Neeru Zinzuwadia Adesara, Executive Editor, TV9 Gujarati News, uses two decades of newsroom and corporate experience to argue that high-profile cases like this are neither rare anomalies nor the whole picture in the wake of systemic failures at TCS’s Nashik BPO unit and the sexual harassment of Hindu women by an organized gang of Muslim team leaders. She claims that responsibility and the silence that frequently shields reputations over people are the bigger problems.
Neeru Zinzuwadia Adesara has spent years negotiating the demanding environments of Indian newsrooms and business circles, where women frequently put in long workdays. When controversies arise, as they did lately with Tata Consultancy Services, she applies a journalist’s objective perspective to inquiries that many would rather phrase in absolutes. To be honest, she doesn’t think that situations like the one being investigated at TCS are either extremely uncommon or frighteningly common. She notes that it is unpleasant because “the truth sits somewhere in between.”
Due to their size, reputation, and public scrutiny, well-known corporations like TCS garner a lot of attention. However, what really worries Adesara is what is still hidden: startups, vendors, and smaller businesses where grievances hardly make it past a private meeting. She points out that in many organizations, silence—rather than strong safety measures—maintains order. Therefore, the true tale goes beyond just women’s safety. It is a test of how responsible business systems are when issues arise.
It becomes challenging to write off the issue as a singular occurrence when several complaints build up over years. Rather, it indicates a broader systemic issue—a breakdown of the very procedures intended to step in early and stop escalation. Inevitably, fundamental queries like “Why didn’t internal systems like the POSH (Prevention of Sexual Harassment) framework respond in time? Were grievances ignored or given careful consideration? Was maintaining the organization’s reputation more important than solving the issue?
The fact that businesses like TCS represent aspiration for millions of middle-class families makes such incidents very disturbing. A position there symbolizes security, respect, and the feeling of having “made it” for a lot of young professionals. There are repercussions that go well beyond a single organization when confidence in that promise is damaged. The same expectations are carried by thousands of young women who enter the workforce in both metropolitan areas and smaller villages. Systems often work as intended. Others are more prevalent in theory than in reality. Employees frequently don’t know where to turn when that gap arises, or worse, they decide to remain silent since the personal cost of speaking up seems too high.
Women’s Safety in Corporate India: An Unfinished Project
Adesara, who has spent more than 20 years covering Indian business and has had several private discussions with CEOs, HR directors, managers, and workers, is adamant that women’s safety in corporate India is still an unresolved issue. The natural corporate reaction when a reputable company like TCS is embroiled in a crisis involving Islamist workers who routinely target vulnerable Hindu women is to declare it an aberration, a “unfortunate exception” in a system that is otherwise compliant. But her journalistic instinct tells her to be wary of that reassuring story.
Is There a Sense of Fear Among Women Employees?
Adesara admits that fear does exist, but it is rarely overt or dramatic. It is subtle and incorporated into daily choices. “The majority of women in corporate India lead teams, meet deadlines, negotiate salaries, and produce results without being paralyzed by fear.” However, there is still an underlying awareness that many men never have to think about.
It shows itself in subtle, everyday ways, such as reconsidering staying late, exercising caution when attending casual meetings or off-site events, allowing some remarks to go unnoticed to avoid being called “difficult,” or deciding not to escalate problems when the individual in question has seniority or influence. “Will this fix the problem, or will it quietly end my career?” is a more difficult question that many women ask themselves before speaking up.
The question itself shows how far the system still needs to go. Employees and the families that entrust them to these workplaces are concerned about incidents such as this one. However, fear is not the sole result. Increased consciousness ensues. Today’s women are better connected, more aware of their rights, and more willing to question what seems wrong. Perceptions change. However, trust suffers the most—confidence in leadership, HR processes, and the assurance that speaking up would result in significant action.
Rebuilding that trust is a difficult undertaking. It requires more than well-crafted regulations. Businesses must constantly show that they will take decisive action, even when it is uncomfortable. Adesara observes that women are simultaneously become more vigilant, proactive, and prepared. “They are adjusting to the workplace with an open mind, not retreating from it.”
How Can Women Stay Safe in the Workplace?
Adesara contends that when the subject is reduced to its most basic form, it is not about how specific women should maintain their safety. Why safety in professional settings still strongly relies on individual alertness is the more fundamental question. In a perfect world, safety would be built right into the system. But reality is more complicated.
What emerges across businesses is a quiet, practiced awareness rather than fear. Women are quick situational readers, people analysts, consequences analysts, and adaptors. Because it is more difficult to overcome obstacles on one’s own, they monitor discussions, pay great attention to how internal procedures actually function rather than what policy texts claim, and create networks of reliable colleagues. Nothing about this is perfect. It simply refers to how individuals go through situations where mechanisms don’t always inspire complete confidence.
Responsibility, therefore, rests squarely with organisations. Credibility requires more than language in handbooks. It demands consistent application of rules, especially when the situation is awkward or implicates powerful individuals. Until people believe the system will stand by them in practice — not merely on paper — personal caution will remain a necessary backup plan. The core issue is not women’s capability or awareness. It is confidence in the system itself. When that confidence exists, behaviour changes. When it does not, silence becomes the safer choice.
Final Word
In Adesara’s opinion, TCS is neither the villain nor the lone anomaly. It serves as a mirror, reflecting both the real advancements made by India’s corporate sector and the ongoing shortcomings. She emphasizes, “Women are not afraid of work.” They fear they won’t be heard. That dread should worry us far more than any one headline in a nation that strives to be a global economic leader.
TV9 Gujarati News’ executive editor is Neeru Zinzuwadia Adesara. Excerpts from an interview with VHP America’s Hindudvesha website served as the basis for this piece. Her email address is neeru.zinzuwadia@tv9.com.
Frequently Asked Questions (FAQs)
Q1. What is the TCS controversy about?
The controversy involving Tata Consultancy Services centers around concerns related to workplace conduct and has sparked wider discussions on employee safety, particularly for women in corporate environments.
Q2. Why has the TCS issue raised concerns about women’s safety?
The case has drawn attention to gaps in workplace policies, reporting mechanisms, and the overall safety culture, highlighting challenges women may face in corporate settings.
Q3. What does this controversy reveal about corporate India?
It underscores the need for stronger enforcement of safety policies, transparent grievance redressal systems, and a more inclusive and secure work environment for women across organizations.
Q4. What laws exist in India to protect women at the workplace?
India has the POSH Act (Prevention of Sexual Harassment Act, 2013), which mandates companies to create safe workplaces, establish Internal Complaints Committees (ICC), and ensure timely action on complaints.
Q5. How can companies improve women’s safety at work?
Organizations can strengthen safety by:
- Implementing strict anti-harassment policies
- Conducting regular awareness and training programs
- Ensuring confidential and effective reporting systems
- Promoting a culture of accountability and respect
Q6. What role does leadership play in ensuring safety?
Leadership must actively enforce policies, respond promptly to complaints, and foster a workplace culture where safety and respect are non-negotiable.
Q7. How can employees report workplace harassment?
Employees can report issues through Internal Complaints Committees (ICC), HR departments, or designated grievance channels within their organization.
Q8. What impact could this controversy have on corporate policies?
It may push companies to revisit and strengthen their safety frameworks, compliance measures, and employee support systems.
Q9. Why is this discussion important right now?
With increasing workforce participation by women, ensuring safe and equitable workplaces is essential for sustainable growth and employee well-being.
Q10. What is the broader takeaway from the TCS controversy?
The situation highlights the urgent need for continuous improvement in workplace safety standards, transparency, and corporate accountability across India.
