Coromandel Workers Council

Coromandel Workers Council The Coromandel Workers Council is on a mission to support equity in workplaces across the Coromandel Peninsula (Te Tara-o-te-Ika a Māui).

The Coromandel Workers Council has been set up with the vision of supporting all workers and businesses across the peninsula to know and understand their rights and responsibilities by offering services that tailored to their individual needs and circumstances.

A recent Employment Relations Authority decision involved a part-time travel consultant who resigned after months of dis...
24/09/2026

A recent Employment Relations Authority decision involved a part-time travel consultant who resigned after months of dismissive, belittling and abrupt treatment from her manager. She felt unsupported and isolated. After raising concerns, an independent investigation found several instances of rudeness and unsatisfactory conduct that, taken together, sat at the lower end of bullying definitions under the workplace handbook.

The Authority still found the employer breached duties it owed her. Key problems included not dealing properly with her complaints, failing to separate her from the manager during the investigation in line with the employer’s own policy, defensive and unhelpful responses, and not putting real steps in place so she could return to a safe workplace. That damaged the trust and confidence every employment relationship needs. Her resignation was treated as a constructive dismissal — and an unjustified one — plus an unjustified disadvantage. She was awarded compensation for hurt and humiliation plus lost wages, totalling nearly $37,000.

If you face something similar:

Keep a clear record — dates, what was said or done, who was present, and how it affected you. Raise concerns in writing early and keep copies. Check any bullying or complaint policy at work. Give your employer a fair chance to fix it, but do not stay silent if nothing changes.

You can seek free mediation. A personal grievance for unjustified disadvantage or constructive dismissal generally needs to be raised within 90 days of the problem (or when you became aware of it). Get support before you resign if you can — leaving without advice can affect your options.

You are entitled to a workplace free from bullying and to fair process when you speak up. Document everything, act early, and reach out for help.

To read the full articles, click here:
https://www.stuff.co.nz/business/361034182/travel-consultant-awarded-nearly-38000-workplace-bullying-case

Need help with your situation at work?
📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

This is general information about employment rights, not legal advice for your specific situation.

It's been a hot minute but we're back looking at some more employment news stories and take aways to help you better und...
22/09/2026

It's been a hot minute but we're back looking at some more employment news stories and take aways to help you better understand your rights when it comes to being an employee.

A recent case hit a familiar pattern: wages running weeks late, the worker raises it, and then they’re told — bluntly — that they should leave or find another job.

That kind of ending is not just harsh. It often involves several legal problems at once.

What can go wrong

Pay when it’s due
You are entitled to be paid the wages set out in your employment agreement on the agreed payday. Repeated late pay or weeks of arrears is a serious breach. You can claim unpaid wages (and often holiday pay) going back a long way.

Proper records
Employers must keep wages and time records. A notebook that doesn’t show hours, rates, and how pay was calculated doesn’t cut it. Poor records usually hurt the employer’s case, not yours.

Holiday pay
If annual leave and holiday pay were never properly provided or paid out, that is a separate entitlement you can claim.

How the job ended
Ending someone’s employment by telling them to leave and not come back — or by text telling them to find other work — without a fair process is often an unjustified dismissal. A fair process usually means raising clear concerns, giving you the information, a real chance to respond (with a support person if you want one), and genuinely considering what you say before any decision. No meeting, no notice of the alleged problem, and a snap “don’t come back” fails that test for most workplaces.

Notice and final pay
Unless it is genuine serious misconduct after a proper process, contractual notice (or pay in lieu) and correct final pay, including holiday pay, still matter.

If this is happening to you

1. Keep everything. Screenshots of texts, emails, bank statements, timesheets, rosters, and your agreement.
2. Put it in writing. Ask clearly for the unpaid wages, a payslip if you need one, and a copy of your wage and time records.
3. Note the dates. For an unjustified dismissal or disadvantage personal grievance, you generally have 90 days from when the problem happened (or when you became aware of it) to raise it with your employer in a way that makes the complaint clear.
4. Don’t go it alone. Early support helps. Free mediation is available. Minimum-standards issues can also go to a Labour Inspector. The Employment Relations Authority can order arrears, interest, lost wages, and compensation where the facts support it.
5. Look after yourself. Money stress and a sudden ending are heavy. Document first, then get advice before you sign anything or walk away from what you are owed.

You are allowed to ask for the pay you have already earned. Raising unpaid wages is not a reason to be shown the door without a fair process.

This is general information about employment rights, not advice for your specific situation.

Need help with your situation at work?
📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

Read the full article here: https://www.stuff.co.nz/business/361035244/his-wages-were-weeks-overdue-then-his-boss-told-him-text-find-another-job

This is general information about employment rights, not legal advice for your specific situation.

This is general information about employment rights, not legal advice for your specific situation.Today we look at an Em...
04/09/2026

This is general information about employment rights, not legal advice for your specific situation.Today we look at an Employment Relations Authority case involving an engineer whose employer stopped giving him work and then stopped paying him. The Authority found that this was not a lawful way to manage the employment relationship and awarded significant remedies. The facts matter less than the principle: an employer cannot leave someone in a job in name only, take away the work, and withhold wages.

This article sets out the worker’s rights and the employer’s responsibilities when work and pay are withdrawn in that way.

- What went wrong -
An employee is entitled to be paid for the work they are employed to do and, in most ongoing roles, to be given the work that comes with the job. When an employer withholds work and then stops pay without a lawful process, several duties are usually broken at once:

- the duty to pay wages when they are due
- the duty of good faith
-the duty not to act in a way that unjustifiably disadvantages the employee
often
- the duty not to dismiss without justification (including constructive dismissal)

Stopping pay is not a neutral “pause.” Failure to pay wages in full when they are due is one of the most serious breaches an employer can commit.

- Workers’ rights -
1. The right to be paid
Wages must be paid in full and on time. An employer cannot simply decide there is “no work this week” and skip pay for a permanent or salaried employee, unless the agreement lawfully allows unpaid stand-down and that power is used fairly. Unlawful deductions and withheld pay can be recovered as arrears, often with holiday pay and KiwiSaver on top.

2. The right to work, not a hollow job title
If you are employed in an ongoing role, the employer generally has to provide the work that role involves, or pay you anyway. Withholding work while keeping you “on the books” unpaid is not a lawful way to end employment. It can amount to an unjustified disadvantage. If it makes the job untenable, it can be a constructive dismissal — the employer has, in substance, sent you away.

3. The right to good faith
Both parties must be active and constructive in maintaining the relationship. That includes communicating about workflow, consulting before major changes, and not leaving someone in silence while their income disappears. Going quiet after cutting work is a common path to an Authority award.

4. The right to a fair process before dismissal or major change
If the business has less work, the fair path is consultation about restructuring or redundancy — information, a chance to comment, genuine consideration of alternatives, and notice or payment in lieu if the role ends. Withholding work and stopping pay is not that process.

5. The right to raise a personal grievance and claim arrears
You can seek lost wages, compensation for humiliation and injury to feelings, penalties in some cases, and sometimes a compliance order. Time limits apply. Do not wait hoping the work will quietly return.

6. Keep records
Keep the agreement, timesheets, emails, messages about work drying up, and bank statements showing missed pay. Those documents often decide the case.
Employers’ responsibilities

Pay first. If the person is still employed, pay them according to the agreement. Cash-flow pressure does not cancel the Wages Protection Act or the employment agreement.

Do not starve the role. If there is genuinely less work, say so, consult, and follow a redundancy or variation process. Do not leave an employee without assignments and without pay and call that “flexibility.”

Communicate. Good faith requires you to engage. Silence after work is withdrawn is treated as a choice, not a misunderstanding.

Use the right tool. Performance issues need a disciplinary process. Lack of work needs consultation about the business. Personal conflict needs mediation. None of those tools is “stop paying.”

Directors can be exposed. Where minimum standards are breached, people involved in the business can face personal liability for arrears in some cases. Treating wages as optional is a high-risk strategy.

Document hours and pay. Failure to keep wage and time records shifts the burden onto the employer when the worker’s claim is assessed.

- How this usually plays out -
The Authority looks at substance, not labels. If the company stopped giving work and stopped paying, the questions are:

- Was the person still an employee?
- Were wages due?
- Was there a fair and reasonable process?
- Did the employer’s conduct destroy the relationship?

Where the answers favour the worker, typical remedies include unpaid wages, a period of lost remuneration, and compensation for the way they were treated.

- Practical steps -
For workers: Write to the employer asking for your work allocation and for unpaid wages by a set date. Keep a copy. If there is no real response, get advice and consider a personal grievance and a wage-arrears claim.

For employers: If work has dried up, get advice before you cut hours or stop pay. A short, well-run consultation is far cheaper than an investigation.

Withholding work and then withholding pay is not a grey area. As an n employee your core rights are to be paid, to be treated in good faith, and not to be pushed out the door without a fair process. An employer’s core responsibilities are to provide work or pay, communicate, and use a lawful process if the role must change or end.

If you have been left without work or without pay, or you are an employer unsure how to handle a quiet period, get in touch with the Coromandel Workers Council.

📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

When is 'sleeping on the job' considered working? When is overnight time actually work? Nell Fisher worked as a live-out...
02/09/2026

When is 'sleeping on the job' considered working? When is overnight time actually work? Nell Fisher worked as a live-out nanny for Rachael Todd from July 2023 until she resigned in February 2024. Her agreement guaranteed 60 hours a fortnight (up to 80) at $27 an hour, plus a $60 overnight allowance for stays between 7pm and 7am. The Employment Relations Authority later found that those sleepover nights were working hours. Across 30 overnight stays — about 360 hours — she had been underpaid. The Authority ordered $9,720 gross in unpaid wages, plus holiday pay and KiwiSaver, close to $10,000 in total.

This situation applies to caregivers, support workers, boarding staff, live-in help, and anyone who is expected to stay overnight “just in case.” The law does not ask only whether you were asleep, it asks whether you were at the employer’s disposal.

- The legal starting point: “work” is not the same as being awake -
Section 6 of the Minimum Wage Act 1983 says every worker is entitled to payment for their work at not less than the minimum rate. The Act does not define “work.” The courts have filled that gap in a practical way. For example, in the case of Idea Services Ltd v Dickson [2011] NZCA 14, the Court of Appeal confirmed that sleepovers can be work even when the employee is allowed to rest or sleep.

The test is fact-specific and “intensely practical.” Three factors matter, and the more strongly each applies, the more likely the time is work:

- Constraints on the employee’s freedom to do as they please.
- Responsibilities placed on the employee.
- Benefit to the employer of having the person there.

You do not need all three at maximum strength. The question is the overall picture.
Factor one: constraints on freedom
Ask: could the person leave, socialise, drink, lock a door, or treat the night as their own?

In Dickson, a community support worker could not leave the house, could not lock his door (except briefly to dress), could not drink, and needed permission for visitors. He had to stay available to be woken. That was a high level of constraint.

In Ms Fisher’s case, ERA member David G Beck found the restrictions on her freedom were “sufficiently onerous to prevent her from exercising the freedom one would expect if not working (even while resting).” She was staying overnight as part of the job, covering evening routines such as bathing and feeding, and attending the child if they woke. The employer said her father lived at the property and that Ms Fisher stayed for her own convenience to avoid a morning commute. The Authority preferred the view that overnight stays were required. That finding on constraint was decisive.

Contrast a weaker case. In Furniss v Waikanae Beach Motel Ltd, a motel worker lived on site but could leave after hours, have visitors, and treat the motel as home. After-hours tasks were limited and transactional. Those nights were not treated as full working hours in the same way as a care sleepover.

Practical question: If you cannot reasonably leave, cannot plan your own evening, and must stay ready for the child or client, the night is looking like work.

Factor two: responsibilities
Ask: what would happen if you were not there?
Caring for a child overnight — especially sole or primary responsibility — is a serious duty. You are responsible for safety, comfort, night waking, illness, and the household running until morning. That is close to the Dickson and boarding-matron cases, where staff carried ongoing responsibility for vulnerable people even while resting.

Ms Fisher described the role as “a much bigger commitment than I originally signed up for.” A flatmate said she was coming home in tears and worn down. The Authority accepted significant overnight responsibility, not a casual stay for convenience.
Responsibility does not disappear because you hope the child sleeps through. The possibility of being needed, plus the duty to respond, is part of the job.

Factor three: benefit to the employer
Ask: who needed you to be there?
The parent or client gets a clear benefit: they can work, travel, sleep, or be away while someone responsible remains in the house. That benefit is exactly why the arrangement exists. In Dickson, the sleepover was essential to the service running overnight. In a nanny household, overnight cover lets the employer live their life. That points strongly toward work.

Travel with the family, including overseas trips, usually strengthens this factor. The worker is away from home, on the employer’s schedule, and still responsible for the child. Those days and nights are rarely “personal time.”

- A $60 allowance is not the same as paying for the hours -
This is one of the most important lessons in the Fisher case.
The agreement paid $60 a night for 7pm to 7am. That is $5 an hour if treated as 12 hours — well below both the $27 contract rate and the adult minimum wage. The Authority accepted that $60 could be a reasonable payment for availability, but it did not cover the hours actually worked. Once the nights were found to be work, the shortfall had to be paid.

Two further rules sit underneath this:

You cannot contract out of the minimum wage. An agreement that says “overnight is an allowance only” does not override the Minimum Wage Act if the time is work.
You generally cannot “average” a low overnight rate against a higher daytime rate for hourly workers so that some hours fall below the minimum. The courts rejected that approach in the Dickson litigation. Each hour of work must meet the minimum.

Board, meals, or “you can stay the night so you don’t have to drive home” also do not automatically wipe the wage. Any deduction for accommodation is tightly limited by the Minimum Wage Act.

- What the nanny case shows in practice -
Putting the three factors against Ms Fisher’s facts:

- Was she free to leave and treat the night as her own? No — constraints were onerous even while resting

- Did she still have real duties?Yes — evening care and night waking

- Who benefited from her being there?The employer

- Did a flat $60 night rate fix the problem?No — it underpaid the hours found to be work

Result? About 360 overnight hours were ruled as work; totalling backpay to $9,720 plus holiday pay and KiwiSaver

The Authority declined separate claims for unjustified disadvantage and extra distress compensation. The core win was the unpaid work itself. That is typical: sleepover cases are often wage-arrears cases first.

- Situations that often are work -
These arrangements frequently meet the test:
- Overnight care of children, disabled people, or older people where you must stay and respond.
- Sleepovers in community homes, boarding hostels, and similar settings.
- Being the only responsible adult in the house while the employer is at work or away.
- Travelling with the family and remaining on duty overnight.
- “On call in the house” with tight response expectations and no real freedom to leave.

- Situations that may not be full working hours -
Each case turns on its facts, but the following are weaker:

- You live there as your home, can leave freely, have visitors, and only deal with rare, light interruptions.
- True on-call from your own home with no requirement to stay on site.
- Time that is genuinely your own after rostered hours, with no residual duty.
- A genuine visitor stay that is optional and not part of the job.

Even then, any time you are actually called to work must be paid.

- Rights and duties for both sides -
If you employ a nanny, caregiver, or live-in worker:

Write down expected overnight duties. If they must stay and remain responsible, budget for those hours at least at the minimum wage (and at the agreed rate if higher). Keep wage and time records. Do not assume “allowance,” “family member,” or “they slept anyway” solves the legal problem. Review travel days the same way.
If you do this work:

Keep a simple log of nights stayed, what you were expected to do, whether you could leave, and when you were woken. Keep the agreement and messages about hours. A personal grievance or wage claim usually has a tight time limit, so get advice early. You are entitled to holiday pay and KiwiSaver on arrears as well as the missing wages.

Need help with your situation at work?
📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

This is general information about employment rights, not legal advice for your specific situation.

read he full article here: https://www.stuff.co.nz/nz-news/361026231/christchurch-nanny-wins-10k-after-sleepover-nights-found-be-working-hours

Today we look at a case from the ERA involving a butcher of 39 years who was fired after a positive test for medicinal c...
31/08/2026

Today we look at a case from the ERA involving a butcher of 39 years who was fired after a positive test for medicinal cannabis and then won his job back, plus $25,000. Paul Brendon Brown had worked at Alliance Group’s Mataura meat plant since 1987. In 2025 he was dismissed after testing positive for THC. He was using prescribed medicinal cannabis oil to manage chronic pain and sleep problems that followed a serious workplace accident in 2016. The Employment Relations Authority found the dismissal unjustified, ordered his permanent reinstatement, lost wages, and $25,000 compensation for humiliation and injury to feelings.

What the ERA Found
The Authority held that a positive drug test, on its own, was not a fair and reasonable basis for summary dismissal in these circumstances. Mr Brown was using a prescribed medicinal cannabis product for a genuine medical need arising from a workplace injury. There was no finding that he was impaired at work. The ERA ordered Alliance Group to reinstate him to his usual role and seniority, pay wages lost between January and July 2026, and pay $25,000 compensation. The company’s own representatives accepted that internal protocols around prescribed medication needed review.

What the Employer Did Wrong
- Treated a positive THC result as automatic grounds for dismissal without properly considering prescribed medicinal use.
- Failed to distinguish between impairment at work and lawful, off-duty use of a prescribed medicine.
- Did not adequately investigate the medical context, including the 2016 workplace accident and the doctor’s prescription.
- Applied a rigid drug policy without the individual assessment a fair and reasonable employer must make.
- Used summary dismissal rather than a process that considered alternatives, medical evidence, and the worker’s 39-year record.

A drug and alcohol policy can be legitimate in a safety-sensitive workplace. It cannot replace good faith, a fair investigation, or consideration of prescribed medical treatment.

Employee Rights in This Matter
New Zealand workers have important protections when they use prescribed medication, including medicinal cannabis:
- You can be prescribed medicinal cannabis by a doctor or nurse practitioner under the Medicinal Cannabis Scheme.
- A positive drug test is not automatically serious misconduct. The employer must consider impairment, safety, the prescription, and a fair process.
- You have the right to a safe workplace and to reasonable consideration of medical needs, especially where the condition stems from a workplace injury.
- Summary dismissal without a proper investigation can be unjustified.
- Reinstatement is available where the Authority finds it practicable and just — as it did here after nearly four decades of service.
- You may claim lost wages and compensation for humiliation, loss of dignity, and injury to feelings.

If you use prescribed medication and face a drug test or disciplinary process, tell your employer in writing, provide medical evidence, and seek advice early. Do not assume a policy automatically overrides your rights.

Lessons for Employers and Employees
For Employers: Safety-sensitive work requires clear drug and alcohol policies — but policies must be applied fairly. Ask whether the worker is impaired, whether the substance is prescribed, and whether a lesser response is available. Review how you treat prescribed medicinal cannabis. Long service and a clean record matter. Getting this wrong can mean reinstatement and substantial compensation.

For Employees: Prescribed medicinal cannabis is lawful. Keep your prescription and medical records. If you work in a safety-sensitive role, disclose prescribed use where required and follow workplace procedures. If you are stood down or dismissed after a test, get advice quickly. You may have strong grounds to challenge the decision.
In conclusion,

This case shows that understanding your rights is important. A positive test is not the end of the story when you are using prescribed medicine. Check official online resources such as Employment.govt.nz and the Ministry of Health medicinal cannabis pages. If you have any doubts or questions, get in touch with the Coromandel Workers Council:

📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

This is general information about employment rights, not legal advice for your specific situation.

New Zealand’s overall unemployment rate hit 5.6% in the June 2026 quarter — its highest level in nearly 11 years. Young ...
26/08/2026

New Zealand’s overall unemployment rate hit 5.6% in the June 2026 quarter — its highest level in nearly 11 years. Young people are carrying a disproportionate share of the burden. The unemployment rate for 15- to 24-year-olds sits around 17%, and the number of unemployed in that age group rose by more than 12,000 (almost 20%) in the year to June 2026. Underutilisation (people who want more work than they currently have) among 15- to 24-year-olds has climbed to 37%. The NEET rate (not in employment, education or training) was 13.8% in the same quarter.

These numbers matter. Early spells of unemployment or underemployment can leave lasting scars on earnings, confidence and mental health. Māori and Pacific young people are hit harder still. The problem is real, concentrated, and urgent.

What is driving the rise?

Several forces are at work at the same time:

Cyclical vulnerability. Young workers have less experience and fewer networks. They are over-represented in hospitality, retail and other sectors that contract quickly when the economy slows. High interest rates and weak demand over recent years have reduced hiring, especially for entry-level roles.

Fewer genuine entry-level opportunities. Some junior administrative and routine tasks have been reduced by technology and changes in how work is organised. Employers often prefer people with existing experience, creating a classic “no experience, no job / no job, no experience” trap.

Skills and pathway mismatch. Not every young person thrives in a purely academic track. Those who leave school without strong literacy, numeracy or clear vocational direction find the labour market particularly unforgiving.

Regional and demographic differences. Rates are higher in parts of the North Island and among Māori and Pacific youth, reflecting both labour-market conditions and longer-standing barriers.

The rise is not mainly about young people becoming “lazy.” It is a labour-market problem that hits the least experienced hardest.

What solutions are already on the table?
Government and industry responses have shifted toward practical vocational pathways:
Trades Academies are being expanded from 10,000 to 20,000 places by 2030. These programmes let secondary students gain industry-relevant skills and experience while still at school.

Industry Skills Boards are developing new vocational subjects so that construction, primary industries and other sectors have clearer school-to-work routes.
Community job coaching and related supports are being offered to young people on benefits, with incentives for sustained employment.

Apprenticeship and work-based training remain central. Expanding the pipeline of apprentices in trades that face shortages (plumbing, construction, electrical and others) is repeatedly identified as a priority.

These measures will take time to fully flow through. They also need employers willing to take on inexperienced people and communities that actively connect young people to opportunities.

How parents, caregivers and communities can help right now?

System change is necessary but slow. Families and local communities can make a practical difference in the short term.

For parents and caregivers
Stay steady and realistic. Pressure and shame usually make anxiety worse. Young people already know the market is tough. Consistent emotional support matters more than constant urgency.

Remove practical barriers. Help with transport, appropriate clothes for interviews, a working phone or internet access, and the cost of a driver’s licence. These are frequently the difference between applying and not applying.

Treat work experience as valuable in itself. Part-time, casual or voluntary work builds routines, references and confidence even when it is not the “dream job.”

Explore vocational options early. Trades, apprenticeships and industry training are not second-best pathways. Many lead to well-paid, stable work and current shortages. Sit down together and look at Trades Academy places, Gateway programmes and local polytechnic offerings.

Practise the basics. CVs, cover letters, online applications and mock interviews are skills that improve with coaching. Many young people have never been shown how to do them well.

Watch mental health. Prolonged job search is demoralising. If low mood or withdrawal is escalating, seek support early through school counsellors, Youthline, or primary care.

What about communities and local organisations?

Create short, low-risk work experience. Local businesses, councils, sports clubs, churches and iwi organisations can offer short placements or trial days. Even a few weeks of real workplace exposure helps.

Build informal networks. Many jobs are still filled through personal connections. Adults who know local employers can make introductions or simply vouch for a young person’s reliability.

Support mentoring. Structured mentoring (or even informal “check-in” relationships) improves persistence and gives young people someone outside the family to talk through setbacks.

Champion local vocational pathways. Schools and tertiary providers need community partners for Gateway, Trades Academies and apprenticeships. Showing up as an employer or host makes programmes work.

Reduce stigma. Public conversation that treats unemployed young people as a problem to be fixed, rather than people facing a tight market, is counterproductive. Accurate information and practical help work better.

Treasury and other forecasts point to eventual job growth, but recovery will not be even or immediate. Young people who stay connected to education or training, keep building skills and experience, and have adults around them who remain supportive are far more likely to move into stable work when opportunities open up.

The current rates are high by recent standards and painful for the individuals and families living them. They are not inevitable. Clear vocational pathways, employers willing to take on juniors, and families and communities that refuse to write young people off form the practical response available right now.

Need help with your situation at work?
📞 Call us on 027 296 5276
✉️ Email [email protected]
🔗 Book a free chat: www.cwc.org.nz/contact

Ngā mihi nui,
Coromandel Workers Council (CWC)
Supporting workers across the Coromandel Peninsula

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