For long a workforce with diversity has been considered as a contributory factor when it comes to the organisation’s performance and helps to add both quantifiable and unquantifiable value (Nair and Vohra in Diversity and Inclusion at the Workplace: A Review of Research and Perspectives, 2015). However, the focus has been shifting to equity, inclusion, and belongingness. Generally, at a fundamental level, a diverse workforce includes factors like different gender, caste, age, education level, status in society and financial status although this chapter looks only at the women’s representation in Indian organisations. The overarching aim of the chapter is to identify the measures taken by various stakeholders towards the representation and inclusion of women, the challenges thereof, and the imperatives for leadership towards pursuing equity and inclusion goals (EI) for women to create a more responsible world. Reflexive thematic analysis (RTA), one of the many approaches of thematic analysis, has been used in this chapter. The data and information from diversity, equity and inclusivity (DEI) reports of leading companies, annual reports of the companies 2021–2022 for the top twenty-five organisations in India from Economic Times (ET) 500 companies were analysed based on the aim of the chapter. Data from annual reports demonstrate a disparity in the women to men ratio within companies. Indian organisations are at their initial phase where there is emphasis upon having equality in the process of hiring, remuneration and representation in leadership roles among other roles. The top-listed Indian companies have only 20% of female employees out of their total workforce. The low representation is particularly evident when looking at the composition of the boards. The chapter attempts to identify the gaps in achieving the EI goals and brings to fore the prerequisites for listening to the voices of women, i.e., “the different voice” as put forth by thought leader like Carol Gilligan (1982).