŋ'%%'&)-+,!'&&!*'*/'%& working in law firms, companies, and government; Y Ŋ'%%'&)-+,!'&&!*'*/'%& working in N.G.O.s and academic institutions; and Y Ŋ)-+,!'&&!*'*/'%&!&$!,!,!'&

This included asking the respondents to rate their workplaces on various parameters, such as, policies that encouraged work-life balance and measures that encouraged women to continue working, like favourable policies towards parenting. We also asked them to recommend measures employers should adopt to improve work-life balance, and make the workplace conducive for all.

These questionnaires captured information relating to women’s work experience; the nature of work and their positions; work hours

We contacted 150 women lawyers for the study. Of the 150, 81 women lawyers completed the survey. The survey was

4

administered online to women lawyers in New Delhi, Mumbai, and Bangalore. All questionnaires were in the English language. Since we had limited access to women in litigation, we made visits to the Delhi High Court, the Karnataka High Court, and the Bangalore City Civil Court to reach out to them. At least eight women of the 150 were unwilling to participate in the study, citing discomfort in disclosing personal information, the fear of being identified in the study, and the length of the questionnaire as reasons for refusal. All eight women belonged to law firms. Women in law firms, in comparison to women in litigation and those employed by companies, were more reluctant to participate in the study. We encountered difficulties in reaching out to women in N.G.O.s and academic institutions, as there were few women that fit our criteria. The survey focused on women between the ages of thirty and forty. The average age of respondents was thirty-four years. The women

lawyers belonged to 19 different companies and 16 different law firms. The women in litigation practiced in the High Courts of Bombay, Karnataka, and Delhi; the civil courts; and the family courts of the respective cities. In addition to these women lawyers, we also approached the partners at twenty law firms and the heads of the Human Resources departments at twenty companies seeking data on the number of female partners and associates, the policies on maternity leave, sexual harassment, and work-life balance for lawyers. They were given the option of responding anonymously. We received responses from only two law firms and one company.

from the employers. The purpose of contacting employers was to present their perspective. We have refrained from arriving at accurate inferences on the sector based on the data. The analysis should be read merely as directional indications. Nonetheless, an aggregate analysis of all three sectors depicts the overall status of the legal system. |

Trilegal and J. Sagar Associates were the law firms who responded. Among companies, HSBC Securities and Capital Markets (India) Private Limited alone responded. We have, however, not included the data shared by the firms and the company in this report due to the inadequate number of responses we received

5

1. PROFILE OF RESPONDENTS

6

1 . 1 R E S P ON DE N T S ACRO SS SE CTO RS AND CITIE S

RESPONDENTS ACROSS SECTORS

29.2% Law firms (24 women from 16 law firms) 26.8% Companies (21 women from 19 companies)

81 women lawyers completed comprehensive online questionnaires that sought information on their employment history, the work-life policies in their organisations, maternity policies, the impact of motherhood on their careers, and an assessment of their employer’s policies and working conditions. Women lawyers across three cities – Bangalore, New Delhi, and Mumbai, and five sectors – law firms, companies, litigation, N.G.O.s, international organisations, academic institutions, and the government, participated in this study.

Women across three cities 36.6% BANGALORE

48.8% NEW DELHI

9.8% MUMBAI

35% Litigation (29 women) 6% N.G.O.s, international organisations, and academic institutions (5 women) 2.4% Government (2 women)

Y

10% of the women were on a break at the time of participating in the study – four women from law firms, three women from companies, and one woman in litigation were not working at the time of the study.

YWe received considerably fewer responses from Mumbai in comparison to the other two cities. We have therefore not analysed the data city-wise. The majority of our respondents were engaged in litigation practice, followed by law firms, and companies. Women from N.G.O.s and academia were few. Y10% of the respondents surveyed switched segments after the birth of their first child. This included women working in law firms who shifted to companies, and women in litigation who joined law firms, companies, and the government.

7

1 . 2 AG E P R OF I L E A N D WO RK E XPE RIE NCE

RESPONDENT’S AGE PROFILE

9.9% 25-29 years 50.6% 30-34 years 27.2% 35-39 years 7.4% 40-44 years 2.5% 45-49 years

YEARS OF WORK EXPERIENCE

7.4% Below 5 years 59.3% 5-10 years 22.2% 11-15 years 7.4% 16-20 years 3.7% Above 20 years

2.5% 50-55 years

The majority of our respondents, that is, 63 of them, were between the ages of thirty and thirty-nine years. Further, more women in this age bracket had children who require close parental attention which is possibly the reason why women's careers chart a different trajectory to those of men in their thirties.

Most respondents had taken a break of a few months to a few years during their careers to fulfil their familial obligations - a feature that would be absent in men's careers if one were to follow their career paths.

8

POSITION OF RESPONDENTS IN LAW FIRMS

16.7% Associate

ASSOCIATES AND SENIOR ASSOCIATES 8 women

PRINCIPAL ASSOCIATES OR MANAGING ASSOCIATES 5 women

PPARTNERS AND PROPRIETORS 4 women

33.3% Senior Associate 20.8% Principal Associate or Managing Associate

Most law firms follow a hierarchical structure where 'Associate' is the starting position and 'Equity partner' is the highest.

12.5% Consultant 8.3% Partner 8.3% Proprietor

Approximately 58%, that is, 14 women in law firms said that they were involved in business development. Business development in law firms typically entails identifying and meeting potential clients.

9

POSITION OF RESPONDENTS IN COMPANIES

The hierarchical structure in the legal departments of companies varies and the nomenclature is not uniform. A Managing Associate could fall at the bottom level of the pyramid or be part of the senior management in the legal department of a company. Only 14% of women working in companies were involved in business development.

33% Junior level less than 7 years of experience 43% Middle level between 8 and 15 years of experience 24% Senior level over than 15 years of experience

10

1. 3 EDU CATION AL QU AL IFICATION S AN D AN N U AL I N C OM E

55% of respondents in litigation,that is, 16 women were independent practitioners and 21% were attached to a senior lawyer, 2 were working in a law firm. Almost all respondents had worked as apprentices to senior lawyers. As part of the apprenticeship, they received a nominal amount for their services. Some juniors continue to assist their seniors, and simultaneously have their own practice. Unlike law firms and corporations, the work environment in litigation practice functions outside the employer-employee relationship, which is defined through an employment contract. POSITIONS HELD BY NUMBERS OTHERS RESPONDENTS IN LITIGATION

Independent practice* 16

NUMBERS

0

6

Researchers at N.G.O.s

2

Retainership

3

Faculty

1

Law firm

2

Junior-level officers in statutory authorities

2

Researcher

1

On a break

1

* One respondent with an independent practice is also an Advocate-on-Record. + Two women who are attached to a senior are also engaged in independent practice. They have been included

10 20 30 40 50 60 70 80 90

81.48%

Only Ll.B.* (66) Ll.B and L.L.M. (7)

8.64%

Ll.B and M.A./C.A./CS (7)

8.64%

Ll.B. and Ph.d. (1)

Senior positions at 2 International organisations

Attached to senior lawyer+

under “attached to senior lawyer”.

EDUCATIONAL QUALIFICATIONS

0.01%

* This includes B.A./B.com/BS.c

44 Respondents 5-year integrated undergraduate law programme

37 Respondents 3-year undergraduate law programme

14 Respondents Post-graduate degree in law

11

ANNUAL INCOME OF RESPONDENTS LAW FIRMS, COMPANIES, AND OTHERS

0

Did not disclose

2

4

6

8

10 12 14 16

3.84%

Rs. 50,00,001 and above

13.46%

Rs. 30,00,001 - Rs.50,00,000

15.38%

Rs. 20,00,001 - Rs. 30,00,000

11.53%

Rs. 15,00,001 - Rs. 20,00,000

13.46%

Rs. 10,00,001 - Rs. 15,00,000

11.53%

Rs. 7,50,001 - Rs. 10,00,000

13.46%

Rs. 5,00,001 - Rs. 7,50,000

7.69%

Rs. 2,40,001 - Rs. 5,00,000

7.69%

Rs. 2,00,000 - Rs. 2,40,000

Given that most women who participated in the survey had considerable years of experience, 15% of them were in the remuneration bracket of 30 lakh to 50 lakh rupees. The women who fell in the higher compensation brackets belonged to the corporate and law firm sectors.

1.92%

12

1. 4 N U MBER AN D AGE OF CHIL DREN

ANNUAL INCOME OF RESPONDENTS

AGE OF RESPONDENTS CHILDREN

(LITIGATION) 0

4

8

12 16 20 24 28

5.61% < 1 year

Did not disclose Rs. 20,00,001 and above

24.13%

10.34%

32.71% 1 - 3 years 15.89% 3 - 5 years 31.78% 5 - 12 years

Rs. 15,00,001 - Rs.20,00,000 Rs. 8,00,001 - Rs. 15,00,000 Rs. 5,00,001 - Rs. 8,00,000 Rs. 3,00,001 - Rs. 5,00,000 Rs. 1,00,001 - Rs. 3,00,000 Below Rs. 1,00,000

3.44% 13.79%

6.54% 12 - 18 years 7.48% 18 - 35 years

10.34%

13.79%

10.34% 13.79%

In contrast to law firms and companies, litigation practice appears to be financially less rewarding in the initial years.

53 respondents had one child, 26 had two children, and 2 had three children. The majority of the children, that is, 58 of them were below the age of five years and 34 of them were between five and twelve years of age. A significant number of the children therefore, were in an age group that required both close parental attention and childcare support in the form of a crèche, nanny, or any other. This made the struggle for work-life balance pertinent for an overwhelming majority of the women in our survey.

13

"I

started my career in law first out of curiosity. I was motivated by both the industry and intellectual property work, that the decision to become a ‘media

and entertainment’ lawyer was made - except that such a specialty among lawyers did not really exist in India at that time. This of course did not deter me in the least. The goal was clear but the path hazy. I had a few defining moments which paved this path for me starting with the pursuit of intellectual property studies in the U.S. which presented me with an opportunity to intern with the Motion Picture Association in Los Angeles. In the heart of the entertainment capital of the world I got excited and enthused with the depth of domain expertise that existed amongst media attorneys. As I moved along, becoming a lawyer in a corporate law firm back home, I got presented with the opportunity of being seconded to the Walt Disney Company which was setting up its presence in India. I embraced this opportunity and learnt as much as I could of the industry and business, though as outside

ANJU JAIN KUMAR DIRECTOR, COUNSEL - INDIA LEGAL AFFAIRS, T H E W A LT D I S N E Y C O M P A N Y ( I N D I A ) P R I VA T E L I M I T E D

counsel I still sat on the periphery. It is only a few years later that I decided to become an in-house counsel to the Walt Disney Company India and I have never looked back. 14

The youthfulness of the industry, dynamic issues, evolving areas

are unique to women. Speaking of my own experience, I was at

of law and practice, but most importantly, the ability to

the brink of quitting work so that I could move on to becoming a

contribute to a growing area of legal work, have been among the

mother. It was my female senior who anchored me at that point

few of the many motivations that have kept me going and

and allowed flexibilities at the workplace which helped me to

continue to do so. Underlying all of this, the organisation has

achieve my personal goals and at the same time sustain a career.

allowed me to achieve a work-life balance. As I reflect back I see a

Today being a new mother, I have a lot to thank her as I have

challenging yet very fulfilling career journey – and its not over

managed to achieved both goals.

yet. I have been fortunate that the media sector in India has a large female presence and the

Work-life balance is a challenge that never goes away in its entirety.

environment to my experience

Work-life balance is a challenge that never goes away in its entirety. The magnitude differs at different points. For example there are certain decisive points in a career path when one interest may override the

has been fairly gender neutral in terms of dealings at the

other. I faced it when I was getting married. At that stage I

workplace. However, being a woman in Indian society comes

decided to become an in-house counsel, as in addition to my

with its demands and social conditionings. A woman has to wear

professional enhancement, it helped me in achieving a work-life

multiple hats. Managing these roles on a day to day level can add

balance.

to both emotional and physical pressures. At other times, the challenges are smaller and require more While I have not had any formal mentoring, I have been inspired

discipline of time, building efficiencies in working styles, and

and have drawn learnings from a couple of key senior women

delegation. To this the support of a strong and dedicated team has

lawyers that I have worked closely with.

certainly helped. I personally invest a lot of time in team and skill set building. Needless to say, a supporting home-domestic

I have found that women tend to empathise more with issues that

environment is crucial. 15

What would additionally help are policies around flexible hours or working out of home, which would go a long way in helping women sustain long-term careers. |

16

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