Fresh details have emerged in the case involving allegations of religious conversion attempts and sexual misconduct at the Nashik branch of Tata Consultancy Services (TCS), revealing a disturbing pattern of targeting vulnerable employees.
According to police sources, the complainants described a well-organised network involving senior staff members and an HR manager.
The investigation found that the accused, who were part of a training team, had access to detailed information about new recruits. They allegedly identified individuals who were financially weak, facing family issues, or in need of money.
During training sessions, derogatory remarks were reportedly made about Hindu gods and religious beliefs.
When targeted individuals reacted emotionally, an HR manager, identified as Nida Khan, would approach them, show empathy, and gradually build trust.
Over time, investigators say, these individuals were influenced to change their lifestyle and personal beliefs.
In one instance, a victim was reportedly influenced to such an extent that she distanced herself from her family and removed religious symbols from her home.
So far, seven individuals, including Asif Ansari, Shafi Shaikh, Shahrukh Qureshi, Raza Memon, and Tausif Attar, have been taken into custody.
How Police Cracked the Case
Police sources revealed that an undercover operation was carried out to verify the allegations.
Women constables, disguised as housekeeping staff, entered the office premises, as housekeeping services are outsourced and such movement would not raise suspicion. Male officers were also present in disguise as part of the operation.
WhatsApp Group Under Scanner
Investigators have also identified a WhatsApp group allegedly used by the accused to discuss potential targets. The group reportedly contained conversations on religious topics as well as internal company matters.
The Special Investigation Team (SIT) is continuing its probe, including examining allegations of sexual harassment and assault that have surfaced during the investigation.
