The COVID-19 pandemic has helped surface many issues related to industrial relations. 

Particularly, in the manufacturing sector, the pandemic has given way to both opportunities as well as challenges. When the COVID crisis started a year ago, there were fears and dilemma of coronavirus outbreak.On the other hand, everybody was quite sure that we have to face the situation. Manufacturing firms deployed different strategies to cope with the adverse situation. In many industries situated at theHetauda Industrial District (HID) , employers and employees were analyzing the scenario and thinking on ways to move forward against the difficult situationfor which the Employers’ Association had called a tripartite meeting involving HID authority and the concerned government agency. 
The tripartite meetingdecided to gather the ideas ofemployees and employers.. Ideas and views were collected and as a result there were following outcomes:

1. Access Control of HID entry points by providing open only two points  for access to enter industrial district and closing of  all extra entry points with the help of Armed Police force.

2. Organize a health awareness camp in HID meeting Hall.

The health awareness camp was organized by the Industry Association in the district by categorizing job responsibility to concern stakeholders.The Association had coordinateed with the government and private agencies, including  hospitals abd medical professionals to for thecamp.The  financial part to organize the camp was a constrain,but was later solved with the  support of the BNP Support Service (an ISO certified company) Similarly, health personnels were provided by the Hetauda Hospital and security personnels were provided by Armed Police Force.

All employees of the industries HID benifitted from the camp.The service covered physical checkup including monitoring of blood pressure and temperature monitoringand  Oxygen levels,general testing, counselling and distribution of health safety awareness pamphlets. This camp service had been extended to local people too, as they had also requested.

Employees were suggested to wear masks, wash hands on frequent intervals, and most importantly maintain social distancing.

On Chaitra 11, 2076 B.S., the government had declared lockdown and all industries were shut down  till second week of Jestha 2077 B.S.During the lockdown period, meeting with government agency was continued to dislodge the situation and restart the economic activities. All stakeholders came to a conclusion that it has become necessary to open industries by following health safety protocols. The discussion  was an example of trilateral industrial relations where more than two partners, the local government, employers, trade union and security personnel were involved. After the parties reached a consensus, industries planned to open after  Jestha 15, 2077.

Now the real industrial relations challenge  was in terms of management .Employees were in fear due to thecoronavirus outbreak.

All employees and management of the industries had communication on a daily basis.

Theirst discussion was participated byvery few employees. But this  discussion created a belief and increased faith of both employers and employees  by accepting both parties’ expectations. Employees expected for financial support against the lockdown, transport facility to distance employees and food during one time working hour till the situation restored normalcy. The management expectation was to maintain social distance in the workplace as well as outside of the workplace. In-house training related to 
COVID-19  and health safety protocols was also conducted.This mutual agreement was followed by both parties. We feel this is the real industrial relations which has taught us to have empathy and a sense of togetherness to face a crisis. We realised that helping others during  difficult times  will ultimately boost good relations as well as productivity. 

Source: Liberty of HR Thoughts