Brent Norling

Okay.

Yeah, it's a big mix.

Actually, I find a lot of cases employees are looked after.

So, for example, if the director has restructured and moved to a new entity, staff will come across, but they'll always take their leave balances and everything across with it because ultimately no one's going to stay and they have a bad culture if they don't.

So they generally get looked after.

But

Um, it just depends on the liquidation and what's there.

Um, and the rest is a bit of a mixed bag.

I don't see that.

I actually see pretty much everybody signs a contract and keeps going.

I think in my experience dealing with the employer side of it, I always tell the employer to just remain radio silent until the day.

because the longer that period where you're talking to staff about it, the more unsettled that they're going to be.

And I think employees really value that security.

So my preference is tell them on the day, tell them on the day because you can give them certainty, not just here's the decision, but here's this new entity and it's going to pick up your employment.

And that certainly...

I think is actually helpful for employees because if you drag that over a few weeks, there's a few weeks of just uncertainty and stress and sleepless nights.

So that's usually what we advise.

You know, it's one of the things we always see is there's a lag between the event that caused the insolvency and then the formal insolvency event.

And it is really common in the construction space in particular.

And it does become a little bit like falling dominoes.