When Institutions Fail Women

 

Tata Consultancy Services (TCS) is facing a deeply disturbing controversy after serious allegations emerged from its Nashik BPO unit. Following an undercover operation by the Nashik Police, in which women officers posed as housekeeping staff, what has come to light points to far more than isolated misconduct. Preliminary reports suggest that for over three years, multiple female employees were subjected to sexual harassment, including stalking, exploitation and molestation, along with alarming allegations of religious coercion, with claims that women were pressured to perform namaz, consume beef against their beliefs, and even consider conversion.

The gravity of these allegations cannot be overstated, with victims stating that their repeated complaints were dismissed by HR manager Nida Khan and others as something “common in MNC culture”, reflecting not just apathy but a deeply entrenched culture that normalises abuse. Nine FIRs have been registered and at least seven arrests made, including six team leaders and an HR official, while some of the key accused, particularly Nida Khan, remain absconding, pointing to systemic failure at TCS rather than isolated wrongdoing.

The company’s response has, so far, been abysmal. Chairman Natarajan Chandrasekaran has termed the incident “gravely concerning” and asked COO Aarthi Subramanian to lead an internal inquiry, an understatement of what is expected and clearly insufficient for a Tata group arm that prides itself on ethical leadership and culture. This outrage demanded visible and immediate accountability, and the absence of decisive action at the local leadership level raises serious concerns, warranting responsibility to be fixed at the highest levels, including the head of the Nashik unit.

While allegations of religious coercion are serious and must be pursued under the law, the issue I wish to underline is the safety, dignity, and equality of women in the workplace. No organisation today can claim credibility if it fails to ensure a harassment-free environment, as this is not about optics but basic human dignity; a workplace where women function under fear is fundamentally broken, and if these allegations are proven, the response must go beyond punishing individuals to confronting institutional failure with honesty and resolve.

“Frailty, thy name is woman,” says Hamlet, reflecting the prejudice of his time. That notion never held true. If anything, it is the frailty of the male mind that has perpetuated it. Any organisation that does not treat men and women equally is building on weak foundations. Equality demands zero tolerance for gender-based misconduct and a clear commitment to women’s empowerment, not mere lip service.

The Vishaka Guidelines, laid down by the Supreme Court in 1997, required employers to prevent and address sexual harassment at the workplace, and were later reinforced through the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (SHWW Act or PoSH Act), which mandates the constitution of an Internal Complaints Committee (ICC) in every organisation, headed by a woman.

Yet, such safeguards are often followed more in violation than in practice. I have seen numerous instances through relatives, friends, and wider circles. Anecdotal evidence aside, this is something all of us have encountered through national and local news; unfortunately, our society often excuses even major transgressions and persuades or browbeats victims into silence, with both government and private organisations equally culpable and enforcement remaining weak.

In my own limited way, I have tried to deal with this menace firmly and in a no-nonsense manner, believing and conveying to managers across the hierarchy that this rigmarole of enquiries and depositions is fine, but we as administrators must go beyond, even if it means leaning strongly towards the woman’s version.

I have often found that guidelines alone are not enough in such cases, and administrators must act with clarity and conviction. Let me recount my experience towards the end of my career as GM in-charge at the Integral Coach Factory (ICF), Chennai, where incidentally the Vande Bharat Express was conceived and developed during my tenure.

Very early in my tenure at ICF, I was informed of a case that had been quietly buried. An employee, in an inebriated state, had barged into the hostel room of two female employees and attempted to molest one of them. He escaped, no disciplinary action was taken due to lackadaisical follow-up, and the women eventually withdrew the complaint. The matter had simply faded away.

I reacted sharply and immediately convened a meeting with Mohan Raja, the Chief Personnel Manager, a fine executive too, and his team. We decided that he would verify the facts informally but rigorously, and if found true, the employee would be dismissed the same day. The Government of India empowers such action where enquiry is not feasible, and if this was not such a case, none would be. By evening, the dismissal order was issued. When a Personnel officer remarked that the man had a family to feed, I responded that compassion has its place, but not at the cost of justice, and in any case, we were simple administrators, not judges hearing cases for eternity.

There were four such major incidents over the next year, and we dealt with all of them similarly: summary dismissal. Once satisfied about the genuineness of a complaint, we avoided subjecting the complainant to the ordeal of enquiries and testimony and ensured swift action, while in minor cases, measures such as removal from the workplace and public censure sent a clear message. There was also one instance of a false allegation, which after informal verification led to the woman employee being reassigned to a more demanding role with strict compliance expectations.

At the same time, women were encouraged to challenge themselves vis-à-vis men in terms of output, and many rose to the occasion. From being seen as helpers in skilled roles, they moved into positions of leadership as technicians. We formed twenty all-women groups, known as Mahila Shakthi gangs, delivering output equal to or better than their male counterparts.

The heavy fabrication group deserves special mention. It is rare in Indian industry to see a team of thirty women welders and fitters independently manufacturing something heavy, like in our case, a coach shell, through heavy fitting, welding and lifting. This also shows in tittle as well this image of the women in their work uniforms, which was splashed across the national press; you can also see them in action in the coverage video shared below:

Mahila Shakti: ICF's women team behind trains

https://www.youtube.com/watch?v=Dk2IgX1eipI

 

There are encouraging examples. Maruti Suzuki India Limited has increased the participation of women in manufacturing roles at its Gurugram and Manesar plants, deploying over 190 women on the shop floor in a year and taking the total across functions to over 1,300, all receiving the same training and opportunities as men. This is the direction industry must take.

The TCS episode must serve as a wake-up call. Institutions decline when misconduct is ignored and accountability is delayed; rebuilding trust requires nothing less than swift, transparent action. As I recall the words of Jaishankar Prasad, I would tweak it: 'Nari tum kewal shraddha nahin ho, aur bahut kuchh ho’.  A woman is not merely an object of reverence; she is an equal participant in every sphere, and any workplace that fails to recognise this diminishes itself.

I am inclined to end this with a sense of hope that justice will prevail. I am reminded of the words of Launcelot Gobbo in Shakespeare’s The Merchant of Venice, who, in a moment of clarity, reminds us: “Truth will come to light; murder cannot be hid long... at the length truth will out."

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