We built HEMLATA to arrive at equity before equality.
Too many bright young women are held back by a lack of opportunity and a support system. At HEMLATA, we empower young women to achieve financial independence so they can lead lives of dignity and self-worth.
Our competitive advantage is that we are people-focused, not numbers-focused. We build outcomes by nurturing the individual — because when one young woman becomes financially independent, the ripple effect reaches her family, siblings, and community, and changes what others believe is possible.
Second, we measure impact, not just activity. We track a Social Return on Investment; our current SROI is 4.9x — meaning every unit of capital invested generates 4.9x in social value over the full pathway.
Third, we have a strong proof of concept: to date, every alumna Scholar has secured employment, including roles with Deloitte, Goldman Sachs, Accenture and Fidelity Investments. And since introducing our returnable grant, every eligible Scholar is paying it forward — minimum 33% repayment (with the option to contribute more), creating a circular model that strengthens sustainability.
We envision success through disciplined delivery — 80+ touchpoints per Scholar per year — and careful growth: scaling cohorts only when multi-year funding is secured, while keeping the community and outcomes at the centre.
Every member of our community is a change-maker, transforming the narrative of gender equality. We are not just shaping individual lives; we are influencing the trajectory of social change, one empowered woman at a time.
We operate as an impact-first social enterprise (non-profit) with a hybrid funding model: approximately two-thirds philanthropic and one-third returnable grants (repay-forward) that are recycled into future Fellowships.
Every INR/USD 1 invested generates a 4.9× social and economic ROI over 8 years.
We pair university education with the #ShapingHERfuture Skills Academy and 80+ touchpoints per year to nurture young women towards financial independence.
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