How Azerconnect Group is building a culture of inclusion in Azerbaijan’s tech sector

In Azerbaijan’s ICT sector, Azerconnect Group has integrated gender equality into its operational framework alongside its technological growth. With more than 4,000 employees, Azerconnect Group began its formal journey toward inclusion in 2021 by joining Women’s Empowerment Principles (WEPs), developed by UN Women and the UN Global Compact Office to guide businesses and the private sector in advancing gender equality and women’s empowerment. This commitment resulted in tangible policy reforms, including hybrid work options for new mothers, the transition from “maternity” to “parental” leave, and the introduction of 14 days of paid paternity leave.

Making women visible and removing barriers

Azerconnect Group’s initiatives moved beyond general empowerment to specific, actionable visibility and structural reform. Through the “Inspire. Lead. Create.” programme, women employees stepped into the spotlight as role models at the Women Fest Fair and in media campaigns circulated locally.

On the operational side, the company reengineered its talent acquisition to ensure fairness. This involved establishing an inclusive hiring team, stripping gendered language from job descriptions, and updating the Oracle system to provide hiring managers with “blind CVs” that conceal gender and age details.

From gender equality to “We Are All One”

“Gender equality is not a project for us; it is a cultural shift that starts with how people are seen, heard, and supported every day,” said Elnara Mejidova, Head of Employee Transformation Programs.

This vision led to the launch of the DEIB strategy, “We Are All One,” which embedded inclusion into the company’s DNA through comprehensive nondiscrimination policies and a unique Safe Space Charter. A key driver of this culture is the network of five Employee Resource Groups (ERGs), including "She Cares" for women's mentorship, "Impaired Inclusivity," and "Inclusive Touchpoints."

Supporting families and redefining fatherhood

Azerconnect Group has restructured its support for working parents to address specific retention challenges. A key component is the “structured maternity journey” managed through the company’s Oracle system. Before taking leave, employees are assigned a "buddy" a colleague responsible for maintaining connection, inviting them to optional training, and updating them on company changes to prevent professional detachment.

Post-maternity reintegration is further supported by a distinct hybrid work policy: while the standard requirement is three days in the office, new mothers are required to attend only once every two weeks.

Simultaneously, the company addressed the other side of the equation with "ATA+", a programme designed to engage fathers. Beyond introducing 14 days of paid paternity leave, a practice that has since been reflected in national legislation, the programme expanded into the community. It includes coaching, psychological support, and workshops that have now been adopted by 25 Azerbaijani schools, normalizing active fatherhood.

From internal initiatives to national impact

Since beginning its Diversity and Inclusion journey, within the WEPs framework, Azerconnect Group began as a “Beginner,” scoring just 13 per cent in its 2022 gap analysis. By 2024, it has progressed to “Achiever” status with a score of 75 per cent.

The company’s approach has begun to influence the broader business ecosystem. Azerconnect Group extended its advocacy by hosting workshops on "Green Thinking" and Diversity and Inclusion strategies for its supply chain partners. Furthermore, internal pilots regarding hybrid work, paternity leave, and the promotion of sign language have set precedents that are now being integrated into Azerbaijan’s legislative framework.

Today, inclusion at Azerconnect Group is driven by data and accountability. Matanat Babayeva, Chief Human Resources Officer (CHRO) and Chairperson of the Employee Resource Group, emphasizes the strategic value of this evolution:

“When we started talking about Safe Space, I saw it mainly as a cultural priority. Today, I see it as a business advantage. Our people are more open, more courageous in sharing ideas, and more committed to our goals. We are no longer building inclusion as a program. We are building belonging as a system. And that system is now shaping how we grow, how we lead, and how we create value for our people, our customers, and our business.”

As a Triple Top Employer and multiple international award winner, Azerconnect Group stands as a national example of how companies can translate the Women’s Empowerment Principles into lasting cultural change - building workplaces where everyone is respected, empowered, and able to thrive.,