The CGF Employer Toolkit is a free, easy to use resource to help you with all aspects of people management in the primary industries. It includes tips to attract the right individuals, improve workplace culture, mentor and coach employees, and support training and development. Check out the following six sections to increase your people’s job satisfaction, boost productivity and keep your team motivated and committed. C lick the section in the employee lifecycle that interests you the most! How can I invest in employee growth for maximum impact? How do I follow the law and fulfill my obligations as an employer? How do I support employees in their growth journey? Attracting the Right Individuals Māori Cultural Confidence Training & Development Employer Obligations Mentorship & Coaching Workplace Wellbeing & Culture How do I hire and onboard new employees so they stay for longer? How do I grow my understanding of Māori experiences in the workplace? How can I create a positive environment that boosts job satisfaction? Employee lifecycle Attract Retain Click here to search the Toolkit Why should we care about retaining our people? Tēnā koe, The Employer Toolkit is now owned and managed by the Construction Growth Foundation (CGF). Originally developed by the Food & Fibre Centre of Vocational Excellence, this practical resource will continue to support New Zealand employers and will be progressively updated with information and tools tailored to the construction sector. Construction and infrastructure are central to New Zealand’s economy and future development. As of March 2026, Te Waihanga’s National Infrastructure Pipeline contained $274.4 billion of planned initiatives at different stages of funding, planning and delivery. Attracting people is only part of the challenge. The former Workforce Development Council for Construction and Infrastructure, reported that the construction and infrastructure sectors have attracted more than 80,000 new entrants a year on average since 2015, but only approximately one-quarter remain in the workforce five years later . Its research identifies workplace culture, management capability, supervision, wellbeing and access to support as important influences on workforce retention. When someone leaves, businesses can lose the time, knowledge and resources invested in their recruitment, induction, supervision and development. High turnover can also place additional pressure on teams and affect productivity and project delivery. Creating a supportive workplace, setting clear expectations and investing in people’s development can help businesses improve retention, wellbeing and performance. Investing in the people who build New Zealand strengthens individual businesses and helps develop the workforce needed for the sector’s future. View More Listen to the Audio Version here Download the Employer Toolkit Booklet

Glossary of Māori terms. Aotearoa - Land of the long white cloud (New Zealand). Te ao Māori - the Māori world. Mātauranga Māori - Māori knowledge systems. Kaitiakitanga - Guardianship / stewardship Glossary Term Aotearoa te ao Māori Mātauranga Māori Kaitiakitanga Taiao te reo Māori Tikanga Whakapapa Rāhui Mauri Whanaungatanga Pepeha Whānau Mahi Manaakitanga Karakia Maramataka Matariki Kawa Kia ora Iwi Hui Pōwhiri Kōrero Waiata Hapū Tangihanga Mātāwaka Mana motuhake Kotahitanga Tautoko Definition Land of the long white cloud (New Zealand) The Māori world Māori knowledge systems Guardian / stewardship Environment The Māori language Customs and practices Genealogy To put in place a temporary ritual prohibition Life force Kinship and Relationships Type of introduction Family Work Caring and respecting others Ritual chants Māori Lunar calendar Star cluster - often associated with the Māori new year Protocols relating to formal activities Hello Tribe Meeting Welcoming ceremony Speeches Songs Sub-tribe Mourning Kinship group Independence, self-determination Unity Support Support Click here to find out more on Elements of Te ao Māori

Understanding the roles of mentors, coaches, and buddies in the construction industry can significantly enhance employment relationships. Learn more about what each role can achieve, their key activities, and the pros and cons associated with each. Understanding Mentoring and Coaching What is the difference between a mentor, a coach and a buddy? See Below for Information On: Mentor Coach Buddy What is a mentor? What does it achieve Focuses on long-term career development, goal setting, and personal growth through supporting someone's career journey usually across a medium-long period of time in an industry. It focuses on career networks, sharing similar experiences, and providing guidance on longer-term career pathways. Key activities Mentors listen, share their insights, and help mentees navigate their career paths. They connect the mentee with resources including experiences or networks. Who Involves a more experienced person providing advice, guidance, and support to a less experienced team member. Often from outside of the organisation. Pros Long term focus. Personal growth. May have infrequent check-ins. Can be as part of a formal programme. Cons Time intensive. Can be unstructured. Mentee can sometimes have solutions given to them and not think through independently. What is a coach? What does it achieve Interactive process where the coach uses questioning and active listening to help the coachee find their own solutions and 'a-ha’ moments. It focuses on improving specific skills, performance, and achieving short-term goals. Key activities Coaches guide individuals to set clear goals, develop action plans, and stay accountable. Who Involves a senior person from within the organisation. Pros Regular check-ins. Structured approach. Skill improvement. Personalised feedback. Frequent check-ins. Encourages independent thinking and confidence. Cons Short term focus Relies on coachee to work problems through for themselves. What is a buddy? What does it achieve A buddy system is a simple and effective way to support new employees as they settle into their roles throughout their first few weeks or months on the job. Key activities Answers questions, introducing the new team member to others, and sharing tips on workplace practices to help them settle in. Who Someone similar in age / work experience (two to five years). Pros Provides immediate support. Eases transition into work. Peer connection. Cons Limited in ability to support with some issues Temporary New employee may become over reliant Click here to find out more on What Good Looks Like

Learn how to select the best candidate for your role with effective interviewing techniques, psychometric testing, and pre-employment trials. Discover tips for building connections, assessing skills, and ensuring a fair and inclusive selection process. Access resources to streamline your hiring and find the perfect fit for your business. Step 4: Selecting How do I decide which person is best for the role? See Below for Information on: Interviewing Psychometric Testing Pre-Employment Trials How do I interview the candidates? ‘Interviewing’ the chosen candidates can range from a casual conversation to a formal question-based interview. It's important to consider the kind of person you are looking for, the type of business you run, and the technical/transferrable skills and experience you need to decide on the best selection method. No matter which method you use, focus on getting to know the person. Utilising whakawhanaungatanga—making and keeping connections—can be a great concept to use during this step and throughout your relationship with the candidate. By focusing on building connections and getting to know each other, the candidate is likely to have an authentic experience and accurate image of your business. Completing interviews, or having conversations with candidates, can be as casual or formal as you like. Tip: During interviews, it's important to be aware that not all cultures talk about themselves the same way. Being accommodating and focusing on skills and experience can help make sure you don't discount their abilities. Providing the opportunity for interviewees to have a support person with them can also be valuable. Interview types Type Casual Semi-Formal Description This can look like meeting up for a cup of coffee and having a conversation with the candidate about their experience and what they can bring to the role. Specific questions may not be needed if the role doesn’t require much technical skill. This can look like a more formal conversation with the candidate where some predetermined questions are asked. However, these questions don’t need to be scored or recorded and the conversation can be more flexible to cater to each candidate. This still looks like a conversation in a comfortable space for both you and the candidate. Formal This can look like a sit down interview in a private room where you ask the candidate a list of set questions, write and record their answers, and score the answers against predefined criteria. This type of interview makes sense for more technical roles in a larger business. Pros Short and simple Can put you and the candidate at ease Great for roles which don’t need much experience Great to get to know the personality of the applicant better Ensures answers which help evaluate a candidate's ability to complete the job Helps assess candidates as answers can be compared Can put the candidate at ease as more of a casual approach Scored approach means it is easier to evaluate candidates against each other Recorded answers means better memory of what each candidate said Provides a thorough way of assessing and comparing candidates Cons May be too short and informal to fully understand a candidate's qualifications and experience May not give you an opportunity to ask all the questions you need Answers may not be remembered as not recorded As answers are not being scored or recorded it may be hard to remember what each candidate said Flexible approach may mean each candidate is not asked the same questions making comparison harder Requires more preparation and effort More formal approach may not be appropriate for the role or the desired candidates Can be uncomfortable for candidates who are not used to interviews, meaning a true representation of the person isn’t given Tip: Some questions should not be asked during the interview process as they can be seen as discriminatory. The Employment NZ website here has a list of these questions. What is psychometric testing? Psychometric testing is a way to reduce the number of candidates applying for a role and measures a person's ability and personality traits relating to the role. This type of selection method is particularly useful to larger businesses. More information can be found by Hayes Recruitment here and Seek NZ here . How do I conduct pre-employment trials during an interview process? It is possible during the interview process to ask the job applicant to perform tasks so you can assess whether they have the skills needed for the job. This is called a pre-employment trial, but it's important to follow proper procedures to ensure it is not considered employment. More information can be found on The Employment NZ website here . Click here to find out more on Step 5: Hiring

As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Financial Support What financial support is available for training and development? See Below for Information on: Government Support Scholarships Bonding Additional Support As an employer in the construction sector you have access to a variety of support options to help train and develop your employees. These options include government financial support, scholarships, bonding schemes, and industry grants. Here's a look at some options: What government financial support is available? New Zealand Apprenticeships linked here : Employers can access funding through the New Zealand Apprenticeship scheme which provides support for training apprentices in various construction industries. Regional Apprenticeship Initiative (RAI) linked here : Aimed at regional New Zealand, this initiative provides financial support to employers to take on and train new apprentices. Mana in Mahi – Strength in Work linked here : This program offers subsidies and incentives to employers who take on job seekers, including support for training and development. Ministry of Social Development linked here (MSD): MSD provides several funding opportunities to pay for wages and training. This includes programmes that help job seekers get the skills they need to meet the requirements of a job, funding and support to help with short-term pre-employment or in-work training to gain industry-specific skills needed for a job. What scholarships are available? Various organisations offer scholarships for vocational education in construction such as the Construction Growth Foundation (CGF ). You can encourage employees to apply for these scholarships to reduce the costs associated with study. How do I bond employees? Employer-initiated bonding Employers can create bonding agreements where they provide financial support for an employee’s education or training in exchange for a commitment to stay with the employer/business for a specified period. This ensures that the investment in training benefits the employer. A bond means that an employee would be asked to return any agreed upon funding for external courses if they leave within a specific time period (usually one to two years). Example of a bonding scheme Employee Kate wants to improve her leadership skills both so she can be a more effective supervisor in her workplace, but also so she can contribute to wider industry initiatives such as her local catchment group. Her employer, Barbara sees the value in supporting Kate with her course. She offers to pay for 50% of the course for Kate. To ensure this investment is returned Barbara stipulates that if Kate leaves within the next 12 months she would need to pay back the 50% contribution. Click here to find out more on Case Study Examples

How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the construction sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and Development How can I invest in employee growth for maximum impact? Learning new skills is important for everyone, especially in the ever-changing world we live in. In the construction sector, there are many training and development options available, which can sometimes feel overwhelming. But helping your employees grow can make a big difference in their job satisfaction and how long they stay with you. Training and development is important for workers to learn new skills and stay up-to-date with the latest construction methods and technologies to make work more productive. In addition, workers feel valued when they get chances to learn and are more likely to stay with a company. Investing in training builds a skilled, motivated, and loyal team, which is essential for success in this changing industry. Value of Training and Development For information on Importance of Training & Development Choosing Opportunities Training & Development Myths Te Ara Poutama Implementing Training & Development View More For information on Informal Semi-Formal Formal Continuous Professional Development Actions to Take View More Financial Support For information on Government Support Scholarships Bonding Additional Support View More We have created some examples of what training and development looks like for school leavers and career changers What does it look like? See Here Find more information and help here See the page here for more resources to help you in discovering training and development information and opportunities See Here Click here for more on the Value of Training and Development

Mentoring and coaching are vital tools in the employment relationship, particularly in the construction sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. Mentorship and Coaching How do I support employees in their growth journey? Mentoring and coaching are vital tools in the employment relationship, particularly in the construction sector. Mentoring and coaching is a relationship is between a more experienced person and a less experienced person, where guidance and support is given for the purpose of personal development. This relationship is mutually beneficial, with both parties free to ask questions and learn from each other. By fostering connections, mentoring and coaching help to create a more satisfied workplace culture where everyone feels valued and encouraged to grow. What does it look like? We have created some examples of what good coaching and mentoring looks like at different levels of ability See Here Understanding Mentoring and Coaching For information on Mentors Coaches Buddies View More For information on Tuakana & Teina How People Learn The Value Key Elements What Good Looks Like View More Actions to Take For information on Supporting Employees Steps to Follow View More Find more information and help here If you need help with mentoring and coaching, some extra resources can be found below: Business Mentors NZ - A service to help you with your business Click here to find out more on Understanding Mentoring & Coaching

Disclaimer Tēnā koe, This toolkit should be read with the following considerations in mind. Case Studies: The example case studies throughout this toolkit website are just a guide. They are not intended to represent any individual, organisation or industry. Timeliness of Information: The information presented reflects the state of knowledge and industry standards at the time of publication. As the sector evolves, some information may become outdated or require revisions. Intended Audience: This toolkit is designed specifically for employers (business owners, supervisors, and managers) in the construction sector. We recognise that while some content may be highly relevant to your work, other sections may not apply to your specific circumstances. Introduction to te ao Māori Concepts: The information and concepts presented provide a foundational understanding of te ao Māori. This toolkit serves as an introductory guide, and we encourage you to continue your educational journey, as understanding these concepts is an ongoing process. Diversity and Inclusivity: We acknowledge the diverse backgrounds, experiences, and needs of employees within the sector. There is no one-size-fits-all approach, and it's important to consider this diversity when applying the information in this toolkit. Remuneration: While the topic of remuneration is very important, it is not addressed in detail within this toolkit. Legal Disclaimer: The content of this toolkit is for informational purposes only and does not constitute legal advice. For legal matters, please seek the guidance of a qualified legal professional. Additional Assistance: If you require further assistance or specialised support, please consult the recommended formal resources provided in this toolkit. Although all reasonable steps have been taken to ensure the accuracy of the information contained in this website, the Construction Growth Foundation (CGF) disclaims any and all responsibility for any inaccuracy, error, omission, or any other kind of inadequacy, deficiency, or flaw in, or in relation to, the information. Links to external sites are provided throughout the toolkit to support the reader with additional resources that may be more detailed, contextual, or live. While care has been taken to review these, we do not endorse nor bear any liability for the content or accuracy of these external sites.

Clear and effective communication ensures everyone is aligned and working towards the same goals, improving job performance and workplace satisfaction. Good communication maximises the impact of your policies and processes, whether compliance-related or enhancing the employee experience. Employees want to be heard and see action taken. Communications How do I get messaging across to employees? See Below for Information On: Communication Principles Delivering Communications Communication Channels Case Study Whether you're managing construction or working with clients and consultants, clear and effective communication ensures that everyone is on the same page, working towards the same goals. Simply put, good communication helps people do their jobs better and makes workplaces more satisfied and productive. Good communications helps you maximise the impact of your policies and processes (see Your Obligations as an Employer for more information). Whether it’s something compliance related that protects you as an employer, or some guidance that will improve an employee’s work experience, people need to know what you expect of them so they can act accordingly. Employees want their employers to listen to them, and most importantly to take action. Two out of three employees feel their voice is not listened to in some way by their manager or employer, which may have a negative impact on turnover#. The costs of bad communication are: People make avoidable mistakes, and need to re-do jobs - wasting their time (and your money) Delays occur and deadlines are missed Managers can’t lead their teams well, when they don’t understand what is expected of them and their teams A lack of buy-in or understanding around change People are afraid to ask for feedback, which stunts personal and professional growth. What should I keep in mind when thinking about communicating with employees? Clarity: Make sure your messages are clear and easy to understand. Avoid using complicated words or industry jargon. Consistency: Keep your communication consistent. This helps avoid confusion and ensures everyone knows what to expect. Listening: Communication is a two-way street. Make sure you're not just talking, but also listening to what others have to say. Show that you value your employees’ input by asking for their perspective too. Acknowledge their concerns and work together to find a solution. Respect: Always communicate with respect. Treat others the way you want to be treated. Try to avoid raising your voice. Timeliness: Share information in a timely manner. Don’t wait until the last minute to communicate important updates. Make sure your audience has enough time to read and respond if needed. Remember everyone is at a different stage in their career. What is second nature to experienced builders, designers, bricklayers, and painters, may not be for everyone on the team. A task that may seem simple to you might not be for someone else. When the pressure is on, it’s easy to forget that. Be thoughtful of others and their skill level and ability. Note: Reading and Maths Everyone is at a different stage in their journey reading, writing and doing sums. Some people are not confident in reading and doing maths. Adjusting your communications to meet the needs of your employees will ensure the best outcome. How do I deliver communications with impact? KNOW: What’s the most important point? This should be communicated first. Tell the truth: if you don’t know something, say so. If it won’t happen until October, say that. If you have a really difficult message to deliver, ask someone you trust for advice on how to put it. THINK/FEEL: Put yourself in your audience’s shoes - if you want your communication to hit home, you need to understand how it will feel to receive it. DO: What do you want people to DO with the information? Do they need to complete a survey? Do they need to speak to colleagues? Do they need to give you feedback? Tell them. What does good communication look like in reality? Have a range of formal AND informal communication channels that allow communication from you to employees, and employees to you. *A pulse survey is a short, quick survey that you send out regularly to see how your employees are feeling - to ‘check the pulse’ of the employees as a group. It’s designed to be simple and easy to complete, usually taking just a few minutes to fill out.You can set up a pulse survey in about ten minutes using Google Forms here or an equivalent, using the 3 example questions included below. Consider collecting responses anonymously - employees tend to be more open and honest this way. You can share the link with your employees via email or group chat message and get them to fill it out. Some questions to ask could include: 1. How are you feeling at work recently? Multi-choice response options: Very Happy, Happy, Neutral, Unhappy, Very Unhappy 2. Do you feel supported by your team and manager? Multi-choice response options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree 3. Is there anything we can do to improve your wellbeing at work? Open-ended response These questions can help you gauge overall mood, the level of support employees feel, and gather specific suggestions for improvement. Exit Interviews Consider having a quick sit down with an exiting employee to find out what went well and what didn’t during their time working with you. If you don’t feel comfortable doing this yourself, opt for a trusted individual (e.g someone else in the business, or a trusted person to the individual) or get them to write down their thoughts. You’ve got nothing to lose by asking, and this helps you be better going forward. Common themes that come up in exit interviews can help you spot ‘work-ons’, areas that you can improve in. Click here to find out more on Buddy Systems

To achieve a positive mentoring and coaching relationship, there are specific actions you can take. Find more information on how to support your employee in finding the right mentor or coach and understand the steps you (or others) can take to effectively coach or mentor employees. Actions to Take How can I implement mentoring and coaching? See Below for Information on: Supporting Employees Steps to Follow How can I support my employee to find the right mentor or coach? There are three options to consider when supporting your employee to find the right mentor / coach. Tip! Usually coaches are within the business and can be the line-manager. Mentors may be external. Is there someone suitable within the business? Is this person experienced and have they mentored or coached before? What support do they need to be a good mentor / coach? Do they have the capacity to mentor and/or coach? If someone internal is unavailable, is there someone in your community or network who: Is this person experienced mentoring others in the industry? Does their experience align with areas your employee is looking to develop? Are they willing to take on a new mentee? If the above are not feasible, or another mentor/coach is required then: Could you support your employee to become involved in a professional or organised programme to gain mentorship? Examples include: MentorMix programme through the Building Institute Aotearoa Women in Construction - NAWIC Could you encourage them to network in different forums (such as local workshops, meetings, and conferences) to find a mentor? Could you encourage them to seek out individual professional business mentors and coaches (paid). Tip! Encourage your employee to find potential mentors through channels available to them. This could include through social groups, via social media on Facebook or Linkedin, through industry body channels, or through networking at conferences. What steps can I (or others) take to coach or mentor employees? Coaching and mentoring can both follow a simple process. A useful tool is the The GROW Model which can be found on the MindTools website. GROW is easy to remember as it stands for Goal, Reality, Options, and Way Forward. It helps coaches and mentors work through with their coachee / mentee a logical process and the right questions to ask at each stage. Think of it like planning a journey: first, help your coachee/mentee decide where they want to go (the goal), second, help them explore where they are now (your current reality), then, explore different ways to get to the goal together (the options), finally, make sure they’re committed and ready to handle any obstacles along the way (the way forward) While the process can be the same for both coaching and mentoring, as explained previously, coaching will take a more short-term and enabling approach. Mentoring, on the other hand, will take a longer-term, career-focused approach with more support given by the mentor. Questions to ask Create the Goal Ask your employee to create a SMART goal. SMART goals are a framework used to set clear, achievable objectives. The acronym stands for specific, measurable, achievable, relevant and time bound. What are your most important goals right now? Why are these goals important to you? Look at your Reality Ask your employee to describe their present situation, this helps them to think about the solution to their problem/ goal. What challenges or opportunities are you facing right now? What strengths do you bring to achieving these goals? Explore the Options Together, determine what is possible for reaching an objective. What obstacles or challenges are you currently facing? What are you already doing to work towards your goal? How have you successfully overcome similar challenges in the past? Establish the Will Ask your employee to commit to specific actions in order to move forward towards their goal, this helps to boost motivation. What resources or support do you need to succeed? How will you measure your progress towards your goals? What have you learned about yourself through this process? What will you do to maintain and build on your progress in the future? What specific actions will you take to move forward? Click here to see our Case Study Examples

More than 60,000 Māori worked across New Zealand’s construction and infrastructure sectors in 2023. Māori Cultural Confidence How do I grow my understanding of Māori experience in the workplace? The number of Māori employees in the construction sector in New Zealand is steadily growing. Māori account for approximately 16.7% of the total construction workforce. Recognising and valuing the unique cultural perspectives of Māori employees is not only a matter of inclusivity and respect but also a strategic advantage. By creating an environment that embraces te ao Māori (the Māori world), employers can enhance workplace cohesion, improve employee satisfaction, and drive innovation. We have also developed a helpful glossary of te reo Māori for your ease. Te reo Māori Glossary Elements of te ao Māori For information on Te ao Māori Mātauranga Māori Te Reo Māori and Tikanga Whakapapa View More For information on Values Based Approach Māori Culture & Supporting Your People Helpful Hints Te ao Māori at Work View More View More Actions to Take For information on Investment in Rangatahi Lead with Values Kaitiakitanga in Action Prioritising Health & Wellbeing Whanaungatanga Find more information and help here See the page here for more resources to help you in your journey and build confidence in understanding te ao Māori See Here Click here for more on Elements of te ao Māori

Understand how to pay employees, including minimum wage rates, different pay methods, and allowable deductions. Get insights on setting working hours, providing breaks, and offering additional benefits to attract and retain staff. Find comprehensive guidelines on employee pay, hours, and breaks here. Pay & Hours How should I pay my employees and set their hours? See Below for Information on: Pay Hours & Breaks Employee expenses How do I pay employees? Minimum wage rates apply to all employees aged 16 and over and are reviewed each year by the government. There are three types of minimum wage: Adult minimum wage: For employees aged 16 years or older and are not starting-out or a trainee Starting-out minimum wage: For employees under 20 in specific situations Training minimum wage: For employees aged 20 or over and completing 60 credits of industry training. There are other ways to pay employees, such as piece rates (pay for a number of 'pieces' completed). However, employees paid per piece must still receive at least the minimum wage for each hour worked. You can find information on the three types of minimum wage here and the types of pay, allowances, paydays, and payslips here . It is also important to note that as an employer you are able to make deductions from an employee’s pay for specific requirements. See the IRD website here for more information. For employees who have opted into KiwiSaver, as an employer you are expected to make your own employer contribution to their KiwiSaver. More information on KiwiSaver can be found on the IRD website here . It's important to note that what you pay workers impacts their retention and job satisfaction. Constantly hiring and training staff as a result of employees leaving often result in higher costs overall for your business in lost productivity time. You can also provide additional benefits to your employees such as vehicles for personal and business use, petrol vouchers, and free food to attract and retain employees. Should you decide to do this, make sure you check what the tax implications of these benefits may be. Thinking about how you pay your employees is one of the first steps to attracting and keeping great people. What do I need to know about hours and breaks? Hours In your employee agreement, it's important to set the expected number of hours your employee will work each week (except for casual workers whose hours will vary). This should be no more than 40 hours, not including overtime, unless you and your employee agree on something different. Make sure to also include: the start and finish times the days of the week the employee will work. You can find more detailed information on working hours here . It's also a good idea to clearly outline any pay for any overtime or extra shifts in the employee agreement. Paying employees for working overtime or extra shift needs to be agreed to by the employer and employee and included in the employment agreement. Breaks Employees are entitled to breaks to help them work safely and productivity. They are entitled to rest breaks (10 minutes) and meal breaks (30 minutes). Break entitlement will differ depending on how many hours an employee has worked in one day. As an example, breaks for a typical 8-hour workday look like: Two paid rest breaks of 10 minutes each One unpaid meal break of 30 minutes each. For more information on breaks and how to calculate them, you can find more information here . Do I need to compensate for employee expenses? Employers often navigate employee expenses and allowances based on principles of fairness and good faith. While there are no strict rules, it is considered best practice for employers to clearly outline in employment agreements and workplace policies what expenses they will cover. Typically, this might include: mileage costs for necessary work-related travel, food and accommodation during such trips. uniforms may be provided as part of employee allowances. By clearly defining these elements, employers can create transparency and a shared understanding with their employees. For more detailed information, resources are available on Employment NZ here and Business.govt here . Click here to find out more on Leave & Safety