One shared purpose

Together as One, we cultivate a unified, inclusive workforce. We are aligning talent, strengthening capabilities, and nurturing trust-driven shared purpose, consistent execution, and sustainable value creation.

Human Capital remains a critical enabler of Tata Steel's long-term value creation, supporting strategic transformation, operational resilience, and risk management across geographies. The Company's human capital approach focuses on workforce capability, leadership depth, safety, well-being, diversity, and engagement, while enabling organisational agility across geographies and improving business performance.

Productivity (tcs/emp/year)

999 Tata Steel Limited

747 Tata Steel Nederland

1,242 Tata Steel Thailand

The UK Government's new Steel Strategy announcement at Port Talbot site

Unified people strategy and global integration

Tata Steel's Unified People Strategy is shaping a seamless global enterprise by fostering cross geography collaboration around its Culture Code — Change, Connect, Contribute, and Care. Global networks, Performance Improvement Teams, and platforms like Magnet enable knowledge sharing, while talent and wellbeing networks ensure consistency. Focused capability building, a strong leadership pipeline, a unified performance framework, and the relaunched the Global Leadership Development Programme (GLDP) enable future ready, decarbonised operations.

Organisational transformation in europe

TSN's SCALE programme marked a decisive organisational transformation aimed at restoring performance leadership. Built around a redesigned operating model with functional centralisation, SCALE embeds a performance-driven culture supported by extensive consultation with works councils and unions. A robust communication and change management framework reinforces five cornerstone behaviours — Sustainability, Cost Efficiency, Agility, Leadership, and Execution — brought to life through platforms such as the SCALE Podcast, Digital Café, and Leadership Top 40 sessions.

At TSUK, strategic realignment focused on workforce resilience during a significant reset in FY2025-26. Multiskill working arrangements delivered efficiency gains and reduced employment costs, supported by strong internal and external expertise.

Diversity, Equity and Inclusion

Through our consistent efforts, our global diversity mix increased to 17.8% in FY2025-26. Women's participation in three-shift operations expanded in India, supported by mobility partnerships and enhanced crèche facilities. Policies were strengthened through extended maternity benefits from day one and revamped paternity benefits, encouraging shared caregiving. A landmark step was the creation of the first all-women mine rescue team with SCBA (Self-contained Breathing Apparatus), breaking barriers in mission-critical roles. Overseas, women's committees, DEI roadmaps, and initiatives like "Girls Get Set" are strengthening early career and STEM pipelines.

Industrial relations and contract workforce

Industrial relations continue to be anchored in mutual trust. The revised Three-tier Joint Consultative System was fully implemented at TSL, supported by a digitised Joint Consultative IT system with 100% utilisation. Workforce Placement Cells and Cross Match Committees at TSL and TSUK enabled responsible redeployments aligned with employee aspirations.

Beyond compliance, a strong culture of care extends to the contract workforce. In India, the Contract Workers Social Index (a 24 percentage points increase from 43.38 in FY2023-24 to 67.51 in FY2025-26), QR-based grievance redressal, Samvaad and Samadhan forums, improved canteen and rest infrastructure, and vendor compliance ratings collectively ensure dignity, safety, and accountability.

In 2026, the TSUK Packaging business achieved SMETA (Sedex Members Ethical Trade Audit) accreditation, a significant milestone which demonstrates that the business is compliant with laws and regulations related to labour, health and safety, and environmental protection, and underscores the Company's commitment to ethical trade and responsible management of the workforce. Notably, TSUK also re-entered the prestigious "Rate My Placement – Top 100 Employers" table, significantly enhancing its employer brand and visibility among early career talent.

Building future-ready capabilities

Immersive learning initiatives build functional excellence and digital fluency. These include Gyan Setu, a CXO-led knowledge series in India, and one-to-one coaching programmes for commercial leaders in the UK. Capability building is increasingly linked to line-led, KPI-driven problem solving through Action Learning Projects, Reverse Mentoring, and the AURA AI community. Curated programmes at TSTH alongside continued momentum in Total Productive Maintenance (TPM) serve the purpose.

Safety

During the year, safety governance was further strengthened by streamlining Apex and implementation committee structures, improving the quality of strategic deliberations. The Safety Performance Improvement Team (PIT) was reconstituted to enhance cross-site learning, while advanced data-driven insights, including Gen AI-enabled analytics, now inform leadership reviews and proactive interventions.

Safety processes were simplified and digitised by streamlining standards, digitising core workflows like e-permits and consequence management, and resequencing gate pass processes to cut access time. Proactive safety was strengthened through Heinrich Triangle reporting, AI-enabled Safety Lens observations, the Tata Steel Digital Assistant for data accuracy, Safety Alert Command Centres for faster closures, and AI-based CCTV monitoring at high risk locations.

Capability building

Capability building continued through immersive training at the Safety Leadership Development Centre and Practical Training Centres, with refreshed content focused on high-potential scenarios, risk awareness, and decision-making under dynamic conditions. Supervisors were trained in mindfulness and judgement skills, and Kiken Yochi Training (KYT) was rolled out across key locations to enhance hazard anticipation before task execution.

To strengthen the existing Health & Safety Management System, TSUK is continuing its journey towards ISO 45001:2018 certification for all identified business units, achieved by the Catnic site during FY2025-26. TSUK has also been focusing on culture improvement through the revamp and relaunch of a new SHE Culture Survey across the organisation, as well as the trial and restart of FELT Leadership training.

Despite sustained efforts, eight fatalities occurred at Tata Steel India operations and one fatality at TSUK, underscoring the need for heightened vigilance, sharper surveillance, and stronger accountability.