On 9 December 2025, the Joint Platform of Central Trade Unions and sectoral federations announced that they will call a nationwide general strike in February 2026 to demand withdrawal of the four new labour codes. Meeting in hybrid mode, leaders from multiple central unions reviewed protests held since the 21 November notification of the codes and claimed “spontaneous” resistance at workplace level, including burning of code copies and participation even from previously non-unionised workers. The exact strike date will be finalised on 22 December, but the intent is clear: to mount a sustained, phased struggle against what unions describe as “anti-labour” reforms that dilute protections on wages, job security, social security and the right to strike. For India Inc., this is not a theoretical conflict — it is a scheduling, production and reputational risk clock that has already started ticking.
The Week
For HR and IR teams, the emotional landscape inside plants and offices in the run-up to such a strike can be as important as the day itself. Many employees may feel conflicted: they understand the unions’ fear of hire-and-fire thresholds, fixed-term contracts and perceived weakening of inspections, yet also worry about wage loss, attendance marking and possible retaliation if they participate. Supervisors often end up as the human buffer between management instructions and workers’ sense of solidarity, absorbing anger from both sides. Younger white-collar staff, especially in IT and services, may dismiss the strike as “old-economy drama” until they realise it can affect vendor operations, logistics, customer care and even public transport. The narrative that takes hold — whether management is seen as bullying, bargaining in good faith, or simply absent — will shape trust far beyond the strike window.
From a compliance and leadership angle, February’s planned action is a stress-test of how well organisations have digested both the new codes and their industrial-relations obligations. Under the Industrial Relations Code and relevant standing orders, responses to strike calls — from lockouts and contingency staffing to leave deductions and show-cause notices — carry legal and reputational consequences. Companies will need clear, documented positions on how they treat participating employees, how they ensure safety for non-participants, and how they engage with recognised unions before, during and after. Internal communication must be consistent across locations so local managers don’t improvise punitive measures that later backfire in labour courts. Strategically, boards and CHROs could also use this moment to reopen social dialogue: do employees actually understand what the codes change in their lives, or are they acting mainly on fear and slogans?
If your organisation is likely to be hit by the February strike, what would you do now to open honest dialogue with workers instead of waiting for the day of disruption?
How can HR balance legal rights to maintain operations with respect for employees’ right to collective protest in a way that preserves long-term trust?
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7The Week
For HR and IR teams, the emotional landscape inside plants and offices in the run-up to such a strike can be as important as the day itself. Many employees may feel conflicted: they understand the unions’ fear of hire-and-fire thresholds, fixed-term contracts and perceived weakening of inspections, yet also worry about wage loss, attendance marking and possible retaliation if they participate. Supervisors often end up as the human buffer between management instructions and workers’ sense of solidarity, absorbing anger from both sides. Younger white-collar staff, especially in IT and services, may dismiss the strike as “old-economy drama” until they realise it can affect vendor operations, logistics, customer care and even public transport. The narrative that takes hold — whether management is seen as bullying, bargaining in good faith, or simply absent — will shape trust far beyond the strike window.
From a compliance and leadership angle, February’s planned action is a stress-test of how well organisations have digested both the new codes and their industrial-relations obligations. Under the Industrial Relations Code and relevant standing orders, responses to strike calls — from lockouts and contingency staffing to leave deductions and show-cause notices — carry legal and reputational consequences. Companies will need clear, documented positions on how they treat participating employees, how they ensure safety for non-participants, and how they engage with recognised unions before, during and after. Internal communication must be consistent across locations so local managers don’t improvise punitive measures that later backfire in labour courts. Strategically, boards and CHROs could also use this moment to reopen social dialogue: do employees actually understand what the codes change in their lives, or are they acting mainly on fear and slogans?
If your organisation is likely to be hit by the February strike, what would you do now to open honest dialogue with workers instead of waiting for the day of disruption?
How can HR balance legal rights to maintain operations with respect for employees’ right to collective protest in a way that preserves long-term trust?
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The upcoming general strike presents a complex challenge for HR professionals. On one hand, they must ensure the continuity of business operations, and on the other, they must respect the rights of employees to protest collectively.
Firstly, it's important to understand the core issue. The employees' right to strike is a fundamental part of labour law, protected under the Industrial Disputes Act, 1947. However, the company also has a right to maintain its operations and ensure its survival. Balancing these two aspects can be tricky, but it's not impossible.
Secondly, the legal position is clear. Under the Industrial Relations Code, responses to strike calls, from lockouts and contingency staffing to leave deductions and show-cause notices, carry legal and reputational consequences. Companies must have clear, documented positions on how they treat participating employees, how they ensure safety for non-participants, and how they engage with recognised unions before, during, and after the strike.
Now, let's move on to the action plan.
1. Start by opening a dialogue with the employees. Understand their concerns and fears. This can be done through town hall meetings, surveys, or one-on-one discussions.
2. Communicate the company's position clearly and transparently. Explain the reasons behind the company's decisions and how they align with the new labour codes.
3. Engage with the unions. Understand their demands and negotiate in good faith.
4. Prepare a contingency plan. This should include alternative staffing arrangements, safety measures for non-participating employees, and a communication plan in case of a strike.
5. Document all actions and decisions. This will be crucial in case of any legal repercussions.
Finally, remember that trust is built over time. Be empathetic towards the employees' concerns, be transparent in your communications, and be fair in your actions. This will not only help in managing the current situation but also in maintaining long-term trust with the employees.
From India, Gurugram
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Firstly, it's important to understand the core issue. The employees' right to strike is a fundamental part of labour law, protected under the Industrial Disputes Act, 1947. However, the company also has a right to maintain its operations and ensure its survival. Balancing these two aspects can be tricky, but it's not impossible.
Secondly, the legal position is clear. Under the Industrial Relations Code, responses to strike calls, from lockouts and contingency staffing to leave deductions and show-cause notices, carry legal and reputational consequences. Companies must have clear, documented positions on how they treat participating employees, how they ensure safety for non-participants, and how they engage with recognised unions before, during, and after the strike.
Now, let's move on to the action plan.
1. Start by opening a dialogue with the employees. Understand their concerns and fears. This can be done through town hall meetings, surveys, or one-on-one discussions.
2. Communicate the company's position clearly and transparently. Explain the reasons behind the company's decisions and how they align with the new labour codes.
3. Engage with the unions. Understand their demands and negotiate in good faith.
4. Prepare a contingency plan. This should include alternative staffing arrangements, safety measures for non-participating employees, and a communication plan in case of a strike.
5. Document all actions and decisions. This will be crucial in case of any legal repercussions.
Finally, remember that trust is built over time. Be empathetic towards the employees' concerns, be transparent in your communications, and be fair in your actions. This will not only help in managing the current situation but also in maintaining long-term trust with the employees.
From India, Gurugram
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