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This thesis provides a comparative analysis of the adoption and implementation of the SBTi of Tata Steel India and Tata Steel UK, in relation to existing corporate sustainability strategies, national legislative frameworks, and obligations surrounding environmental concerns. The steel sector globally is a significant contributor of CO₂, estimated at approximately 7–9% of global CO₂ emissions, and a vital industry to the transition of climate on a global scale. Tata Steel is one of the world’s largest steel producers, making it a compelling case to assess how a multinational corporation interacts with differentiated climate governance opportunities in India and the UK. The study employed a qualitative methodology of document analysis, policy analysis, and comparative case study that assesses the extent to which it operationalises SBTi in both India and the UK. Four main documents or records were analysed in an iterative manner; integrated reports; CDP submissions; national climate strategies; and third party ESG evaluations. Overall, the findings qualitatively argue that there is a significant difference between the two countries in terms of ambition, regulatory compliance, and technological innovation against SBTi. The research adopts a qualitative framework focusing on document analysis, policy review, and comparative case study to evaluate the degree to which Tata Steel's production operations are aligned with the SBTi in both India and the UK. The results showcase significant differences in ambition, compliance measures, and innovation across national contexts. Tata Steel UK is closer aligned with SBTi by establishing net-zero aims, intermediate targets, and a clear technological approach, including proposals to convert from BF-BOF to Electric Arc Furnaces (EAF), use green hydrogen, and participate in the UK ETS. Tata Steel India has said that it will be net-zero by 2045, however no SBTi objectives have been officially disclosed or validated.
In conclusion, this research suggests that Tata Steel India should better align with SBTi by formalising commitments, setting interim emission targets, strengthening Scope 3 accounting, scaling clean technologies and improving engagement with policy. This comparative lens provides not only gaps and opportunities within Tata Steel's global operations but also understanding about how multinational corporations are pursuing decoupling sustainability strategies across highly disparate regulatory domains in order to accelerate decarbonization within the industrial sector.
Key Words – SBTi, Tata Steel India, Tata Steel UK, Industrial Decarbonisation, Multinational Corporations.
