In the current study, the food industry was baking industry. It was located in the Dhaka division of Bangladesh. In total, 248 people were working in the industry during the study period. In Bangladesh, most industrial workers' socio-economic state makes them work even if they become ill. During the countrywide lockdown, many businesses remained closed, and a lot of people were sacked from their jobs. Those who keep production ongoing often cut wages and are unable to pay incentives before the Eid. Taking these facts into account, the baking industry's human resource (HR) policies had been modified, and some new actions were undertaken as follows for this pandemic period. – The staff affected by COVID-19 were declared full-pay vacations with all medical and financial assistance before full recovery. – In order to maintain social distance and help stop workers from entering the market, the HR team created a ‘simple inter-factory marketing’ theme for these 248 employees. Everyone was to provide the HR department with a list of their required things, and the next day they would receive their products properly packed in the factory premises. – For those living outside the area where the industry was located, transport facilities with adequate safety measures were arranged. – A registry was planned for employees suffering from diabetes, cardiovascular diseases (CVDs), asthma, and high blood pressure, and they were instructed to visit the factory doctor twice a week as a mandatory practice. Three categories were defined as follows. Category A: Below 40 years and free from diabetes, CVD, asthma, and high blood pressure. Category B: Above 40 years and free from diabetes, CVD, asthma, and high blood pressure. Category C: Of any age and suffering from diabetes, CVD, asthma, and high blood pressure. An additional healthcare section was set up in the factory premises. A doctor and a nutritionist were therefore appointed immediately. A helpline facility for the employees had been established through which they could contact the physician and the dietician 24/7 via mobile phones. In the event of an emergency, an ambulance was also arranged at the station. The respective cleaner was instructed to wear disposable rubber boots, gloves (heavy duty), and a triple-layer mask during work. For successful cleaning, following standard operating procedures (SOPs) were established and implemented by the quality assurance (QA) department. ♦ All areas inside the factory such as lobbies, corridors, stairways, escalators, elevators, security booths, office, meeting rooms, and lunchrooms were used to clean with a disinfectant with 1% sodium hypochlorite. High contact surfaces such as elevator buttons, railings, call buttons, escalator handrails, intercom systems, telephones, printing and scanning machines, and other office equipment were cleaned three times every day with an absorbable piece of cloth soaked in 1% sodium hypochlorite solution. ♦ After each prayer, the floor of the prayer room was washed by mopping with disinfectant or 1% sodium hypochlorite. ♦ 70 percent of alcohol was used to scrub down surfaces where bleach is not suitable for metal surfaces. ♦ Hand sanitizing stations were set up at the entrance point and beside the high contact surfaces. ♦ In a conference room, whenever someone coughs or sneezes, without the use of respiratory etiquettes or masks, the areas around his/her seat were immediately vacated and cleaned with 1% sodium hypochlorite. ♦ At the end of each cleaning cycle, the equipment used for cleaning was carefully washed. ♦ Raw materials and finished goods carrying vehicles had frequently come and go to the industry. All incoming vehicles were ordered to disinfect with 1% sodium hypochlorite before entering the facility.