From introducing the eight-hour workday in the early twentieth century before it was adopted as a standard by the International Labour Organisation; to bringing over a hundred transgender individuals on board in core mining operations this year, Tata Steel has been a lighthouse for inclusive workforces before most companies knew what that meant. Last year, the company was recognised as a Global Diversity, Equity, and Inclusion (DEI) Lighthouse by the World Economic Forum. This year, it announced publicly that it aims to make up 25% of its workforce with LGBTQIA+ people, people with disabilities, and people from other historically excluded groups.  

We took the opportunity to talk about their work with Anubhuti Banerjee, EA to CIO at Tata Steel, who’s had an incredible 12-year journey with the company. Anubhuti, who is a proud trans woman, says that Tata Steel gave her the space to truly embrace who she is, helping her not only grow personally but also thrive professionally. With the backing of top management, Anubhuti founded WINGS, the company’s LGBTQIA+ Employee Resource Group, which helped break new ground for inclusion. 

The interview has been lightly edited and condensed for clarity. 

Abhinandan Dheiman: How does an organisation like TATA Steel set a benchmark for diversity and inclusion, especially with a workforce ranging from white-collar as well as blue-collar professionals, in India and around the world? 

Anubhuti Banerjee: That question touches on Tata Steel’s deep cultural diversity. Our journey towards inclusivity is rooted in the core values of the House of Tata, particularly the belief that an organisation must be accountable to the communities it serves. Tata Steel was pioneering not only in industrial growth but also in providing employment to those striving for self-governance and independence, and this spirit continues to guide the organisation even today, making diversity and inclusion a natural fit. Even though most of us weren't around in the days of Jamshedji or J.R.D. Tata, their legacy of pushing boundaries still drives our diversity initiatives. 

But it wasn’t until 2013-14 that we began to take a more structured approach with the founding of the MOSAIC Diversity and Inclusion Initiative. We recognised that while we had cultural and age diversity, in factors like gender, even though an equal opportunity employer, we had a very skewed balance in the number of employees. When we started, we had a small women representation, mostly in office roles. In a country like India, where manufacturing is traditionally male-dominated, we were well-positioned to change that narrative. Over time, our understanding of diversity evolved, leading us to introduce initiatives for LGBTQIA+ inclusion, formalise support for people with disabilities, and gain insights from other companies - like Godrej! 

Today, our focus is on affirmative action, ensuring we include people from all communities—especially in the regions where we operate, like Odisha and Jharkhand, which have a strong presence of tribal and indigenous communities. But diversity and inclusion for us is about continually redefining what it means, deepening our understanding, and pioneering new approaches wherever possible.  

AD: What were some of the initial challenges Tata Steel faced when implementing LGBTQIA+ inclusion, and how did the company address those challenges, particularly in relation to Section 377? 

AB: We began discussing LGBTQIA+ inclusion in 2015, a time when Section 377 was still in place. Our first step towards LGBTQIA+ inclusion was the creation of an employee resource group - WINGS. When I joined, I was surprised there were no visible queer people or policies in place. We quickly realised that the missing element was open conversation, so WINGS was established to normalise LGBTQIA+ discussions and raise awareness across the company. 

I still vividly remember the day we launched WINGS. It was a beautiful sunny day, but as the launch began, a thunderstorm suddenly rolled in. Our then-Chief Diversity Officer, Ms. Atrayee Sanyal (currently VP Human Resources), remarked how the storm outside mirrored the one starting within the organisation, symbolising the profound impact this initiative would have on Tata Steel. The group gained momentum, with over 100 people signing up on the first day, many of them as allies. The space was simply for honest and open conversations, fostering a sense of inclusion and understanding across the organisation.  

From this resource group, we organised early initiatives, including inviting external speakers to discuss allyship. We also hosted a gay stand-up comedian and a chef from the LGBTQIA+ community, who shared their stories and experiences. 

In 2018, when Section 377 was repealed, many corporations felt free and came out of the closet. We introduced highly inclusive policies. A key change was removing gender-specific language in partner-related policies. One notable update was the revision of our ‘honeymoon policy,’ originally for married couples, which we revised to include partners of all genders.  

AD: Can you elaborate on the MOSAIC initiative? What are the current challenges in its implementation and how Tata Steel tackling them? 

AB: In 2012-13, Tata Steel planted the seeds of its MOSAIC initiative for diversity and inclusion. You could say that Tata Steel sought to create a mosaic of people, where diversity would add to the richness of the organisation. 

At the time, DEI policies weren’t widely adopted. India is a country rich in diversity but requires deliberate action for real inclusion. MOSAIC’s goal was to shift the culture by embedding inclusivity into everyday practices, beginning with sensitisation and then progressing towards real and tangible impacts. 

I can speak from experience here. My journey as a trans woman became a key part of this initiative. When I joined Tata Steel, I was presenting under a different name and gender, but I always knew I was a woman.  Being seen as my true self, both personally and professionally, was incredibly important to me. Financial and social independence were crucial. While LGBTQIA+ inclusion was being discussed in activist spaces and in courtrooms, it remained largely unspoken in the corporate world, with much of the middle class and corporate sector staying silent on the issue.  

When I first got involved with MOSAIC, I saw it as a platform for LGBTQIA+ individuals to finally share their experiences and dreams and also be heard. While such subjects weren’t yet part of regular conversations, the message of inclusion that Tata Steel has stood for, resonated with me. My first conversation (coming out, if you will) was to Atrayee Sanyal, then our Chief Diversity Officer who was immediately supportive. Our conversations made me realise that my own journey could spark wider change within this 100-year old organisation. 

Of course, as we moved forward with LGBTQIA+ inclusion, there were mixed reactions. I often heard things like, “Why mention being queer when others don’t discuss their personal lives?” The reality is, these conversations are still being normalised , and that’s the real issue. Thankfully, with the strong support of our CEO, Mr. T.V. Narendran, DEI became a top priority at Tata Steel. In 2019, contributing to The Trans Inclusion Workplace Index helped us all to move beyond policies and focus on actively recruiting and retaining talent from marginalised communities. By 2020, we had strong frameworks and inclusive policies in place, we engaged stakeholders to ensure a supportive environment for new hires. One key challenge was to ensure that the middle management, who directly interacted with the employees, could bring these initiatives to life.  Through sensitisation, training, and communication, we worked to make MOSAIC’s vision of inclusion a reality. 

AD: How has Tata Steel's recognition as a Global DEI Lighthouse 2023 by the World Economic Forum influenced its future policies and strategic direction? 

AB: That was a significant moment for us, as it marked the first time the World Economic Forum introduced the concept of DEI lighthouses. Just as lighthouses guide lost ships, being a DEI lighthouse means leading the way in diversity and inclusion. It felt like a huge achievement as Tata Steel was the only Indian company to be recognised. But with this recognition comes a sense of responsibility.  

When we create policies, they are often driven by good intentions, but the real question is - are we making the impact we intend? Over the past five years, we have learned that it’s not just about making policies, but also understanding their effect. Now, it’s our responsibility to share the lessons that we have learned with other organisations and the wider corporate world. Our policies at Tata Steel are increasingly shaped by the voices of those living them - people who actually face the real challenges and provide invaluable feedback. This helps us continuously improve. 

In today’s world, diversity and inclusion policies can be influenced by political agendas, and we’ve seen some organisations reduce their DEI focus. For companies like Tata Steel and Godrej, it’s crucial to remain clear and committed and not get influenced by external pressures or trends. As a DEI lighthouse, we have a duty to stand firm, regardless of the challenges, and continue doing meaningful work that creates a difference. We must keep introducing new policies and initiatives that make a real impact, both within and beyond our organisations. That’s what truly matters to us—staying true to our mission, regardless of the circumstances. 

AD: What are the main challenges Tata Steel encounters in attracting and retaining a diverse workforce, particularly at the lower levels of the organisation? 

AB: One challenge is dealing with deeply ingrained perceptions in smaller communities like Jamshedpur, where our presence is closely watched. While this brings pride, it also adds pressure to ensure our actions, particularly around DEI, are well-considered and inclusive from the start. Another challenge is extending our diversity initiatives beyond just cities to even raw material locations, which are very small towns. s. Although initial hesitation exists, we’ve seen acceptance grow over time as we engage with the workforce at different levels. For example, when we launched our trans-inclusive initiative around 2022-2023, we noticed that many departments were already committed to making their environments more inclusive, without any external prompting. This showed us that the groundwork for acceptance was already there. As we began recruiting more trans individuals, it became clear that departments wanted to stand out and also wanted to be recognised as inclusive workplaces.  

Other challenges remain, like stereotypes about marginalised groups - whether women, people with disabilities, or LGBTQIA+ - persist. Tackling these perceptions is difficult, and it’s been a key focus. We’ve approached it through sensitisation and visibility. For example, we encourage new hires to actively participate in events for LGBTQIA+ awareness or women’s empowerment, helping them become more visible and take on responsibility within the organisation. This shows they are as much a part of Tata Steel as anyone else. While stereotypes don’t change overnight, we’ve been fortunate to have brilliant people who not only excel in their roles but also champion inclusion. Their leadership and involvement have been essential in bridging the gap between those being included and those leading the inclusion efforts.  

It’s not just policies that drive change, but the softer aspects—like conversations, understanding, and knowing when to refine or challenge ideas—that make a real impact. Our employee resource group has also been crucial, offering guidance on matters that LGBTQIA+ and trans individuals might need, such as accessing mental health support or changing their names. These efforts have created a supportive, connected environment where people feel empowered to thrive—something that is truly heartening to see. 

AD: What initiatives has Tata Steel implemented to foster a workplace environment where all employees are sensitive to and supportive of the company's DEI initiatives? 

AB: There are several. When we began welcoming LGBTQIA+ individuals, we focused heavily on sensitisation, ensuring that everyone understood the policies, practices and ways to communicate inclusively. We knew that misunderstanding or a lack of knowledge could lead to distance, so we focused on breaking down those barriers through open discussions and education. Hand-holding was key during those early stages, so that people knew how to interact respectfully and supportively. 

As more people joined, we adapted our approach based on their feedback. For instance, trans men or trans women didn’t want to be categorised with other groups, and some employees raised practical concerns, like ensuring late-night transportation for safety. This helped us refine our approach. Fortunately, many of our existing systems, such as employee housing and medical facilities, were already in place, but we prioritised these services for those who needed them most, like the trans community, who often face challenges in securing housing. Additionally, we ensured that medical staff, such as those at our Tata Hospitals, were sensitised, knowing that healthcare is a vital part of an inclusive workplace experience. We've heard some incredible testimonials from members of the trans community, like how doctors and nurses would go out of their way to try and ensure that someone's gender identity is respected during medical procedures. These experiences reinforce how important these efforts are. 

By building on what we already had and listening to our employees, we were able to create a more supportive and inclusive environment. 

We also understand that it is a work in progress. I don't think any organisation in India can claim that they've achieved the level of inclusion that they wanted to achieve. I'm pretty sure diversity in numbers could be achieved, if you define it by that, maybe, but not inclusion to the level that we would want. Even when there are criticisms, we remain committed to listening and adjusting our policies, communications, and initiatives as needed. 

AD: What recent initiatives has Tata Steel introduced for LGBTQIA+ individuals to make it a haven for its employees and how does the company ensure the inclusion and engagement of the next generation of LGBTQIA+ and women employees? 

AB: So, one such initiative is Queerious, a program that gives young queer college students a chance to participate and potentially join Tata Steel as interns. I personally mentored a person who joined through Queerious and it was inspiring to see how much confidence this visibility gave them. Being able to see queer employees succeeding can be a game-changer for those unsure about whether Tata Steel is the right fit for them. 

Such initiatives give us a lot of confidence and reassurance. I often think back to my own college days—if something like this had existed, it would have made a big difference for me. So, I think these kinds of initiatives have been valuable. Over time, the company has developed a vibrant queer community, and while not everyone may feel the need to be openly out, many have found their own circles of support and acceptance within the organisation.  

Additionally, Tata Steel continues to engage the next generation of women employees by creating safe spaces within the organisation and encouraging participation in key events and promoting greater representation in leadership roles.  

AD: How have individual employees and unions contributed to strengthening diversity at Tata Steel? 

AB: We operate in various locations, including Jamshedpur, Kalinganagar in Odisha, and mines in Jharkhand, where access to resources can be limited. Early on, we realised that to make real progress, we needed buy-in from everyone, from union leaders to ground-level supervisors. As soon as we started talking about it, because quite often we start believing living in cities the world is inclusive, but the reality can be quite different in more remote locations. However, at Tata Steel, during these conversations we were pleasantly surprised to realise that this effort was whole-heartedly supported and even championed by people in the unions and the shop floor. Hence, we realized inclusion is part of our culture, it does not depend upon the level, it does not really depend upon where people come from. The success of inclusion efforts depends on every level of the organisation, not just the people at the top. 

A personal story that comes to mind is from when I came out. I had joined Tata Steel as a management trainee, and I’ve been with the company ever since. And that should be a testament of the kind of retention that we have. When I came out, it was around 2016-17 in Jamshedpur. A lot of people did not understand.  

I was staying in a hostel with a mess that used to deliver food. When I began presenting as myself, the first day was met with curiosity, but from the second day onwards, the staff referred to me as "ma'am" without hesitation. It was very easy for them to understand. They saw this was the way to show me respect. While many may have struggled to understand, these small gestures were meaningful and showed how open and willing people can be when it comes to respect and inclusion. 

Image provided by the Tata Steel team. Interview by Abhinandan Dheiman.