Grill’d founder Simon Crowe is defending his burger chain’s labor practices amid a class action lawsuit alleging systematic failure to provide mandatory 10-minute paid breaks. While the company faces ongoing scrutiny over historical pay disputes and enterprise agreement rejections, Crowe maintains that his 4,000 employees remain his top priority as the business pursues aggressive growth.
The Legal Challenges Facing Grill’d
Grill’d is currently defending itself against a class action filed by Gordon Legal and supported by the Shop, Distributive and Allied Employees’ Association (SDA). According to Gordon Legal associate Lachlan Glass, investigations have revealed that workers frequently miss mandatory breaks or feel unable to take them during demanding shifts. More than 1,700 people have registered interest in the legal action.
In response, Simon Crowe has stated, “We’re very comfortable that we have given people breaks through the journey,” and confirmed the company intends to defend its position. Crowe noted the broader industry context, pointing to a $28.8 million settlement reached this year in a similar lawsuit against KFC, as well as an ongoing Federal Court case involving 250,000 McDonald’s workers.
Grill’d operates approximately 180 stores across Australia. Of these, about 155 are corporate-owned, while others utilize a tiered ownership program that allows managers to acquire stakes of 5, 15, or 50 percent.
A History of Workplace Disputes
The company’s relationship with its workforce has been turbulent for over a decade. In 2015, the Fair Work Commission (FWC) scrapped a low-paying agreement following a lawsuit involving worker Kahlani Pyrah, who was reinstated by the Federal Court after being dismissed for speaking out. Subsequent years brought further controversy, including a 2019 investigation into the use of government-subsidized traineeships to manage labor costs.
More recently, the FWC rejected proposed enterprise pay deals in 2025. Deputy president Bernadette O’Neill rejected one application after finding the company had failed to clearly explain that the deal would only increase worker pay by 77¢ a week. A deal was eventually approved in October, requiring the company to top up pay over the life of the agreement.
Future Growth and Strategic Shifts
Despite these challenges, Crowe is pushing ahead with a strategy to balance fast-food speed with a dine-in experience. He claims that corporate and group bookings have increased, positioning the brand as a destination for those who find competitors like McDonald’s or Hungry Jack’s unsuitable for group settings.
Crowe also highlighted the company’s community engagement, noting that the chain donates more than $1 million annually through its “Local Matters” program. He emphasized that he plans to be more vocal about these contributions, admitting, “We haven’t done a great job of telling our story in the consumer realm.”
Frequently Asked Questions
- What is the current class action against Grill’d about?
The class action, backed by the SDA and Gordon Legal, alleges that the chain failed to provide mandatory 10-minute paid breaks to its employees. - How does the Grill’d manager ownership program work?
Managers can earn stakes of 5%, 15%, or 50% in their restaurants over three, four, and 10-year periods, respectively. According to Crowe, this can lead to an extra $400,000 in earnings over four years. - Has the Fair Work Commission approved a pay deal?
Yes. After rejecting previous proposals, the FWC approved a deal in October that requires Grill’d to top up employee pay for the duration of the agreement.
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