PR founders who want to scale must fix women's workplace rights first

Here are five policy frameworks that, when communicated effectively, can significantly boost both your agency's internal governance and your client's brand valuation:

1. PoSH Act (2013)

Question: If your Internal Committee exists only on paper, is that compliance or a crisis waiting to happen?

In PR, "the office" is a myth; our workplace is a moving target that shifts from a client’s lobby at 8 AM to a hotel bar during a midnight FAM trip. For organisations with 10+ employees, the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, is non-negotiable. An Internal Committee (IC) is to be set up, led by a senior woman, to handle harassment claims. Investigations are confidential and must be completed within 90 days, offering survivors perks such as interim relief for up to 3 months. An organisation’s legal responsibility follows your team everywhere; if they are present at a location for work, the law is there with you. Non-compliance can attract fines and potential cancellation of the license by the competent authority.

The PR Opportunity:

• Position the IC as a literal shield signalling that talent safety outranks any "power client" retainer, builds immediate, unshakable trust.

• Move penal consequences from a hidden PDF to your agency's front line. This "Brand Signal" proves to global MNCs that your governance is audit-ready and mature.

• Use internal comms to brand your coverage as "mobile." Protection follows the team from late-night taxis to FAM trips, ensuring safety isn't tethered to a desk.

• Use your crisis expertise to keep the process sacrosanct. Strict confidentiality dismantles toxic "whisper networks" and prevents the Glassdoor leaks that tank agency valuations.

2. The Maternity Benefit Act 2017:

Question: If leadership roles quietly bypass returning mothers - is that "business as usual" or the slow erosion of your brand's future?

Maternity benefits aren't a compliance "cost"; they are a strategic defence against talent drain. Under the Act, women are entitled to 26 weeks of paid leave after 80 days of actual service in the preceding 12 months. In our "always-on" culture, this is a critical reset to preserve senior leadership.

The Act also provides a "WFH Bridge" subject to role suitability and mutual agreement. Smart founders understand that the law places strict protections around pregnancy, making dismissal highly restricted and legally risky. For establishments with 50+ employees, a mandatory crèche becomes an "Employer Branding" differentiator, with mothers entitled to four visits a day, including their rest intervals. Replacing a senior lead costs 2x their salary; mastering this Act protects your agency’s valuation.

The PR Opportunity:

• Stop viewing leave as a "resource gap." Institutionalising benefits proves you are a sustainable legacy brand built on systems, not just one person’s 24/7 availability.

• Avoid glorifying personal grit narratives - move from a culture of 'toughing it out' to ‘governance by design’.

• Highlighting benefits signals leadership stability, assuring clients their account leads are here for a decade, not a season.

3. Shops & Establishments Act:

Question: If a global MNC audited your late-night transport logs tomorrow, would they see a professional partner or a massive governance gap?

In an industry of 11 PM client calls and 6 AM airport runs, the Shops & Establishments Act (specific to each state) is the most overlooked operational baseline. The Act mandates a "Safety First" protocol: late-night work for women requires secure, employer-provided transport and measures prescribed under state rules. Furthermore, institutionalising the Act's mandated rest intervals and hour limits serves as a "Burnout Ceiling," protecting your agency from the high costs of churn. In today's global market, transparency over time and documented terms are visible markers of "Audit-Ready Governance" that MNCs vet as closely as your creative reel.

The PR Opportunity:

• Shift the narrative from safety as a "favour" to a standard SOP.

• Use policy literacy to push back on unreasonable client timelines.

• Communicate your organisation’s governance maturity through your credentials deck to win long-term retainers.

4. The Code on Wages, 2019, and Unified Labour Codes (2025):

Question: If two account leads run identical mandates but earn differently, is that performance, or a governance blind spot?

The Equal Remuneration Act, 1976, is now subsumed under the Code on Wages, 2019. The Code forms part of the four Labour Codes effective from November 2025, with state rules being notified progressively as of February 2026. It prohibits discrimination on the grounds of gender in wages or recruitment and mandates equal remuneration for the same work or work of a similar nature. Pay parity must be achieved without reducing wages.

For clients and PR agencies, where compensation is often shaped by negotiation strength or informal founder decisions, this is critical. Gender cannot be a silent variable in CTC. Discriminatory patterns in hiring, role allocation, or advancement, if linked to gender, are legal and reputational risks. In a perception-driven industry, pay equity is not activism; it is governance discipline.

The PR Opportunity:

• Demonstrate a data-backed, gender-neutral path to the C-suite to become "investment-ready."

• Move to objective evaluation metrics to eliminate biases stalling female careers.

• Normalise active advocacy for senior leadership roles.

• Being a "Certified Equal Pay" workplace adds a layer of authenticity that competitors can't match.

5. Companies Act, 2013:

Question: If your board lacks a female voice in a 65% female dominated industry, are you leading a company, or just running a founder’s circle?

As agencies scale to meet the prescribed thresholds under the Companies Act, 2013, the Act becomes the hammer that breaks the "governance ceiling." The Act mandates "Gender Diversity at the Top," forcing boardrooms to evolve from "old boys' clubs" into professional hubs by requiring listed and prescribed public companies to appoint at least one woman director.

Directors also owe fiduciary duties under Section 166 to act in good faith, exercise due care and diligence, and consider the interests of employees alongside shareholders and the broader community. As companies grow, governance moves from personality-driven decisions to policy-backed oversight.

For larger entities falling within prescribed thresholds, mechanisms such as the Nomination and Remuneration Committee (NRC) introduce formal evaluation and remuneration criteria, reducing subjectivity in leadership appointments. Similarly, companies meeting CSR applicability thresholds must allocate a percentage of profits toward approved social initiatives SUCH gender initiatives or internal crèches, turning a tax obligation into your most potent talent magnet.

The PR Opportunity: Storytelling Through Transparency

• Don't just tick the "woman director" box; broadcast her impact to attract elite talent.

• Reframe Section 166 to tell clients: "Our leadership is legally bound to protect our people."

• Use the NRC mandate to demand promotions based on performance metrics.

• Use CSR funds for safety hostels or crèches - investing in your own talent pipeline.

Conclusion: Policy as the Ultimate Brand Strategy

In 2026, policy literacy is the ultimate talent magnet. We have entered the era of the "Agency Audit." If your internal culture remains a "black box" regarding women’s rights, your growth will hit a ceiling. Mastering policy literacy allows you to graduate from an "executor" to an architect of a sustainable, valuation-ready institution. To be a trusted advisor to the world’s biggest brands, our own houses must be in order. Authentic communication requires an authentic foundation.

Bhakti Dalal is a legal and public policy expert comms specialist.

25-year-old Anchal Mehta, founder of PR firm The Knowbility, shares the Gen Z point of view on workplace harassment.

1. In your view, how does the younger workforce (Gen Z) approach workplace harassment compared to previous generations?

I believe workplace harassment itself hasn’t changed much over time, but the way it is addressed has evolved significantly. The Gen Z workforce is far more aware of their rights and the importance of safe work environments. They are more likely to speak up, call out inappropriate behaviour, and demand accountability. In contrast, previous generations often chose to stay silent or tolerate such situations due to social stigma, fear of repercussions, or limited awareness. This shift reflects a growing culture of openness, empowerment, and zero tolerance toward workplace harassment.

2. What factors make employees hesitate to report harassment formally?

Employees often hesitate to report harassment formally due to the fear of retaliation or potential negative consequences on their career growth. Many worry that speaking up could affect their professional relationships, opportunities for advancement, or overall reputation within the organisation. Additionally, a lack of trust in HR or management to handle complaints fairly and confidentially can discourage employees from coming forward, especially if they feel their concerns may not be taken seriously or addressed effectively.

3. How does digital communication (chat, email, social media) influence harassment experiences across generations?

Digital communication through platforms like chat, email, and social media has significantly shaped how harassment is experienced and addressed in the workplace. One key aspect is that digital interactions often create a record, making it easier to document and report inappropriate behaviour. Younger employees, particularly Gen Z, tend to be more aware of what constitutes inappropriate conduct in online spaces and are generally more comfortable calling it out. In contrast, some members of older generations may be less familiar with evolving norms around digital communication and may not always recognise or respond to online harassment in the same way. Overall, digital platforms have both increased visibility and accountability in addressing such issues.