Mary had worked in administration for a manufacturing company in Tipperary for over twelve years. When the business decided to downsize, she was called into a meeting and offered voluntary redundancy. The package on the table was presented as final — take it or leave it. There was no room for discussion, no negotiation. Mary felt rushed and pressured, but she was uncertain about her rights, so she reluctantly accepted what she was offered.
Two months later, Mary discovered through a former colleague that other employees who had accepted redundancy around the same time had received a significantly better package. Some had been given enhanced severance, better pension arrangements, and extended notice periods. Mary felt hurt and angry. She realised she had accepted less simply because she hadn't known to push back. She contacted a solicitor to understand whether this was fair and what options were available to her.
Her solicitor reviewed the redundancy offer and the terms given to other employees. They wrote to the company explaining that the "take it or leave it" approach had put Mary at a disadvantage, and that the disparity in packages suggested the original offer had not been genuinely final. The solicitor argued that fairness and good faith required the company to reconsider. After negotiations, the company agreed to enhance Mary's package to match what other employees in similar circumstances had received. Mary received the back payments and improved terms without having to go to court.