"While the rise of the internet and online hiring practices can increase access to job opportunities for historically disadvantaged groups, an upsurge in the number of applications can lead managers to intentionally or unintentionally rely more heavily on demographic-based stereotypes. This type of discrimination is a challenge globally, and to counter these tendencies new and innovative tools are needed to reduce bias. We look specifically at the challenge of reducing gender bias in Indian hiring. Using data on hiring for full-time professional jobs in India from Shortlist, a hiring firm that is a leader in using bias-mitigating tools, we consider the validity of the global literature on gender discrimination in the Indian context.rm that is a leader in using bias-mitigating tools, we consider the validity of the global literature on gender discrimination in the Indian context."

"By investing in gender inclusion, businesses can generate opportunities for women while also furthering their business objectives. In recognition of the opportunities outlined above, the Shell Foundation and Value for Women embark on a partnership in 2016 designed to pilot a holistic framework for gender inclusion in enterprise operations, using a "bottom-up", business-first approach, aimed at testing the impact of gender inclusion on business performance. The approach first hones in on business challenges, and then designs practical, measurable solutions with a gender lens."

"In this Shell Foundation report, we share the findings from our work with leading social enterprises to build sustainable rural value chains in the off-grid energy sector over the last two decades. This report focuses on the question: can we improve the economics of social enterprises serving last mile customers to the point where they can secure sufficient investment to serve billions, not millions, of people who live on $2 to $10 a day?"

"In this report we share our views on the best way SF can help to achieve the SDGs by accelerating the growth of such markets. Where can we best deploy capital to maximise long-term value for the people we serve? What is the most cost-efficient way to achieve these charitable goals? How can we partner with like-minded organisations to unlock private capital to fund greater impact?"

"This study assesses the state of a significant, albeit underserved, segment of the SME market, known as the "Missing Middle" to better understand their needs and the challenges they face. It addresses how governments and other stakeholders can help them reach their potential for growth and job creation to positively impact the MENA region. Missing Middle SMEs are formally registered firms that have passed the initial start-up stage. These SMEs typically have modest revenues of US$100,000-$5 million, employ an average of 6-150 employees and require between US$50,000 and $2 million in flexible growth finance, along with business development assistance, to survive and grow. This study shows that although there are a number of existing SME support programs in the region, they need to go beyond the provision of limited subsidized loans and pre-investment training to adequately support the Missing Middle SMEs throughout their business lifecycle."