In the sprawling urban landscape of India, the booming delivery sector — driven by companies like Zepto, Zomato, Swiggy, and countless courier services — has become a hallmark of convenience culture. However, as we marvel at the speed and efficiency with which goods arrive at our doorsteps, there is a glaring and often overlooked reality: these jobs are overwhelmingly male-dominated. Observationally, nearly 99% of delivery personnel are men. The rare sight of a woman on a two-wheeler making a delivery stands out as an anomaly. This phenomenon raises an important question: Are certain job roles inherently designed or structured in ways that systematically edge women out?
One of the most evident barriers is the logistical setup of these roles. Delivery jobs typically require riders to own or operate two-wheelers. While this might seem like a neutral requirement, it disproportionately disadvantages women. Culturally, fewer women in India ride two-wheelers than men, largely due to societal expectations and safety concerns. Additionally, companies seldom provide vehicles, further entrenching this disparity.
Even when women possess the skills and resources to meet these requirements, indirect challenges remain. Family responsibilities, societal norms, and perceptions regarding the safety of navigating traffic-heavy routes often discourage women from entering these fields. The unpredictability of the role — long hours, late-night shifts, and on-demand availability — makes participation even more difficult for women, especially in a country where they are frequently entrusted with primary caregiving responsibilities.
Another dimension of this issue is organisations’ hesitance to hire women for such dynamic, high-mobility roles. This reluctance often stems from deeply ingrained biases and logistical concerns. For instance, delivery jobs frequently involve navigating unfamiliar neighbourhoods and interacting with strangers, which some companies perceive as risky for women. These risks are compounded by the legal and societal implications of ensuring women’s safety, which companies may view as an additional operational burden.
Furthermore, labour laws, such as maternity leave requirements, can make organisations cautious about hiring women. While these laws aim to support women and foster equitable workplaces, they can unintentionally deter hiring, particularly in industries with wafer-thin profit margins. Apprehension about reduced availability during maternity leave or concerns about retention after leave can lead some employers to favour male candidate hires.
It’s also worth examining the supply-side factors. Are women interested in these roles, and if not, why? The perception of delivery jobs as physically demanding and unsafe can discourage women from applying. Additionally, the lack of visible role models in these fields perpetuates the belief that these roles are “not for women.” When women don’t see others like themselves succeeding in such roles, it reinforces their sense of exclusion.
Cultural norms also play a significant role. In India, many families may discourage women from taking up jobs that involve extensive travel, late-night work, or interaction with strangers. These societal expectations and a lack of family support further diminish the pool of potential women candidates.
The underrepresentation of women in the delivery sector has broader implications for economic and gender equity. Delivery jobs are among the fastest-growing employment opportunities in urban India, providing a lifeline for semi-skilled workers. Excluding women from this sector means denying them access to a significant and expanding source of income, consequently widening the gender pay gap.
This exclusion also reinforces the notion that certain jobs are inherently male domains, perpetuating stereotypes that limit women’s aspirations and career choices. Over time, such patterns contribute to systemic inequality, where women are systematically pushed towards a narrower range of roles, often with lower pay and fewer opportunities for growth opportunities.
The challenges faced by the delivery sector in integrating women are common. Industries like the military and construction have historically been male-dominated, citing reasons such as physical demands, safety concerns, and operational complexities. However, these sectors are slowly evolving. For example, the Indian Army has begun to induct women into combat roles, reflecting a broader shift towards equality and inclusivity.
These changes have often been driven by deliberate policy interventions, such as setting diversity targets, creating safer working conditions, and challenging stereotypes through public campaigns. Delivery companies can use these efforts to foster a more inclusive workforce. Companies can address logistical barriers by offering vehicles or subsidies for vehicle purchase and maintenance. They could also establish dedicated support systems, such as helplines and real-time tracking, to ensure the safety of women delivery personnel.
Policies such as assigning women to safer delivery zones or daytime shifts can alleviate safety concerns. Training programs to sensitise male colleagues and managers about gender inclusivity can help create a supportive work culture. Actively recruiting women and creating targeted campaigns that challenge stereotypes can encourage more women to apply. Highlighting success stories of women in the industry can inspire and break down psychological barriers.
Technology can significantly improve delivery jobs by making them safer and more accessible. For example, AI-driven route optimisation can assign safer and shorter delivery routes to women, and apps that allow women to choose delivery slots can address some of the challenges.
Companies can work with government bodies to address legal and logistical hurdles. For instance, providing financial incentives for companies that hire women or creating schemes to train and upskill women for delivery roles can drive change at a systemic level.
The glaring absence of women in the delivery sector is not merely a matter of coincidence or preference — it reflects deep-seated structural, cultural, and organisational barriers. Although these barriers are challenging, they are not insurmountable. By addressing supply-side constraints and overcoming organisational hesitations, companies can unlock the potential of an untapped workforce. Inclusivity is not simply a moral imperative but also a business advantage. A diverse workforce brings varied perspectives, enhances problem-solving, and strengthens organisational resilience. The delivery sector, as one of the cornerstones of India’s gig economy, has a unique opportunity to lead the way in challenging gender norms and creating equitable opportunities. It is time to ask why women are missing from these roles and what we can do to change that.
[1] Steve Correa is an Executive Coach and Author of The Indian Boss at Work, Thinking Global, Acting Indian
[2] Ronald D’Souza has Corporate and Consulting Experience and mentors new startup’s.
This article was first publised on medium on 19th Dec 2024.
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