GOOD EXAMPLE

When Peter Nieborowsky returned to his job as a supervisor at Magna’s Neuenstein plant in Germany after being sidelined by COVID- 19, he was determined to be a “walking example of the right things to do.”

He strictly adheres to the Smart Start playbook guidelines, such as mask wearing, frequent hand washing and social distancing. After work, he limits his activities to gardening and bike rides with his wife Sylvia, saying “it’s too soon to risk” going to bars, restaurants and movie theaters.

“I tire easily and need more rest,” Nieborowsky said. “I’m the type of person who jogs and rides a bike, but I’m still not at 100 percent six months later.”

“I’m constantly reminding the 70 members on my team that we can’t get complacent,” said Nieborowsky, who works in mechanical production at the transmission plant. “The coronavirus hasn’t gone away yet. Some people want things to get back to normal. I’m here to remind them to stick with it.”

Nieborowsky fell ill in mid-March with a headache, body aches and fever. He is unsure how he caught the virus, but suspects it could be traced to workers making repairs at his home in Ohringen. He recovered at home, sustained by Sylvia’s chicken soup and round-the-clock attention. But the effects of COVID-19 still linger.

“I tire easily and need more rest,” Nieborowsky said. “I’m the type of person who jogs and rides a bike, but I’m still not at 100 percent six months later.”

He empathizes with co-workers who gripe about the COVID-19 restrictions. Like them, Nieborowsky has had to put some things on hold, such as seeing his newest granddaughter Hina, who was born a couple of days after he began to feel sick. Three months elapsed before he could meet her in person.

Today, he is part of a COVID-19 study at the University of Tubingen in Germany that is examining long-term immunity to the virus. Until a vaccine is developed or a cure is found, his work philosophy is built on patience and understanding.

“The coronavirus affects jobs and private lives,” Nieborowsky said. “I try to be as sympathetic as I can and honest with employees about what’s going on. Give them as much information as you can – and that’s how you build trust.”