Joanna Nunn, Chief Conciliator
Joanna joined Acas in 2006. As an accomplished conciliator, facilitator and mediator she has extensive experience in dispute resolution. She works with and supports organisations and trade unions through their dispute resolution processes, as well as assisting parties to improve their industrial relations before and after disputes.
Recent discussion around the Employment Rights Act 2025 has understandably focused on:
- individual rights
- changes to statutory recognition
- increased union access to workplaces
Yet one crucial element remains largely overlooked: the need for organisations to develop an effective, proactive industrial relations (IR) strategy.
Most employers now recognise the importance of having strategies for reward, workforce planning, culture, and wellbeing. However, far fewer have considered the equal importance of having a structured approach to managing their relationship with recognised trade unions. In organisations where unions play a formal role, that relationship can be one of the biggest influences of workforce stability, employee trust, and operational performance. A clear and coherent industrial relations strategy is therefore not a luxury; it is essential good governance.
A well‑designed strategy provides structure, predictability, and a shared understanding of how and what both parties will collaborate on. Whilst there is no single perfect template for an industrial relations strategy, Acas's experience is that many will:
- expand on 'how, when and where' employers and unions typically expect to communicate with each other
- identify the separate forums where joint work will take place
- highlight commitment to securing joint learning and development opportunities
- state the importance of constructive industrial relations and, crucially, how that importance will be shared within the business
- set out processes for avoiding and managing disputes
- establish the methods and intervals at which the health of industrial relations will be reviewed
When implemented effectively, an industrial relations strategy strengthens the employment relationship. It also ensures that communication, consultation, and negotiation take place in a professional and consistent manner. Both the management structure and the union will understand their roles and responsibilities within the strategy. This is key to its success.
It will not be a surprise to hear that Acas recommends taking a joint working approach to developing an industrial relations strategy. Employers and trade unions achieve their industrial relations together, so all parties contributing to the strategy's development creates both ownership and commitment.
Reducing conflict and supporting early resolution
One of the strongest advantages of a strategic industrial relations approach is its ability to prevent and de-escalate conflict. By defining communication channels, establishing expectations for consultation, and clarifying negotiation procedures, it ensures both sides understand how dialogue will occur.
When both parties understand the agreed procedures for addressing concerns, including clear escalation routes and realistic timeframes, potential disputes can be identified early and resolved informally. This reduces misunderstandings and provides a stable platform for long‑term, constructive engagement.
A visible and well‑articulated industrial relations strategy demonstrates employer commitment to listening to employee voices and making informed and fair decisions.
Dispute avoidance is not accidental. It is the product of consistent expectations, stable communication mechanisms, and shared commitment to problem‑solving. A robust industrial relations strategy ensures these principles are embedded, not improvised, in moments of challenge.
The Acas collective conciliation team deals with around 500 industrial disputes every year. We are increasingly being brought into these disputes very late in the process. By that point, positions are entrenched, trust has been lost and there is real risk of the negotiation channel breaking down. At this point, resolution is still possible. But it is far harder and often requires significant repair work before meaningful progress can begin.
An effective industrial relations strategy can prevent organisations from reaching this point. Drawing on best practice observed through Acas collective conciliation, the most effective employers build dispute resolution principles directly into their industrial relations approach. Conciliators regularly observe that early conversations, handled constructively, prevent issues from escalating altogether.
The strategy should ideally lay out who is involved at each stage and when issues move from informal to formal discussion or negotiation. It should also explain how timelines are set and reviewed, and what information should accompany each stage.
Acas experience shows that entrenched disputes can:
- drain management time
- damage employee morale
- impact service delivery
- lead to public scrutiny
- create long term relationship scars
A proactive industrial relations strategy acknowledges these risks and actively works to avoid them.
Aligning industrial relations with organisational strategy
Finally, an effective industrial relations strategy ensures that industrial relations activity is aligned with broader organisational objectives. Rather than being reactive or crisis‑driven, it becomes a proactive contributor to workforce planning, cultural development, and organisational success.
When industrial relations are integrated into strategic conversations, employers can:
- anticipate issues
- build more resilient systems
- cultivate a mature, professional partnership with unions
This long-term approach strengthens organisational performance and contributes to a sustainable, productive employment relationship.