In the serene lanes of Gudavalli near Vijayawada, a notable transformation is occurring within an ice cream factory where women from nearby villages are in charge. At Dumont Creamery, approximately 70% of the workforce consists of women, predominantly recruited from local communities. This development signifies a substantial move towards gender inclusion in South India’s food manufacturing sector, which has been largely male-dominated. Dumont, a locally grown brand, exemplifies the incorporation of social responsibility into its factory practices.
Vivek Inampudi, one of the founders, remarks, “We’re a local family, and it only made sense to support our own community.” He adds that hiring locally, particularly women, was not merely a strategic human resources decision but a reflection of their upbringing and values. This approach has led to tangible improvements for the community. Many of the women working at the facility come from rural backgrounds in and around Gudavalli and Gunadala in Vijayawada. For several, this job represents their first formal employment. With reliable incomes, these women have become the main earners for some households, allowing families to access better education and healthcare.
Ramulamma, 34, who walks 15 minutes to the plant each day, shares, “Before this, I used to do agricultural labour. The income was seasonal. Now, I work on the packaging line and my children are in school full-time.” National statistics highlight the rarity of such employment structures. The Ministry of Labour and Employment reports that women constitute less than 20% of India’s overall manufacturing workforce. In food processing, this figure is only marginally higher, largely confined to informal or seasonal roles. Dumont’s approach, which provides full-time jobs along with training and safety protocols, is being highlighted by some development economists as a potential model for inclusive rural industrialization. Furthermore, the advantages are mutual.
Research from McKinsey and NITI Aayog indicates that companies with gender-diverse teams tend to see enhanced productivity, improved team dynamics, and reduced turnover rates. At Dumont, management links consistent high output to this gender diversity and the workers’ sense of ownership. As market research by MarkNtel predicts, India’s ice cream industry is expected to grow, reaching ₹40,000 crore by 2028. Workforce models like Dumont’s could redefine sustainable and inclusive growth in the manufacturing sector. Through stable employment opportunities and the empowerment of rural families, the women of Gudavalli are not merely producing ice cream; they are also transforming the future of Indian industry.
