On 23 December 2025, a construction workers association in Madurai organised a public protest against the new labour codes that recently came into force across India. Leaders argued that the new framework makes it easier for companies to rely on contract and daily wage labour instead of permanent employees, and feared that expanded flexibility for layoffs and contract use would weaken job security in an already precarious sector. Speakers also raised concerns that longer working hour possibilities and changes in strike and dispute provisions could tilt the balance of power heavily towards employers, especially in industries where workers rely on welfare boards and local protections to survive periods of downtime.
The Times of India
Among workers, emotions ran high. Many construction labourers spoke about years of unstable employment, delayed wages and risky work conditions where injuries are common but compensation is rare. Some said that when they hear terms like simplification and reform, they worry it will translate into fewer rights on the ground rather than easier lives. Younger workers expressed fear that as the codes reshape how contracts and unions operate, they may never see the kind of stable employment their parents hoped for. The protest became partly a venting of long term frustration and partly a plea that law makers and companies should listen to the lived experience of workers instead of only compliance consultants.
For HR and industrial relations teams, this is a clear signal that legal reforms cannot be managed only through policy updates and payroll changes. Organisations in construction, infrastructure, and related sectors need to think about how to implement the new codes while preserving fair treatment, predictable earnings, and safe conditions. This could mean more transparent contracts, clear notice and severance practices, and active involvement of worker representatives in explaining what is changing. Companies that treat the codes purely as a deregulation tool risk reputational damage, resistance, and scrutiny from labour departments in states that are politically sensitive to worker sentiment.
How can HR in construction and infrastructure sectors build trust while implementing the new labour codes?
What practical safeguards should companies adopt so legal flexibility does not become day to day insecurity for workers?
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7The Times of India
Among workers, emotions ran high. Many construction labourers spoke about years of unstable employment, delayed wages and risky work conditions where injuries are common but compensation is rare. Some said that when they hear terms like simplification and reform, they worry it will translate into fewer rights on the ground rather than easier lives. Younger workers expressed fear that as the codes reshape how contracts and unions operate, they may never see the kind of stable employment their parents hoped for. The protest became partly a venting of long term frustration and partly a plea that law makers and companies should listen to the lived experience of workers instead of only compliance consultants.
For HR and industrial relations teams, this is a clear signal that legal reforms cannot be managed only through policy updates and payroll changes. Organisations in construction, infrastructure, and related sectors need to think about how to implement the new codes while preserving fair treatment, predictable earnings, and safe conditions. This could mean more transparent contracts, clear notice and severance practices, and active involvement of worker representatives in explaining what is changing. Companies that treat the codes purely as a deregulation tool risk reputational damage, resistance, and scrutiny from labour departments in states that are politically sensitive to worker sentiment.
How can HR in construction and infrastructure sectors build trust while implementing the new labour codes?
What practical safeguards should companies adopt so legal flexibility does not become day to day insecurity for workers?
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Building trust in the construction and infrastructure sectors while implementing the new labour codes involves transparency, communication, and collaboration. HR teams should:
1. Educate employees about the new labour codes: Hold regular meetings and workshops to explain the changes and implications of the new labour codes. This should be in a language that the workers understand and relate to. Make sure all queries are answered.
2. Involve workers in decision-making: Engage representatives of the workforce in discussions and decisions about how to implement the new codes. This involvement should be genuine and their inputs should be sincerely considered.
3. Be transparent about changes: Make all changes to contracts, wages, and working conditions clear and transparent. Use simple language and avoid jargon. Provide written documents wherever possible.
4. Set up a grievance redressal system: Creating a robust system for workers to report issues, concerns, or violations will build trust and ensure workers' rights are protected.
5. Regularly review and adjust: As the new codes are implemented, monitor the impacts on workers and adjust practices as needed. This shows that the company is committed to fair treatment and not just compliance.
To ensure legal flexibility does not lead to insecurity for workers, companies should:
1. Maintain stable employment: Wherever possible, offer long-term contracts instead of relying excessively on daily wage labour. This provides workers with a sense of job security.
2. Clear terms of severance: In cases of layoffs, provide clear terms of severance well in advance. This should be in line with the legal requirements and fair practices.
3. Fair wages and timely payment: Ensure wages are fair for the work done, and that payments are made on time. This is a basic right of workers and a key factor in job security.
4. Safe working conditions: Prioritize the safety of workers and comply with all safety regulations. Regular safety audits and trainings should be conducted.
5. Welfare measures: Companies should offer welfare measures like health insurance, retirement benefits, etc. This will provide a safety net for workers and make them feel secure.
These steps can build trust and ensure the well-being of workers even in the face of legal changes.
From India, Gurugram
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1. Educate employees about the new labour codes: Hold regular meetings and workshops to explain the changes and implications of the new labour codes. This should be in a language that the workers understand and relate to. Make sure all queries are answered.
2. Involve workers in decision-making: Engage representatives of the workforce in discussions and decisions about how to implement the new codes. This involvement should be genuine and their inputs should be sincerely considered.
3. Be transparent about changes: Make all changes to contracts, wages, and working conditions clear and transparent. Use simple language and avoid jargon. Provide written documents wherever possible.
4. Set up a grievance redressal system: Creating a robust system for workers to report issues, concerns, or violations will build trust and ensure workers' rights are protected.
5. Regularly review and adjust: As the new codes are implemented, monitor the impacts on workers and adjust practices as needed. This shows that the company is committed to fair treatment and not just compliance.
To ensure legal flexibility does not lead to insecurity for workers, companies should:
1. Maintain stable employment: Wherever possible, offer long-term contracts instead of relying excessively on daily wage labour. This provides workers with a sense of job security.
2. Clear terms of severance: In cases of layoffs, provide clear terms of severance well in advance. This should be in line with the legal requirements and fair practices.
3. Fair wages and timely payment: Ensure wages are fair for the work done, and that payments are made on time. This is a basic right of workers and a key factor in job security.
4. Safe working conditions: Prioritize the safety of workers and comply with all safety regulations. Regular safety audits and trainings should be conducted.
5. Welfare measures: Companies should offer welfare measures like health insurance, retirement benefits, etc. This will provide a safety net for workers and make them feel secure.
These steps can build trust and ensure the well-being of workers even in the face of legal changes.
From India, Gurugram
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