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TKO001000Human resource manualTKO001000
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TABLE OF CONTENTS
Human Resources-Human Resources Plans and Goals
Our human resource system overview
Our human resource goals and objectives
Staff Recruitment
Staff Recruitment Policy
Recruitment Policy and Procedure
Advertising for new staff policy
Interviewing staff
Letter of Appointment
New Staff (First Day induction)
Staff Training &amp; Performance
Conducting a staff performance review
Annual performance review
Conducting a counselling interview
Professional development policy
Compant training policy
Discipline and Termination
Resignation
Disciplinary Action
Instant Dismissal
Dispute Resolution
What is Harassment and what is our attitude to conflict in the workplace
Grievance Procedure
Leave and Separation Policies
Annual leave policy
Compassionate/ Bereavement Leave
General Leave Policy
Parental leave
Sick leave policy
Separation - Abandonment of employment
Separation - Dismissal
Separation - Redundancy
Separation - Resignation
Separation - Retirement
Unpaid Leave
General Human Resources Policies
Affirmative action policy
Bullying policy
Communication Processes
Drug Testing Policy
Outside Employment
Sexual Harassment Policy
Wages and Conditions
Staff Responsibilities
Staff Rights
Employee Induction Manual
EMPLOYEE INDUCTION MANUAL - Table of Contents
Introduction and welcome to all staff
Overview of our personnel management system
Harassment and Grievances Policy
Wages and Conditions Policy
Leave policy
Training policy
Employee code of conduct
Company owned motor vehicle policy
Communication of policies and procedures
Staff Health and Safety Policy
Emergencies, Accidents & Threats
Attitude to safety in the workplace
Office Workplace Safety
Security policy
Lone worker policy
Non Compete Agreement For Employee
Acknowledgement by employee
Employee Safety Manual
EMPLOYEE SAFETY MANUAL - Table of Contents
Working Safer
Assuring Workplace Safety
Risk Management
Hazards and Hazardous Environments
Manual Handling
Explosive Power Tools and Other Plant
Other Workplace Hazards
Human Resources Forms and Templates
Human resource forms and templates
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Our human resource system overview

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Our system for managing our human resources
Overview of our system "How it works"
Summarise your system, how does your system work ? Imagine someone asking you "How does your xxx system work?"
[e.g. We identify staffing requirements, we hire, train, retrain and/or dismiss workers to meet the needs of our organisation. ]

Critical to the success of our system is:
What critical success factors have you identified to ensure a smooth system 
•	[e.g. having trained people to handle the roles assigned]
•	[e.g. employing staff in accordance with relevant employment laws]
•	[e.g. provide training]
•	[e.g. provide feedback]

Our human resource goals and objectives

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Enter  your goals or objectives for the next 3 years. 
Quantitative goals
Goal or objective	Year 1	Year 2	Year 3	
Staff - full time	xx	xx	xx	
Staff - part time	xx	xx	xx	
Contractors	xx	xx	xx	
Number of employees	xx	xx	xx	

Other & Qualitative goals
Goal or objective	Year 1	Year 2	Year 3	
Staff satisfaction rate	%	%	%	
Staff turnover rate	%	%	%	
Absent days	xx	xx	xx	

				

Staff Recruitment Policy

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Purpose
The Staff Recruitment Policy has been established to ensure [enter-your-company-name-here] has the opportunity to attract the best available staff for all vacant positions. 

Policy 
[enter-your-company-name-here] is committed to providing high quality products and services. To support the achievement of this objective we recognise the importance of employing the most suitable applicants for vacant positions.

[enter-your-company-name-here] will ensure it has the opportunity to attract the best available staff by broadly advertising all vacant positions. 

[enter-your-company-name-here] will also internally advertise all vacant positions to current staff to encourage career advancement and to promote local opportunities.

Procedures
•	All positions may be advertised through relevant networks, on relevant websites, through local employment services, and in national and local newspapers.

•	All advertisements must be approved by the (title) and, if the cost exceeds the allocated budget, by the Board.

•	All contact regarding the position is to be directed through reception, with all applications marked “Confidential” and posted to the (title).

•	Basic records of the recruitment process are to be maintained. Records should include information about position descriptions sent, applications received (including applicants’ names, addresses and contact numbers), a list of applicants short-listed and interviewed, and a record that applicants have been notified of outcomes.

•	Letters of acknowledgment will be posted to all written applications prior to the short-listing of final suitable applicants. 

•	Applicants who do not meet the key selection criteria and are not suitable to be short-listed for an interview will be sent a written rejection letter.

•	The short-listing and interview process will be conducted by a panel which will include the (title). If an applicant is a family member or friend of a staff member, then the panel will be selected accordingly to protect the process and declaration of interest. 

•	At the conclusion of the recruitment process, all applications will be filed for five years in the Staff Recruitment File in the (title's) office.

Recruitment Policy and Procedure

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Purpose
The purpose of this document is to ensure that a standard approach is adopted for the recruitment of all vacant positions.

[enter-your-company-name-here] is committed attracting and recruiting the best possible candidates for available positions. [enter-your-company-name-here] is further committed to providing equality in employment for all people employed or seeking employment.

These guidelines are developed according to Affirmative Action and Equal Employment Opportunity (EEO) principles. They provide an outline of a process to select personnel in a non-discriminatory manner on the basis of merit. It is important to note that EEO legislation covers all applicants for positions, both internal and external.

Policy
[enter-your-company-name-here] is committed to ensuring that fair and effective procedures and processes are implemented and adhered to when selecting and deploying people to meet organisational needs.

[enter-your-company-name-here] is an equal opportunity employer, and is committed to providing a work environment that is free from harassment and discrimination. 

All recruitment, selection procedures and decisions will reflect [enter-your-company-name-here]'s commitment to providing equal opportunity. All potential candidates will be assessed according to their skills, knowledge, qualifications and capabilities. Regard will not be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.

Responsibilities
It is the responsibility of Management and Supervisors to ensure that:
•	They are familiar with and understand the recruitment policies and procedures, and that they follow them accordingly;
•	Staff levels for their department are determined and authorised;
•	All roles have current position descriptions that specify role requirements and selection criteria. 

It is the responsibility of the Human Resources department to ensure that:
•	a Recruitment and Selection Policy is developed and maintained to support and enhance the Organisation’s objectives and requirements;
•	recruitment and selection guidelines and procedures are developed and maintained; 
•	all Managers are aware of their responsibilities in the recruitment and selection process;
•	Managers are given continuous support and guidance with regard to recruitment and selection issues.

Procedure
Pre-Recruitment Activities
When it becomes necessary to recruit for a position, Managers should refer to the position description to establish the requirements for the position, and the key selection criteria.

If no position description exists for the position, or it requires revising, then this is the responsibility of the appropriate Manager.  Once the new position description or amendments have been drafted, it should be forwarded to Human Resources.

Where the position description is for a new role, the Human Resources Officer will review and evaluate the position.
 
Prior to commencing the recruitment process, the Recruiting Manager is required to gain approval from the relevant [role title] and forward this to the Human Resources Officer.

Direct Internal Appointments/Promotions
Where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position,to the internal vacancy, the appointment must be authorised by the appropriate [role title]. The approval is to be forwarded to the Human Resources Department. 

[enter-your-company-name-here] must ensure that all of the organisation’s employees, who possess the 	relevant skills and who have expressed interest in the position, have been appropriately 	considered.

Internal advertising
Where appropriate [enter-your-company-name-here], will advertise all vacancies internally.
Exceptions to this occur when:

•	the position is of a specialised nature and appropriate skills are not available within the organisation; or
•	there is a need to make a direct appointment or promotion into the vacant position. 

Upon receiving approval for the vacant position, Human Resources will advertise the available position internally. Internal advertisements should include the following:

•	Position title;
•	Outline of the position;
•	Skills required for the role;
•	Closing date for applications.

All internal applicants should forward a current copy of their resume, together with covering letter, to the applicable manager for acknowledgement, consideration and processing.

Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, should be interviewed for the position by the relevant Manager or Supervisor.

External advertising
Where a position cannot be filled internally or where it is appropriate to conduct concurrent internal and external recruitment campaigns, the position may be advertised externally.
If necessary, the Human Resources Department will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the appropriate Manager. The Human Resources Department will administer the placement of the advertisement and monitor applications received.

Use of Recruitment Consultants
When deemed appropriate, external recruitment consultants may be used for recruitment purposes. The Recruiting Manager should contact the Human Resources Department for assistance with the engagement of a recruitment consultant.

It remains the Manager’s responsibility to ensure that the recruitment consultant conforms with [enter-your-company-name-here] recruitment and selection policies.

Screening applicants
If a recruitment consultant has been engaged to recruit for a position, they will be  responsible for screening the applicants.
Resumes must be screened against the position description so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview.

Selection tools
It may be appropriate to use selection tools such as Psychological Testing or Behavioural Interviewing. The Recruiting Manager is advised to contact the Human Resources Department to confirm the relevant selection tools.

Managers should consult with the Human Resources Department if they require any assistance with the selection process.

Any checks, which may form part of the selection process, should be conducted prior to issuing an offer of employment.

Conducting interviews
The Manager (or nominated interviewer) will conduct interviews of candidates who have been short-listed for the position. Managers are responsible for ensuring that all candidates are interviewed using the correct criteria outlined in the relevant position description. 

Reference checking
Managers shall ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being made to a candidate.

Details of the reference checks should be attached to the candidate’s application for future 	reference.

The Federal Privacy Legislation applies to employee records held by an organisation.

New Starter paperwork
If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager. If an external candidate has been selected, the Manager shall make a verbal offer to the candidate.

To authorise the commencement or transfer of an internal employee, the Recruiting Manager 	must notify the Human Resources Department and provide confirmation of the General Manager’s approval.

The Recruiting Manager should ensure that all recruiting documents are completed and returned to the Human Resources Department for filing.

The Human Resources Department will prepare a written Letter of Offer to the successful candidate. A standard letter of offer will be used for all offers of employment; confirming the start date, salary, position and the terms and conditions of employment pertaining to the employee.

Once the Human Resources Department or Recruiting Manager has received the candidate’s signed 	letter of acceptance of the offer, the Recruiting Manager shall notify all unsuccessful candidates. If an external recruitment agency has been used, the Recruiting Manager shall notify the agency, who will then notify the unsuccessful candidates. 

The Recruiting Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.

The Human Resources Department will forward an induction kit to the new employee for their completion.

How to conduct an interview
The purpose of an interview is to provide and obtain information that will assist in making a decision about a candidate’s suitability. 

Whilst each interviewer will develop their individual interviewing styles, there are a number of essential characteristics of an interview that must be present.

Prior to conducting the interview
Review the candidate's resume before commencing the interview. This will allow you to feel more comfortable when the candidate arrives. 
Review the similarities or differences in qualifications relating to the factors of the job, including: 
•	education or basic paper qualifications for the job;
•	related work experience and areas of specialisation;
•	non-work experience (such as special interests or volunteer activities) in which the candidate might have developed skills relevant to the position.

Conducting the interview
Asking questions is an important part of the interviewer's role, however it is not the sole responsibility. A good interviewer must also:
•	reduce communication barriers;
•	maintain control of the interview;
•	ensure that the candidate reveals information that the interviewer wants to know and not simply what the candidate wants to tell; and
•	create a friendly, conversational atmosphere.
Having the candidate respond to questions and prompts will encourage them to do most of the talking while the interviewer ensures that all relevant topics are covered. The interviewer may be required to ask a question a second time by re-phrasing it or by returning to a particular topic at a later point in the interview.
Whilst an interviewer may develop a particular style, the following steps provide a useful guide to the structure of an interview.

Step 1: Set the stage
It is important to create an interviewing environment in which a candidate may present themselves in the best manner. An interviewer will be able to gain more information in a comfortable setting and the candidate will be left with a favourable impression of the organisation.
•	Make arrangements for a private meeting room in which to conduct the interview.
•	Do not allow interruptions such as telephone calls and visitors.
•	Interviews are more comfortable if conducted in an informal "around the table" setting rather than across a desk, particularly when more than one interviewer is involved. Position the candidate so that they can comfortably direct conversation to anyone in the room.
•	Introduce yourself and all members of the interview panel to the candidate (the panel members may prefer to introduce themselves). 
•	Body language should be relaxed and open.
•	Be friendly and courteous throughout the interview. The tone should be like a slightly structured conversation.
•	Sometimes it helps to begin by entering into a general conversation, for example talking about the organisation. 

Step 2: Outline the agenda
Outline for the candidate, the structure that the interview will take. This will help them to relax and will put the interviewer in control of what is to follow. 
•	Identify areas to be covered, for example the duties and responsibilities involved in the job, the candidate's education and experience and how they relate to the position together with the use of hypothetical situations. 
•	Suggest the length of time that the interview is expected to take, and any additional time that might be spent touring the work site etc.
•	Provide the candidate with a description of the duties and responsibilities of the job and an overview of the workings of the organisation. 
•	Avoid confusing or overly technical language. Do not oversell the job or mislead the candidate about the actual duties and responsibilities involved or the future growth expectations of the position.
•	Advise the candidate that there will be an opportunity later in the interview for them to ask questions or add information that may not yet have been covered. 

Step 3: Gather information
Following a list of core questions will provide structure and should take up most of the interview time; however, some flexibility is necessary to allow for follow-up questions and for questions that will arise out of each candidate's documentation. This helps to create a comfortable, relaxed tone. 
Listen for evidence of both positive and negative behaviour and focus on one specific performance factor at a time. Analyse how well those behaviours and skills would carry over to the position. 
The interviewing process may take some time to master, but it can be extremely effective. Probing is particularly necessary when there are gaps in the candidate's life/work history, when inconsistencies appear or when the candidate changes the subject or is evasive.

Step 4: Welcome added information and answer questions
In the later stages of the interview, the candidate may have specific questions about the job, department or the organisation itself. A detailed discussion should be reserved until this point, so that the candidate will not simply tailor their answers to suit the position. This is a good time to probe for more detailed information, such as:
•	"Now that I have described the job, do you have any relevant skills that we have not yet heard about?"
•	Thank the candidate for coming to the interview and explain the time frame for the decision making process and what the next step in the process will be.

Conducting reference checks
Reference checking is a selection technique that addresses previous job performance. 
It is designed to confirm information obtained from a candidate by discussing the candidate’s performance with previous supervisors.
Ideally, a minimum of two referees should be contacted (preferably the candidate’s two most recent employers). 

Some tips for conducting a successful reference check are:
•	Plan your call in advance, but be flexible. The conversation may not proceed exactly as planned. As with interviewing, reference checking gets easier with practice.
•	Introduce yourself immediately, stating your position with your organisation and explain the purpose of your call. Ask if the referee is available for discussion, and if not, arrange to call again later. 
•	Be yourself. Relax and attempt to establish a rapport with the person with whom you are speaking.
•	Mention that the candidate is one of several being considered for a position in your organisation, and confirm the accuracy of the employment information provided by the candidate (e.g. dates of employment, job duties and anything else that is relevant).
•	Take notes as the referee speaks.
•	Tell the referee about the position for which the candidate is being considered. This makes the exchange of relevant information easier.
•	Let the referee talk freely. As with interviewing, open-ended questions and follow-up statements will work best. Listen for obvious pauses and be ready to probe for further information; if you reach a dead end with a particular topic, leave it and return later if necessary.
•	Do  not end the conversation until you have sufficient information. Use summary statements to clarify ambiguous answers. Finish your conversation by asking "Would you re-hire this applicant if you had the opportunity?"
•	Confirm that the referee is comfortable that the information disclosed is covered by the Federal Privacy Legislation.
•	Thank the referee for their help.

Advertising for new staff policy

Purpose
Advertisements for new staff comply with corporate identity and provide the best possible opportunity for employing the best available people.

Background
Advertisements for staff must be carefully considered.  Consider the form of advertising - will it attract the right people?  Consider the medium - in a tight labour market, is newspaper advertising as effective as using a recruiting company.  Consider the Job Specifications - have you conveyed the true core of the job at hand?  At least as much thought should go into this part of your marketing as into your product marketing.  Interviewing the wrong people can be very costly and time consuming.

Scope
Human Resources Staff

Procedure
Once a draft advertisement has been produced, it should be sent to Human Resources/Management. All requests for advertisements must be accompanied by a position description. 
Management will check that the advertisement includes the appropriate information and will add a reference and details of how potential applicants may obtain more information and an application form. 

Advertising costs
Management will set a budget for advertising; giving consideration to issues such as to whether the company should advertise widely and/or in particularly expensive publications.
 
Advertising style & media deadlines
The majority of advertisements appear using the logo and a standard format. The format has been designed to ensure consistency of style and to maximise the benefits of advertising. 
Management will confirm with the publication, where the advertisement will be placed and to identify deadlines etc.

Interviewing staff

Purpose
Provide a basic guideline for interviewing job candidates.

Background
If you have just been inundated by application forms, letters and Curricula Vitae for a job vacancy within your company, you will now need to draw up an interview short list and arrange interviews for selection. As the interview process will probably be the most important job you will need to undertake for your company; choosing the wrong candidate can have a disastrous impact on the business. 

Scope
Depending on the size of your company, you will need to decide who should attend the interviews. If you are the only person running the company, then you need not worry. 
However, if you are a growing business, then you need to consider who the new employee would be working under or with. Then ask if these people would be able to help you make a final decision based on their opinion. 

Procedure

Preparing for the interview
During the interview, you will need to adopt a system for taking notes, this will enable you to look back on all the candidate's performances. You will be able to design an appropriate reference sheet by referring to your job specification and job description. For example, if the job requires a large amount of flexibility, then which candidate do you feel would be the most flexible.

Asking questions
Asking the right type of questions can help you to make the right decision, so you need to prepare yourself for this questioning process; not just your questions, but that of the candidate as well.
Make a note of the questions you feel you might be asked and prepare yourself to answer them. 

Some common questions might be:
•	Who will I be working with? 
•	What are the promotional prospects for this position? 
•	When is the start date for this job? 
•	What benefits or bonuses does the company offer? 

The best way for you to ask questions is to ask open ended questions. Open ended questions cannot be answered with either YES or NO, these make the candidate think more about the question enabling you to get the know the candidate. 

Base the questions around the job that you are offering. 

For example, if the job vacancy entails working with the general public you might ask:
•	How would you deal with an angry customer? 

If you wanted to delve into the personal characteristic of the candidate, you could ask:
•	What do you consider to be your greatest achievements? 
•	Who, in life, inspires you the most? 
•	What makes you happy or sad? 

You may feel that these questions are quite probing and unnecessary, but if well thought out, will help you to make the best decision for your company. 

What you will need before you begin
Need	Notes	
Time	•	[e.g. %<<sampleinfo>>%]	
Tools and Equipment	•	[e.g. %<<sampleinfo>>%]
•	..other	
Parts	•	[e.g. %<<sampleinfo>>%]
•	..other	
Support people	•	[e.g. %<<sampleinfo>>%]	
Paperwork and authority	•	[e.g. %<<sampleinfo>>%]
•	..other	
Other	•	[e.g. %<<sampleinfo>>%]	

Safety hazards awareness
Any safety hazards to be aware of - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Letter of Appointment

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Purpose
All staff receive a letter of appointment detailing their rights, benefits, responsibilities and accountabilities.

Background
This procedure is intended to ensure that everyone starts work with the same understanding and expectations. 

Scope
All Staff

Procedure
On joining the company, all staff will be given a Letter of Appointment that outlines their conditions of employment. It will contain:
•	their position
•	their salary / wage
•	probation period
•	hours of work
•	entitlements
•	confidentiality

Sample letter

Dear [CONTACT NAME],

We are please to confirm our offer to have you join [enter-your-company-name-here] on the following termes.

1.	Roles and responsibilities
b.	Your roles will consist of :
i.	[e.g. Bookkeeper]
ii.	[e.g. Payroll clerk]
iii.	[e.g. Health and safety officer]
c.	You will report to 
i.	[e.g. Bill/Finance manager ]

2.	Probationary period
a.	You will be on probation period for [NUMBER] weeks
b.	During this time we may terminate your employment at any time without notice or payment in lieu of notice; if your employment is continued, we may only terminate your employment without cause on two weeks notice or payment in lieu of notice; however, we reserve the right to terminate your employment at any time without notice or payment in lieu of notice for good cause;

3.	Wages
a.	Calculated at [$xxxx] per week
b.	Paid when [BI-Weekly]
c.	Superannuation paid at[percent] of gross wage
d.	Holiday pay at []
e.	Fringe or other benefits
f.	[Use of company car, phone, pc's etc]
g.	Employment hours

4.	Hours
a.	Your hours of employment are [TIME] am to [TIME] pm, Monday through Friday, with [NUMBER] minutes off for lunch and [NUMBER] minute coffee-breaks (one to be taken in the morning and the other in the afternoon) each full working day; 

5.	Vacation/Holiday Leave
a.	You will be entitled to [4] weeks paid leave each year

6.	Overtime
a.	Must be expressly requested and authorized in advance

7.	Confidentiality
a.	You agree not to disclose any confidential information learned in the course of your employment about the business of the firm or about its clients or about the personal affairs of your superiors to anybody outside the firm both during and after your term of employment;

8.	Policies and Procedures
a.	You agree to abide by our policies and procedures

9.	Disputes
a.	[How will you deal with them] In the event a dispute does arise, this letter, including the validity, interpretation, construction and performance of this letter, shall be governed by and construed in accordance with the substantive laws of the State of [STATE]. Jurisdiction for resolution of any disputes shall be solely in [STATE].

If you agree with this offer kindly sign as provided below and return to me. Otherwise please contact me to discuss any matters of concern.

Sincerely,

[NAME]
[TITLE]
[PHONE NUMBER]
[EMAIL] 

Signed as terms accepted

By: 					

By: 					 	Date: 					

New Staff (First Day induction)

Purpose
All staff are inducted into the business, to ensure that they settle in as smoothly and effectively as possible. 

Background
This procedure is designed to ensure that staff feel welcome and comfortable in their new environment.

Scope
All Staff

Procedure
All new staff receive an induction into the business and are given an Employee Manual.
They will also have access to this Operations Manual.  They will be trained using relevant procedures and forms relating to the Operations Manual.

The employer will:
•	induct the new staff 
•	ensure all induction items are completed and signed off
•	prepare the Letter of Employment
•	complete the Employee Record
•	create an employee file
•	analyse skills gap and identify training requirements.

See full details in 
Introduction and welcome to all staff

Conducting a staff performance review

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Purpose
To provide a framework for assisting staff to achieve performance requirements

Background
Goal setting is a useful motivator for all staff.  It provides a yardstick for performance to assist staff to identify their own strengths and weaknesses.

For high staff morale, goal setting should be a form of encouragement and a "game"; it should not carry the threat of dismissal for under performance in itself.  It may help detect under performance that management and the staff member can reverse through communication and professional development.

Scope
Key Performance Indicators are established for all staff and for the business itself.

Procedure
Key performance indicators are established within [our performance management system] and are regularly reviewed for accuracy.

Staff are regularly reviewed, at least (monthly, quarterly, six-monthly, annually) against Key Performance Indicators (KPIs).

Generally the process follows:
•	Preparation
o	agree review time with employee
o	advise supervisor of employee
o	review personnel records and file notes
o	use separate, private area for discussion
o	ensure no interruptions
o	enter details on first page of summary form
•	Conduct the Performance Review
o	discuss performance plan
o	list strengths and weaknesses
o	plan for development of strengths
o	plan for overcoming weaknesses
•	Review Career Development
o	note Aspirations
o	record employee's comments
•	Conclude Review
o	summarise
o	agree and note further actions
o	both parties sign off
•	Follow up
o	update Employee File
o	discuss any issues with supervisor or management
o	set date for follow-up with staff member
o	file completed summary form
o	review agreed actions at regular intervals

Outcome
[e.g. %<<sampleinfo>>%]

What you will need before you begin
Need	Notes	
Time	•	[e.g. %<<sampleinfo>>%]	
Tools and Equipment	•	[e.g. %<<sampleinfo>>%]
•	..other	
Parts	•	[e.g. %<<sampleinfo>>%]
•	..other	
Support people	•	[e.g. %<<sampleinfo>>%]	
Paperwork and authority	•	[e.g. %<<sampleinfo>>%]
•	..other	
Other	•	[e.g. %<<sampleinfo>>%]	

Safety hazards awareness
Any safety hazards to be aware of - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Steps
10.	[e.g. %<<sampleinfo>>%]
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12.	[e.g. %<<sampleinfo>>%]
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[do you have a supporting image? if so place it here]
13.	..others

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
•	[e.g. %<<sampleinfo>>%]
•	[e.g. %<<sampleinfo>>%]

Annual performance review

Purpose
The purpose of this policy is to ensure that a consistent approach is followed when conducting Annual Performance Reviews and that job-related skills, knowledge, employee competencies and behaviours are evaluated and compared against set standards and business objectives.
The [enter-your-company-name-here] Annual Performance Review process has been designed to provide a vital link between the organisations’ business plan, its vision and guiding principles, and the individual.  It is also to ensure that goals and objectives flow from the top of the organisation to the personal objectives of each individual.

Policy
This Policy applies to permanent and part-time paid employees only. 
During the first month of an employee’s employment in a role, Managers will work with the employee to develop a Performance Plan which will be updated during the Financial Year Period.  
The Performance Plan will outline the employee’s goals and objectives for a 12-month period in line with business plans.
The Development Plan will outline the individual’s development priorities for the following 12-month period as well as reviewing any from the previous 12 months.  
Consideration should also be given to the individual’s long-term career objectives.
Managers will conduct a formal Annual Performance Review with each employee within the first six weeks of the new financial year for the review period from 1st July to 30th June of the previous financial year (or specified period or time frame).  
Progress reviews may be conducted on an informal basis more frequently throughout the financial year.
Periodic assessment and discussion of performance, between Managers and each of their employees, will be carried out during the course of the review period on an “as needed” basis.

Responsibilities
It is the responsibility of Management to:
•	familiarise themselves with the performance management system objectives and procedures
•	carry out their responsibilities according to this policy.

It is the responsibility of Employees to:
•	participate openly and honestly in planning and assessing their own performance objectives and receiving feedback from their Manager or Supervisor.

It is the responsibility of the Human Resources Department to:
•	develop a continuing performance management system that will support the achievement of company objectives and fairly and consistently evaluate each individual’s performance against these objectives
•	provide ongoing skills development for Managers that are required to effectively conduct performance reviews
•	ensure that all Managers are aware of their responsibilities in the performance management process
•	provide ongoing support and guidance to Managers with performance management issues.

Procedure

What you will need before you begin
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Safety hazards awareness
Any safety hazards to be aware of - delete this section if not needed
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Performance management and performance plan
The Performance Plan is designed to provide an opportunity to establish targets (Indicators of Effectiveness) that provide a challenge to employees and that can be reviewed and modified in response to employee achievements.
The Manager shall develop a Performance Plan in conjunction with the employee within the first month of the employee commencing or during the Annual Review process.  The Performance Plan shall be updated during every Annual Performance Review or as required throughout the course of the financial or performance year.
Initially, employees should draft their own Performance Plan and then arrange a discussion with their Manager in order that the Plan can be agreed and finalised.  If a situation occurs in which the employee and Manager are unable to come to an agreement, both the employee and the Manager should attach a memo outlining their position, and forward the Performance Plan to the next-in-line Manager for a final decision.
The Performance Plan should outline goals and objectives for the following 12-month period and it is each Manager’s responsibility to ensure that these are in line with the business plan.  Each objective should have documented targets and measures to enable accurate assessment.
In addition, the Performance Plan will include an agreement as to the competencies that are to be demonstrated in the role.  

Development plan
A Development Plan shall be established within the first month of the employee commencing or during the Annual Review process. 
A Development Plan discussion should review the individual’s development over the previous twelve months and outline the individual’s broad career directions and development priorities for the following 12 months.  
The Manager should consider what skills, knowledge and competencies are required to achieve the objectives outlined in the Performance Plan, and to close the gap on current and planned competencies.  

Annual review
Each year, in the first six weeks of the new financial or performance year, Managers shall complete an Annual Performance Review interview with their employees.  
The Manager shall review the employee’s performance against his or her agreed performance objectives, targets and measures in addition to performance against the agreed competency levels.
The individual’s agreed performance objectives and competencies should be reviewed against the set performance ratings.
To ensure objectivity throughout the review process, the “next-in-line” Manager shall remain involved in the review process, agree with the review and sign it off.

Link to salary review process
The Annual Performance Review process may be linked to the salary review process.  
Employees should be rewarded on the basis of their contributions to the organisation. This reward may either be an annualized salary adjustment (increase in base pay) or a one-off reward such as bonuses, plaques, lunches, certificates, etc.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
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Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
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Conducting a counselling interview

Purpose
Counselling is a form of coaching and its aim should be to change the behaviour of the employee. 
Differing counselling styles range in degree from the directive approach to the non-directive. The directive approach involves the identification and solution of a problem by the Manager.  
The non-directive approach is where the employee identifies the problem and the solution is derived with the assistance of the Manager.
The non-directive approach is the most preferred style because the employee is an active participant.  The role of the Manager in this process is to assist the employee to work through their thoughts and allow the employee to generate their own solution.
The objective of the counselling or discipline interview should be to assist the employee to achieve at least the minimum standard required by the Company but not to penalise him/her for not achieving it.  With this in mind, the following guide will assist in achieving that objective.

Tips
•	Before you attempt to interview, make sure you have all the facts. For example, if the employee is often late for duty, you should check and list how often, what days and what times this happens and how this compares with other employees carrying out similar duties.
•	Always conduct the interview in private.  However, where appropriate, ensure that you have a witness and that you allow the employee to have somebody of their choice present; perhaps a union delegate.
•	Discuss the standards and the level of performance desired.
•	Agree on the gap between the employee's performance and the standards required by the Company.
•	confine your discussion to the facts
•	do not argue with or threaten the employee
•	be positive.
•	Ask questions and listen to the responses with an open mind, but try not to 'over sympathise' with the employee.
•	Ensure that there is really a problem that requires discipline and not something of a different nature such as an external problem that will have a short-term effect on the employee's work.
•	ask open questions
•	do not jump to conclusions
•	look for reasons for the problem.
•	Discuss positive and achievable ways to overcome the problem.  Assure the employee that you and your Supervisors will help wherever possible, if necessary.
•	Be firm but fair.  Ensure that the employee knows that the standards are those required from all employees.
•	Ensure that the employee understands the form of instruction you are giving, either formal, informal or written, and that he/she understands the instruction precisely.
•	Set a review date and make sure that you follow up.

Traps
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It is important that every time the employee is interviewed regarding their performance, either formally or informally, you should make a note concerning the conversation in your diary.

Professional development policy

Introduction
[enter-your-company-name-here] acknowledges that professional development is integral to personal job satisfaction, workplace productivity, reward, and recognition, and is critical to the achievement of the organisation's mission and continuous improvement in the quality of its programs and services. 

Principles
[enter-your-company-name-here] is committed to providing a supportive and rewarding environment for employees and recognises that the quality, responsiveness, and professionalism of its workforce are linked to the further development of their skills and competencies. 

Subject to available resources, [enter-your-company-name-here] is committed to providing employees with;
•	The opportunity to plan and develop skills, knowledge and attributes that complement organisational and work unit goals
•	The opportunity to participate in career development activities that extend and enhance their capabilities and capacity for advancement within the organisation
•	Equity of access to professional development opportunities.

Purpose
The purpose of this policy is 
•	to encourage and support employees in their professional and career development as part of their employment with the organisation;
•	to provide administrative guidelines to facilitate fairness and equity in the application of these general principles.

Policy
Position specific professional development
Where the CEO decides that it is necessary for a staff member to acquire a particular skill, to learn specific material, or to acquire specific qualifications in order for them to carry out the duties attached to their existing position, the organisation shall be fully responsible for all costs incurred in acquiring that skill, that learning, or that qualification, and the staff member shall, where necessary, be given permission to attend any such course within working hours. 

As such requirements would normally have been taken into account in the drafting of a position description and set out in the criteria for selection; it would thus seldom be the case that continuing employees would be required to acquire new qualifications. 

2. Non position specific professional development
In its performance review procedures, the organisation shall in every case encourage the person concerned to explore their professional development options.  

Where an employee wishes to pursue further education or training but the CEO has not required that person to acquire a particular skill, to learn specific material, or to acquire specific qualifications to carry out the duties attached to their existing position. 

The organisation shall endeavour to facilitate such education or training through
•	permitting (at the discretion of the CEO, and taking into account the efficiency of the workplace) any rearrangement of working hours that would assist the prospective student
•	permitting (at the discretion of the CEO, and taking into account the efficiency of the workplace) any use by the person of the organisation’s equipment or services that would assist the prospective student
•	permitting (at the discretion of the CEO, and taking into account the efficiency of the workplace) any annual leave or unpaid leave arrangements that would assist the  prospective student 
•	granting up to two days study leave as necessary to attend examinations.

Educational or training requirements involving reimbursement of fees or provision of paid study leave may also be negotiated as part of the contract of employment between the employee and the organisation.

Procedures
Professional development
Professional development programs shall include orientation, induction and on-the-job training, career development and transition programs, internal or external courses, support for undertaking research or project work, support for participation in internal or external governance processes, attendance at conferences or seminars, and networking, coaching and mentoring programs.

Proposals for professional development
•	Employees shall be encouraged as part of the performance review process, to take an active role in their own ongoing professional and career development and to apply their learning to its most effective use.
•	Any proposal by an employee for any change in their existing conditions of employment (hours of work, taking of leave, use of equipment, etc.) to facilitate their professional development shall be considered by the CEO subject to 
o	the policy of the organisation to encourage such development where possible
o	the overall training needs and priorities of the organisation
o	satisfactory assurances from that person’s supervisor that the business of the organisation can be carried on satisfactorily in those circumstances
o	equity in the provision of such facilitation between employees.

Any such agreement shall be fully documented in that person’s personnel file. 

Compant training policy

Policy
On-the-job training commences with induction, and continues until new staff are deemed competent by their Supervisor.  
From time to time, training sessions are conducted internally in order to assist staff to acquire or improve skills in safety operations, compliance and other professional skills. 
Staff may also be invited or encouraged to attend external courses to improve their professional and operational skills.  Staff are expected to make themselves available for these, except in extenuating circumstances.

This is a program for continuous improvement, and may include:
•	refresher courses on use of in-house software
•	training on new equipment and processes
•	use of new forms.

Ongoing training not only includes in-house training, but also includes attendance or enrolment in external courses. 
Attendance at and recognition of internal training and competency gained is recorded in the Training Register.
Attendance, Qualifications and Certificates of Attainment are recorded in the Employee Record.
The business has a policy of assisting staff who are undertaking studies relevant to their position within the organisation.  Staff are expected to make themselves available for all training, except in extenuating situations.

Resignation

Policy
We hope that our staff will enjoy a long and mutually rewarding career with us. We recognise, however, that staff are free to resign at any time and they must recognise that their employer is free, should the need arise, to terminate employment.

Other than for disciplinary reasons, employment may be terminated after the employee is given the required notice described in the employment agreement.  When resigning, staff are required to give the same period of notice.  If the employee fails to give the correct period of notice they may forfeit all or some of their termination payment.

Prior to termination of employment, staff must return 
All items issued to them by the company, such as :
•	name tags
•	uniforms
•	identification cards
•	keys
•	Employee Manual and other documentation. 

Disciplinary Action

Policy
In order to maintain a fair, consistent and logical work discipline, all employees regardless of position are subject to the disciplinary procedures detailed below.

Stage 1 – Verbal Warning:
The normal action in the first instance of a failure to meet business standards will be a verbal warning by a supervisor or manager.  In more serious cases, Stage 1 will be omitted and a first or second written warning will be issued.

Stage 2 – First Written Warning:
Continued failure to meet business standards or a more serious breach of discipline will justify a First Written Warning.

Stage 3 – Second (Final) Written Warning:
Continued failure to meet standards or a more serious breach of discipline will justify a second (final) written warning.

Stage 4 – Dismissal:
An employee may be dismissed with or without notice, according to the circumstances, if in spite of verbal and written warnings, he/she fails to meet the required standards for the business.

See LEAVE AND SEPARATION POLICIES
•	Separation - Abandonment of employment
•	Separation - Dismissal
•	Separation - Redundancy
•	Separation - Resignation
•	Separation - Retirement

Instant Dismissal

Policy
Regardless of the company's normal disciplinary processes, instant dismissal without notice may occur where an employee is involved in: 
•	deliberately breaking the law
•	theft
•	damage to property
•	immoral or indecent behaviour
•	sexual harassment
•	gross insubordination
•	falsifying work records
•	malicious or slanderous acts that may cause damage or disrepute to the company
•	gross breach of security, trust or confidentiality
•	gross breach of compliance requirements

What is Harrassment and what is our attitude to conflict in the workplace

Policy with respect to Harassment - Legislation
Intimidation, hostility, offensiveness, sexual harassment, and unfair discrimination in the workplace are examples of unacceptable behaviour and will not be tolerated under any circumstances.
Sexual harassment is recognised as a form of sex discrimination, and is illegal under the State Anti-Discrimination Acts, and the Commonwealth Sex Discrimination Act 1984.  It is also considered by the business to be inappropriate workplace behaviour.
Harassment is intimidation, hostility, offensiveness or sexual harassment.  Harassment also includes unfair discrimination.   Personality clashes between staff does not constitute harassment. 

Definitions of Harassment
•	Intimidation: Any form of behaviour by a person that inspires fear in another person in order to influence conduct.
•	Hostility: Opposition of thought, unfriendly behaviour or active dislike of another person, which causes that person to feel great discomfort in the offending person’s presence and which consequently affects work performance and satisfaction.
•	Offensiveness: An aggressive, physical act in the form of an attack; or insulting language that is intended to cause anger, outrage, feelings of annoyance, hurt or humiliation.
•	Sexual Harassment: Sexual harassment is any form of sexual attention that is unwelcome and unsolicited.  It may be unwelcome touching or other physical contact, remarks with sexual connotations in relation to a person’s body, smutty jokes, offensive telephone calls, unwelcome and uncalled for remarks or insinuations about a person’s sex or private life, indecent exposure, demands or requests for sexual favours, leering, the display of offensive material, indecent molestation or sexual assault/rape.

Sexual harassment can be a single incident or a series of repeated incidents; it depends upon the circumstances.  
Obviously, some actions or remarks are so offensive that they constitute sexual harassment in themselves, even if they are not repeated.
Other single incidents, such as an unwanted invitation, compliment or a trivial joke may not constitute sexual harassment if they are not repeated.

Preventing Harassment
An important aspect of good working relationships is that everyone must be able to work in an environment free from harassment that is:
•	Sexual or sex-based
•	Racial
•	Relates to a person's
o	Marital Status
o	Disability
o	Age
o	Pregnancy
o	Homosexuality (Real or Assumed)

Prevention of harassment is a key goal of the business.

Role of Staff
All employees have a responsibility to prevent harassment from occurring in the workplace.  You should become familiar with the definitions of behaviour constituting harassment.

Complaints of Harassment
Employees are encouraged to discuss a complaint of harassment with management who will endeavour to resolve the situation quickly, confidentially and fairly.
In the event that an employee is dissatisfied with the outcome of an internal process, or they do not wish to follow the internal procedures, they have a right to use external procedures.  They may lodge a complaint under the Anti-Discrimination Legislation with the (State) Anti-Discrimination Commission. 
Disciplinary action will be taken against any one who is found to have harassed a co-worker, sub-contractor, client or customer.  Depending on the circumstances, discipline may involve a warning, counselling, or dismissal.
All employees have an important role in the implementation of this Policy and shall be committed to the achievement of a safe and productive work culture.

Tips
Any tips learnt from previous experiences that should be passed on - delete this section if not needed
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Traps
Any traps to avoid learnt from previous experiences that should be passed on - delete this section if not needed
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Grievance Procedure

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Policy with respect to Harassment - Legislation
Intimidation, hostility, offensiveness, sexual harassment, and unfair discrimination in the workplace are examples of unacceptable behaviour and will not be tolerated under any circumstances.
Sexual harassment is recognised as a form of sex discrimination, and is illegal under the State Anti-Discrimination Acts, and the Commonwealth Sex Discrimination Act 1984.  
It is also considered by the business to be inappropriate workplace behaviour.
Harassment is intimidation, hostility, offensiveness or sexual harassment.  Harassment also includes unfair discrimination.   Personality clashes between staff does not constitute harassment. 

Definitions of Harassment
•	Intimidation: Any form of behaviour by a person that inspires fear in another person in order to influence conduct.
•	Hostility: Opposition of thought, unfriendly behaviour or active dislike of another person, which causes that person to feel great discomfort in the offending person’s presence and which consequently affects work performance and satisfaction.
•	Offensiveness: An aggressive, physical act in the form of an attack; or insulting language that is intended to cause anger, outrage, feelings of annoyance, hurt or humiliation.
•	Sexual Harassment: Sexual harassment is any form of sexual attention that is unwelcome and unsolicited.  It may be unwelcome touching or other physical contact, remarks with sexual connotations in relation to a person’s body, smutty jokes, offensive telephone calls, unwelcome and uncalled for remarks or insinuations about a person’s sex or private life, indecent exposure, demands or requests for sexual favours, leering, the display of offensive material, indecent molestation or sexual assault/rape.

Sexual harassment can be a single incident or a series of repeated incidents; it depends upon the circumstances.  Obviously, some actions or remarks are so offensive that they constitute sexual harassment in themselves, even if they are not repeated.
Other single incidents, such as an unwanted invitation, compliment or a trivial joke may not constitute sexual harassment if they are not repeated.

Preventing Harassment
An important aspect of good working relationships is that everyone must be able to work in an environment free from harassment that is:
•	Sexual or sex-based
•	Racial
•	Relates to a person's
o	Marital Status
o	Disability
o	Age
o	Pregnancy
o	Homosexuality (Real or Assumed)

Prevention of harassment is a key goal of the business.

Role of staff
All employees have a responsibility to prevent harassment from occurring in the workplace.  You should become familiar with the definitions of behaviour constituting harassment.

Complaints of Harassment
Employees are encouraged to discuss a complaint of harassment with management who will endeavour to resolve the situation quickly, confidentially and fairly.
In the event that an employee is dissatisfied with the outcome of an internal process, or they do not wish to follow the internal procedures, they have a right to use external procedures.  They may lodge a complaint under the Anti-Discrimination Legislation with the (State) Anti-Discrimination Commission. 
Disciplinary action will be taken against any one who is found to have harassed a co-worker, sub-contractor, client or customer.  Depending on the circumstances, discipline may involve a warning, counselling, or dismissal.
All employees have an important role in the implementation of this Policy and shall be committed to the achievement of a safe and productive work culture.

Grievances 
Should you, as an employee, have a grievance or believe that a certain procedure or practice can be modified or changed to the benefit of your work output and the business, you are encouraged to contact management to resolve the matter.
If the matter is not resolved satisfactorily or it is inappropriate for the employee to discuss the problem with their supervisor, a Grievance/Complaint form should be completed.  You will then be advised of a plan of action to resolve the matter.

Work related violence
Violence in the context of a workplace is defined as; any incident in which another employee perceives that they have been unacceptably abused, threatened or assaulted by a fellow worker, client, customer or another person with whom they come into contact in the course of their work. This would include physical attack, whether injury occurs or not and serious verbal and non-verbal abuse, when an unacceptable threat has been made. 
Violence also includes an attack on property, theft and deliberate damage to company property or personal property.

In providing a safe working environment the company has an obligation to eliminate danger from violence at work by:
•	minimising the risks; for example, employees are not left alone at a potentially dangerous worksite, if at all possible
•	developing safety procedures and emergency plans for employees who are working alone
•	providing training in handling difficult or threatening situations
•	not tolerating any form of violence on the company's premises
•	recording and investigating all violent incidents and taking remedial action
•	providing personal support for anyone who is a victim of violent behaviour

Employee responsibilities include: 
•	to take reasonable care for their own safety and that of others
•	to report any violent incidents to their supervisor, even if they do not wish further action to be taken
•	to follow the guidelines below.

Employees should: 
•	report any potentially violent situations
•	attempt to ensure the presence of a second person where you are concerned that a difficult situation might arise
•	treat threats of violence seriously 
•	be alert to early signs of aggression such as being sensitive to body language
•	avoid arguments; never provoke a situation 
•	react in a calm manner to anger and control your own emotions and body language

Annual leave policy

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Purpose
[enter-your-company-name-here] is committed to meeting its legal obligations in relation to annual leave.
The purpose of this document is to outline the entitlements for accrual of annual leave and the guidelines for applying for annual leave.

Procedure
Accrual
•	All full-time employees will accrue annual leave entitlements in accordance with the relevant Legislation, Award or Agreement.
•	Part-time employees will accrue annual leave on a pro rata basis, according to the number of hours worked. 
•	Casual employees do not accrue annual leave.
•	Employees are strongly encouraged to take their annual leave balance, and not let it accumulate.
•	If a public holiday falls whilst an employee is on leave, no deduction will be made from annual leave accruals for that day.
•	All accrued annual leave will be paid out on termination of employment.

Payment shall not be made in lieu of annual leave, except upon termination or where Legislation, Awards or Agreements specifically allow.

Responsibilities

It is the responsibility of Managers and Supervisors to:
•	adhere to the provisions of the relevant legislation or Award/Agreement provisions for annual leave;
•	ensure all applications for annual leave are processed for employees.
It is the responsibility of all Employees to:
•	adhere to the provisions of the relevant legislation or Award/Agreement provisions for annual leave;
•	initiate leave applications for annual leave by completing the appropriate documentation for approval.

Application
Applications for annual leave are to be submitted to the employee’s Manager.
Employees are required to provide sufficient notice to their manager, prior to the commencement of the annual leave.
Upon receiving an application for annual leave, the employee’s manager is required to forward their authorisation to Payroll for processing.
If the employee wishes to cancel their leave prior to the commencement of the leave, they are required to notify their manager and Payroll immediately and in writing.
Annual leave payments will be paid at the employee’s current ordinary rate of pay at the time of commencing the leave.

Related Legislation
Australia below add your own for your state and country
STATE	LEGISLATION	
NSW	Annual Holidays Act 1944 [NSW] 	
QLD	Workplace Relations Act 1997 [QLD] 	
TAS	Industrial Relations Act 1984 [TAS]	
ACT	Annual Leave Act 1973 [ACT] 	
VIC	Workplace Relations Act 1996 [Cth]	
WA	Minimum Conditions of Employment Act 1993 [WA]	
NT	Annual Leave Act 1981 [NT}	
SA	Industrial and Employee Relations Act 1994 [SA] 	

Compassionate/ Bereavement Leave

Purpose
The purpose of this document is to outline the provisions for granting compassionate leave.
[enter-your-company-name-here] is committed to ensuring the well-being of all employees, and will provide employees with leave entitlements for compassionate reasons during a time of loss of an immediate family member.
The provisions outlined in this document apply to all permanent full-time and part-time employees. 

Policy
In situations where there has been a death of:
•	a spouse of the employee 
•	a de-facto spouse 
•	a child or an adult child (including an adopted child, a step child, a foster child or an ex-nuptial child) 
•	a parent (including a foster parent and legal guardian)
•	a grandparent
•	a grandchild 
•	a sibling 
•	a same sex de facto partner 
•	a relative of the employee who is a member of the same household (family group living in the same domestic dwelling)
Employees will be entitled to up to three days (or an alternate documented period) paid leave on any one occasion.
If the absence extends beyond three days, or if the funeral is not of a person who is a close relative, this will be considered personal time and will be treated as vacation time. 
Under certain circumstances, exceptions to this policy such as an extended period of leave, may be considered by the Human Resources Department. 
If an employee requires funeral leave, a telephone call to the direct supervisor is required by the first work day of absence.
Compassionate leave, granted for the death of any other persons other than close relatives, will be at the discretion of the employee’s Manager.

Responsibilities
It is the responsibility of Management and Supervisors to ensure that:
•	employees are familiar with their obligations and entitlements in accordance with this policy;
•	all applications for compassionate/bereavement leave are promptly processed for employees. 

It is the responsibility of Employees to:
•	notify their immediate supervisor of any absence in accordance with this policy;
•	initiate leave applications for compassionate/bereavement leave by completing the appropriate documentation for approval.

Procedure
Wherever possible, employees are to notify the immediate Manager of any absences as soon as they are aware that they will not be able to attend work.
In all cases of notification, the employee is to specify the reason for, and the expected duration of the absence.
Upon receiving an application for compassionate leave, the employee’s Manager is required to forward their authorisation to Payroll for processing.

Tips
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Traps
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General Leave Policy

Annual Leave 
Application for Annual Leave must be made on the appropriate application form and must be approved by management before it is taken. We require at least 2 weeks notice, in writing, prior to the the commencement of annual leave.

Sick Leave
Please refer to the employment agreement, which details sick leave entitlements. 
Application for Sick Leave must be made on the appropriate application form and approved by management. All sick leave is recorded by Payroll.
If employees are absent for any more than two consecutive working days, they are required to produce a medical certificate covering the period of the absence.  Medical certificates and applications for sick leave should be forwarded to the Manager for processing in the current pay period.  Failure to submit a medical certificate may result in the absence being unpaid. 
Should sick leave become regular or excessive, the company may request a medical certificate be produced for single day absences.

When sick leave entitlements are exhausted, sick leave may be taken either:
•	without pay, or
•	in lieu of annual leave

Unpaid Leave
Application for Unpaid Leave must be made on the appropriate application form, stating the reason and submitted to management for approval or otherwise.  Staff requiring leave beyond entitlements cannot be guaranteed approval.  

The following procedure will apply:
•	Short Term Absences - Leave without pay for any period of time requires approval from management.
•	Extended Sick Leave - Leave without pay is subject to satisfactory medical evidence of sickness.
•	Other Leave without Pay - All other leave requests must be submitted in writing and will be referred to management for consideration.

Long Service Leave
Refer to the Award and to the Letter of Appointment.

Special Leave
For Maternity, Bereavement, Marriage and other special leave entitlements, please refer to specific policies, the Award and to the Letter of Appointment.

Public Holidays
Public Holidays will be observed according to the gazetted holidays in (YOUR STATE) unless otherwise specified in an employment agreement.

Parental leave

Purpose
This document has been designed to outline the entitlements to parental leave for permanent full-time and part-time employees, as well as the requirements for notification and application for parental leave.
[enter-your-company-name-here] is committed to meeting its legislative obligations in relation to the provision of parental leave. 
This leave may be taken as maternity, paternity or adoption leave.
All permanent full-time and part-time employees who have completed at least 12 months continuous service with their employer are eligible to take 52 weeks unpaid parental leave. 
Casual workers are ineligible for unpaid parental leave. 

Policy
•	Parental leave is available to all permanent employees with at least 12 months continuous service at the commencement of any planned parental leave.
•	Employees are entitled to unpaid parental leave of up to 52 consecutive weeks, with a minimum period of 6 weeks. Typically the 6 weeks parental leave is commenced prior to the confinement date.
•	Absence due to parental leave will not break continuity of service, however annual leave, sick leave and long service leave will not accrue during this period.
•	Employees can choose to take any available annual leave or long service leave as part of the maximum 52 weeks absence.
•	Parental leave cannot be taken by an employee in conjunction with any parental leave taken by their spouse or partner, except for a one-week period at the time of the birth or adoption of the child. 
•	The 52-week period of leave entitlement period will be reduced by any period of leave taken by the employee’s spouse or partner. 
•	An employee on parental leave is entitled to return to the position they held prior to commencing the leave. Where the position no longer exists, a position of comparable status and compensation is to be made available.
•	With the approval of [enter-your-company-name-here], an employee may elect to return to work on part-time employment after the birth or adoption of a child.
•	An employee on parental leave may terminate their employment at any time in accordance with the resignation policy and procedure. 

Definitions
Parental Leave: 
leave taken to be the primary care giver for a newborn or adopted child. This leave may be taken as maternity, paternity or adoption leave.
Primary Care Giver: 
the person who assumes the principle role of providing care and attention to a child.

Responsibilities
It is the responsibility of Managers and Supervisors to:
•	ensure all applications for parental leave are processed for employees as soon as possible
•	manage absences of employee in their area

It is the responsibility of all Employees to:
•	initiate the application for parental leave and provide the required supporting documentation
•	submit an application for leave as soon the information required is known
•	meet the notification requirements as specified in this policy for the return from parental leave

Procedure
•	Applications for parental leave are to be submitted to an employee’s Manager at least 10 weeks prior to the commencement date.
•	Notification is required to be in writing and is to be accompanied by a doctor’s certificate stating the expected date of birth of the child (for parental leave) or similar documentation in the case of adoption.
•	At least four weeks prior to the commencement of parental leave, the employee is required to complete an application for leave which the employee’s Manager is to forward to the Human Resources Department.
•	Upon receiving notification of an application for parental leave, the Human Resources Department will provide the employee with a letter which outlines the dates of the parental leave and the conditions associated with parental leave. 
•	The employee is to review and sign a copy of the letter and return this to the Human Resources Department.
•	In the case of maternity leave, some state legislation requires employees to commence leave 6 weeks prior to the date of confinement. If an employee requests to work within the 6-week period prior to the date of confinement, medical certification is required.
•	Where a pregnant employee suffers from a related illness, the employee is entitled to take any paid sick leave for which they are eligible, or they may be granted special unpaid maternity leave. Unpaid leave taken prior to the commencement of parental leave will be inclusive of the 52-week limit.
•	In the event that the employee's pregnancy miscarries, the employee may return to work earlier than initially planned as agreed with the Organisation.
•	An employee is expected to confirm their intention to return from parental leave not less than 6 weeks prior to the expected return date. Such notification is to be made in writing to the Human Resources Department.

Sick leave policy

Purpose
This policy has been designed to outline the entitlements to sick leave for permanent full time and part time employees, as well as the requirements for notification and application for such leave.
[enter-your-company-name-here] is committed to maintaining the well being of all employees. 
This document applies to permanent full-time and part-time employees. Casual workers are not entitled to paid sick leave.

Policy
•	All employees will be provided with paid leave in the event of illness or injury, subject to conditions specified in this policy.
•	An employee’s sick leave entitlement will be in accordance with the terms and conditions of the individual’s contract of employment. 
•	All employees are required to prove to the satisfaction of the company that they are unable, as the result of illness or injury, to attend for duty on the day or days for which sick leave is claimed.  The employee's immediate supervisor must be notified on the first day of the absence.
•	Sick leave may be taken as either full days or part days.
•	Employees are not entitled to sick leave for any period of time in respect of which they are entitled to workers’ compensation.
•	Sick leave will not be paid to employees upon termination of employment.
•	Where an employee may be absent from work due to serious illness for a prolonged period of time, arrangements may be made for additional leave.

Please see Appendix 1 for Legislative sick leave minimum entitlements.

Responsibilities
It is the responsibility of Management to ensure that:
•	employees are familiar with their entitlements and obligations in accordance with this policy
•	applications for sick leave by employees are accurately completed and provide the required documentation

It is the responsibility of all Employees to:
•	notify their immediate supervisor of any absences in accordance with this policy
•	submit an application for leave and provide the necessary documentation as required by this policy for all absences

It is the responsibility of the Human Resources Department to ensure that:
•	appropriate policies and procedures are implemented in respect to provision of paid sick leave
•	applications for sick leave are processed accurately and efficiently

Procedure
Employees must advise their Manager of any absence prior to their rostered or normal commencement time. Exceptions to this requirement may be accepted at the discretion of the appropriate Manager in exceptional circumstances.
Failure to meet the notification requirements as specified above may result in disciplinary action by the appropriate Manager, or may eventually result in proceedings relating to abandonment of employment.  
Notifications of absences are to be made directly to the relevant Manager.
Where the immediate Manager is not contact able at the time of notification, a message is to be left with a Manager at the same level or above, who is then responsible for notifying the appropriate Manager as soon as possible.  
In circumstances where neither the immediate Manager nor an alternative Manager is available at the time of notification, a message may be left with the appropriate person on site.
In all cases of notification, the employee is to specify the reason for and the expected duration of the absence.

Payment for sick leave is subject to the provision of a valid certificate in the following circumstances:
•	absences in excess of one day, or
•	absences in excess of four single days per anniversary year, or
•	absences of one day or more either side of a public holiday, weekend or normal rostered day(s) off, or
•	as requested by the appropriate Manager.

14.	A valid medical certificate is deemed to be a certificate signed by a registered medical practitioner. Medical certificates are to be signed, dated, state the duration of the absence, and state the reason for the absence. 
15.	Certificates that have been post-dated will not be accepted.
16.	In assessing whether additional sick leave should be provided, Managers should consider the likely length of time that the employee will be off work, the possibility of early retirement or total and permanent disablement, length of service, attendance record and job performance.
17.	Employees are to ensure that their application for leave is accompanied by any relevant medical certificates prior to submitting the form to their Manager for approval.
18.	Upon approval of an application for sick leave, Managers are to forward the medical certificates to Payroll for processing.
19.	Where a Manager is unsure as to the validity of an absence or associated documentation, they should contact the Human Resources Department for advice.

Appendix A
Australia only
Jurisdiction	Entitlements	
NSW	The Industrial Relations Act 1996 (NSW) covers award employees and provides for at least one week with accumulation of unused sick leave for at least three years. No minimum statutory entitlement for non-award employees, conditions are subject to negotiation by the parties. The 'standard' sick leave provision under NSW state awards is 5 days in the first year and 8 days thereafter eg. Clerical & Administrative Employees (State) Award. However, reference should be made to the relevant award to establish employee entitlement.	
Victoria	The Workplace Relations Act 1996 (Cth) provides eight days per year. For an award-covered employee refer to the relevant sick leave provision in the relevant Award. The Workplace Relations Act 1996 provides for unlimited accumulation; sick leave conditions also apply to non-award employees.	
Queensland	The Industrial Relations Act 1999 (Qld) provides 8 days per year; in the first year 1 day for each 6 weeks continuous service. For an award-covered employee refer to the relevant Award. The Industrial Relations Act 1999 (Qld) provides for unlimited accumulation unless the industrial instrument provides otherwise; sick leave provisions also apply to non-award employees.	
SA	The Industrial & Employee Relations Act 1994 (SA) provides 10 days per year; noting that in the first year sick leave is accumulated at the rate of one day per each 5.2 weeks service. For an award-covered employee refer to the relevant Award. The Industrial & Employee Relations Act 1994 (SA) provides for unlimited accumulation sick leave conditions also apply to non-award employees.	
WA	Minimum Conditions of Employment Act 1993 (WA) provides 10 days per year. For an award-covered employee refer to the relevant Award. Minimum Conditions of Employment Act 1993 (WA) provides for non-accumulation of sick leave; sick leave conditions apply to awards, workplace agreements and certain contracts of employment.	
Tasmania	Sick leave is an award or agreement matter. No legislative provision.	
ACT and NT	Federal award (or registered agreement) matter. For an award-covered employee refer to the relevant Award. No legislative minima. Non-award employees refer to private agreement or contract.
The federal jurisdiction has relevance to award employees only in respect of sick leave. Sick leave is an award (not legislative) provision for employees covered by federal awards.
Note that any registered enterprise agreement relates to a relevant award so 'award employees' includes employees covered by registered enterprise agreements.	

Part time employees accrue sick leave on a pro rata basis (based on hours per week worked).

Separation - Abandonment of employment

Purpose
The purpose of this policy is to ensure that all relevant documents are completed, all requirements met and the correct entitlements paid in situations where an employee is deemed to have abandoned their employment.
Employees of [enter-your-company-name-here] are required to comply with the requirements relating to 	attendance at work.  These requirements are established through their contracts of employment, through company policy and procedures and in most cases in accordance with their rosters.
This policy applies to all permanent full-time and part-time employees.

Policy
[enter-your-company-name-here] will develop appropriate policies and procedures relating to leave and work patterns that enable employees to attend for work as required, while allowing them to have adequate time to manage external issues and commitments.
Where employees require time off from work, they should be comfortable in utilising these policies and procedures as intended.
Under specific circumstances, employees and Managers may agree to additional time away from the workplace to deal with individual issues.  This would normally only be done after consultation with the Human Resources Department.
Employees are required to notify [enter-your-company-name-here] of any unplanned absence as soon as practical.
Employees who do not notify [enter-your-company-name-here] of their absence will be deemed to have abandoned their employment after a period of three consecutive work days.  This is contingent on [enter-your-company-name-here] attempting to contact the employee in accordance with the procedure outlined below, unless the employee is able to show evidence to the contrary.

Definitions
Abandonment of Employment is where an employee is deemed to have repudiated their contract of employment by not attending for work and by not notifying their supervisor as required.  
The absence must be for a minimum period of three consecutive work days and attempts must have been made by the Manager to contact the employee.

Responsibilities
It is the responsibility of Management to ensure that:
•	every effort is made to contact employees who are absent from work without notification
•	all company property is accounted for after the employment has been terminated by way of abandonment
•	all required documentation is completed to ensure the employee receives all correct entitlements

It is the responsibility of all Employees to ensure that:
•	they comply with the required absence notification process as appropriate to their area of work

It is responsibility of the Human Resources Department to ensure that:
•	all cases of termination by way of abandonment are reviewed to ensure the appropriate procedural steps have been taken
•	all paperwork and documentation is completed to ensure employees, who have abandoned their employment, receive their correct entitlements as soon as possible

Procedure
•	Managers are responsible for managing and monitoring any absences of their employees.
•	If an employee does not attend for work as required and the Manager has not been contacted, the Manager should ascertain whether the employee has made any contact with other employees or Managers within the company.
•	If there has been no attempted contact to notify of an absence, the Manager should attempt to contact the employee.  If contact is made, the Manager should ask for details of the absence including reasons, expected duration and explanation as to the failure to notify.  At this point, the Manager should make a determination as to the possibility of counselling.
•	If initial attempts to contact the employee are unsuccessful, detailed notes should be kept on the efforts made and the results.  These notes will be useful in the event of further action.  Again, the Manager should consider the appropriateness of counselling upon the employee’s return (see the Managing Performance Issues policy).
•	If the employee fails to attend for work on a second consecutive work day and there has been no notification from the employee, the Manager should contact the Human Resources Department as soon as possible to review the situation.  If satisfied that the employee has failed to notify of the absence, and the Manager has attempted to contact the employee the previous day(s), the Manager should arrange for a registered letter to be sent to the employee.  The letter should state the company’s notification requirements and consequences if the employee does not contact the Company immediately.  Appendix A contains a sample letter to be used for this purpose.
•	If the employee responds to the letter on that day, the Manager should ascertain the details as per above.  A determination as to possible counselling on the employee’s return should also be assessed.
•	If the employee fails to attend for work on a third consecutive work day, and there has been no notification, the Manager should contact the National Manager Employee Relations as soon as possible to review the situation.  If it is determined to terminate the employee, the Manager, in conjunction with the National Manager Employee Relations, will arrange for a letter to be sent to the employee.  This letter will terminate their employment as a result of abandonment.  Appendix B is a sample letter to be used for this purpose.
•	The Manager should complete a Staff Termination Report and forward it to the Human Resources Department immediately for processing.  Where the termination involves an employee at Management level, the Staff Termination Report must be counter-signed by the General Manager Human Resources.

Termination Payments
The Human Resources Department will arrange for Payroll to prepare the final payment. Payment on termination will be in accordance the individual's contract of employment.  
In the case of employees covered by an Award, provisions of the appropriate Award will apply.  In the case of an individual not covered by an Award the terms of the employment contract as agreed in writing will apply.

Certificate of Service
As a rule, written references are not to be given to employees of [enter-your-company-name-here].  However, a Certificate of Service, prepared by the Human Resources Department, may be given on request. In all cases, a copy of a Certificate of Service should be included in the employee's personal file.  A draft Certificate of Service is attached as Appendix C.

Exit Interviews
Feedback from employees leaving the organisation can provide valuable information on their perception of [enter-your-company-name-here] and the way it is managed.  The Human Resources Department will arrange for the employee to complete an exit interview.

Recovery of Property
The employee’s Manager is responsible for making necessary arrangements to recover company property and must complete a Termination Checklist once all company property has been returned.

Final Payment
On the satisfactory completion of the Termination Checklist, the Human Resources Department will advise Payroll to process the final payment for the employee.  All final documentation will be returned to the Human Resources Department for filing.

Separation - Dismissal

Purpose
This policy is intended to ensure that all employees are treated fairly and with due process in cases of dismissal and that all relevant documents are completed, all requirements met and entitlements paid correctly.
From time to time [enter-your-company-name-here] may have cause to initiate the dismissal of an employee due to unacceptable performance or behaviour.
[enter-your-company-name-here] is obliged to meet certain requirements in respect to termination of an employment contract.  These requirements are prescribed by relevant legislation and community expectations, and relate to notification, notice periods, process and reasoning.

Policy
[enter-your-company-name-here] will ensure that all employees are made aware of and fully understand their expectations in regard to work performance and standards of behaviour.
Where employees fail to meet these expectations or standards, they will be provided with every opportunity to improve.  In cases involving serious or willful misconduct, that opportunity may be inappropriate.
In any dismissal case, [enter-your-company-name-here] will ensure that all entitlements are met and employees are treated fairly, equitably and with dignity during the investigative process and possible termination.
The responsibility for dismissal action will remain with the Manager.  Consultation with the Human Resources Department is mandatory prior to any dismissal action being taken. 

Definitions
Dismissal means a cessation of the employee's contract of employment at [enter-your-company-name-here]’s initiative. It is for genuine reasons, usually relating to unacceptable performance or behaviour, and is always subject to due process being followed.
Summary Dismissal means a dismissal that, due to the nature of the issue, is immediate and not associated with a notice period.
Notice period means the amount of time required to be given in advance of a dismissal taking effect.  In cases of dismissal, it is usual practice to make payment in lieu of the notice period being worked.  
Fraud is criminal deception, a dishonest act or misrepresentation by the employee to gain unjust advantage.

Responsibilities
It is the responsibility of Management to ensure that:
•	all required documentation is completed to ensure the employee receives the correct entitlements
•	the employee is treated fairly during any investigation and subsequent dismissal
•	all company property is accounted for at the time of dismissal

It is the responsibility of the Human Resources Department to ensure that:
•	all cases of dismissal follow full and detailed investigation and that decisions made are based on all relevant facts
•	all dismissal cases follow procedural fairness and the employee is given every opportunity to present their explanation
•	all documentation is completed to ensure terminated employees receive their correct entitlements as soon as possible after the termination has taken place

Procedure

Consideration of a Dismissal
If a Manager considers that dismissal of an employee may be necessary for reasons of performance or behavioural issues, they should contact the Human Resources Department immediately.
The Manager and the Human Resources Department will review the situation to ensure that all facts have been considered and the employee has been provided with procedural fairness. In general terms 

Managers should ensure that they:
•	establish performance criteria
•	inform the employee of any poor performance
•	invite the employee to respond
•	agreed on a plan to remedy the poor performance
•	provide the employee with an opportunity to improve (specify the timeframe)
•	identify the consequences of continued poor performance
•	repeated the above process at least twice; and
•	if the poor performance continues, terminate with appropriate notice (or pay in lieu), plus any accrued entitlements.

Summary Dismissals
Summary dismissals are only made for serious and willful misconduct, including serious neglect of duty and serious inefficiency. 

Acts of misconduct may include, but are not limited to:
•	willful disobedience
•	insubordination
•	drunkenness
•	sleeping on the job
•	insulting words
•	fighting
•	abusive language
•	violence
•	failure to observe safety rules
•	insolence
•	concealment of a material fact on engagement
•	obscenity
•	dishonesty in the course of the employment or conviction or an offence which renders the employee completely unfit for the work.
	
It is stressed that each case must be considered on its own merits, as a question of degree would always be involved.  The tests to be applied would vary with the nature of the business and the position held by the employee.  Please see Appendix A for further information on what could justify summary dismissal.
Unless the circumstances are absolutely clear and the misconduct is of a major nature, Managers are advised that in the first instance an immediate suspension from duty is the most appropriate step upon observation of an apparently dismissible offence.  
A suspension enables the facts to be gathered, advice to be taken, union officers to be informed (if applicable), if appropriate, and explanations invited from the employee.  
Managers who condone breaches of the law such as theft of an item or cash from the Company, whether it be on grounds of compassion or some other reason, may be charged as being an accomplice to the crime.  They may also be disciplined, including termination of employment, for failure to conduct their managerial duties appropriately.
When implementing a dismissal decision, it is essential that two responsible members of staff be present, one to act as a witness to the actual dismissal and the other to carry out the dismissal.  It is important that the reason for instant dismissal, in the terms of the appropriate Award or Act, be clearly conveyed to the employee and recorded on the employee's Personnel File. 

Dismissal for Unsatisfactory Performance 
Where, over a period of time, an employee has failed to achieve the standards set by the Company or has acted in a manner that is contrary to the required codes of conduct, he or she should be advised of the Company's requirements in these matters.
In order to maximise the potential of employees it is important to provide feedback on the way they are undertaking their tasks, to coach them to achieve better performance on the job and to counsel them when problems occur.  
Managers must have completed the process outlined in the Performance Management policy before they are able to undertake any dismissal action.

Documentation
The Human Resources Department will prepare a Certificate of Service, a Statement of Termination Entitlements, and a letter outlining the reasons for the dismissal (this will be tailored to meet the individual circumstances of the situation).
As a rule, written references are not to be given to employees leaving [enter-your-company-name-here]. However, a Certificate of Service may be given on request.  A copy of a Certificate of Service should be included in the employee's personal file.  A draft Certificate of Service is attached as Appendix B.

Termination Payments
The Human Resources department will ensure that Payroll calculates all entitlements, and where possible payment will be prepared for the dismissal interview.  In most cases it is expected that the payment will be processed after the dismissal has occurred.
Payment on termination will be in accordance with the terms of the individual's contract of employment.  In the case of employees covered by an Award, provisions of the appropriate Award will apply. 

Dismissal Interview
The Manager shall arrange for a dismissal interview.  At interview, the Manager will formally dismiss the employee; providing full reasons for the decision.
During the dismissal interview, the Manager shall recover all company property.  The Manager and the employee shall complete a Termination Checklist detailing all company property to be returned and other internal issues to be completed. 
Upon satisfactory completion of the Termination Checklist, the Manager will pass to the employee the termination letter. It is the responsibility of the Manager to ensure that all company property has been returned before the employee receives their final payment.
Depending on the circumstances, the employee should be escorted back to their workstation to retrieve any personal property; they should then be escorted from the premises.  The Manager shall be aware that this is a difficult process for the dismissed employee and should be done with as much dignity as possible.  It is usually not advisable for the employee to engage in conversation or 'goodbyes' with colleagues.
All final documentation must be returned to the Human Resources Department for filing.

Unfair Dismissal
Procedural Fairness
A termination must be procedurally fair.  Fairness is determined by the process followed prior to making a decision to terminate employment.  Once again, Managers should ensure that they follow the Managing Performance document.

Substantive Fairness
A termination must also be substantively fair.  This means that there was a good, lawful reason for the dismissal; for example, assault, theft, or drunkenness where the matter has been fully investigated.  A Dismissal Checklist has been provided in Appendix C to assist in the preparation for dismissal or potential dismissal of an employee.  Utilising the checklist will not prevent an employee making application for re-instatement or for compensation for an unfair/unlawful dismissal but it will enhance the Organisation’s ability to successfully defend such an allegation.

Fraudulent Practices to be treated as Misconduct
Employees are strongly advised not to place themselves in a situation or assist in any way in practices that are fraudulent or involve the theft of monies, property, stock, etc.  Such matters will be treated as Misconduct resulting in instant dismissal and will necessitate the matter being placed in the hands of the Police for appropriate action. All employees are advised to report incidents or suspicions of Fraud/Theft to the CEO.
 
Discriminatory Dismissal
The Federal Industrial Relations Court has jurisdiction to determine claims of discriminatory dismissal involving a breach of relevant anti-discrimination requirements.  It is unlawful to discriminate on the grounds of sex, race, marital status, physical or mental disability, or political or religious beliefs. Refer to the Equal Employment Opportunity and Discrimination & Harassment policies.

Separation - Redundancy

Purpose
The purpose of this policy is to ensure that all employees are treated fairly in cases of retrenchment, relevant documents are completed, requirements met and entitlements paid correctly.
From time to time [enter-your-company-name-here] may have to initiate the retrenchment of an employee or employees due to insufficient business demand, changes to the organisational structure, introduction of new technology or other operational reasons.
In these circumstances [enter-your-company-name-here] is obliged to meet certain requirements in respect to termination of an employment contract. These requirements are prescribed by relevant legislation and community expectations and relate to communication, notification, notice periods, process and reasoning.

Policy
[enter-your-company-name-here] will ensure that all employees are made aware of, and fully understand, the company’s business needs and performance as soon as practicable.
Where [enter-your-company-name-here] is faced with an excess of employees in a particular area as a result of a reduction in business demand or for another operational reason, a process of full and open communication shall be implemented.
[enter-your-company-name-here] will investigate all alternatives to retrenchment including redeployment, the utilisation of accrued leave, or other viable options before any final decisions are made.  These alternatives aim to meet the needs and expectations of the employee, as well as to protect [enter-your-company-name-here]a’s investment in its employees.
When redundancy is unavoidable, [enter-your-company-name-here] will ensure that all entitlements are met and employees are treated fairly, equitably and with dignity during the process.
Staff retrenchments will only be undertaken as a last resort, when all other options have been examined.

Responsibilities
It is the responsibility of the Chief Executive Officer to ensure that:
•	any decision made in relation to the retrenchment of employees is based on sound and objective operational criteria and that the positions selected for redundancy are the most appropriate.

It is the responsibility of the General Manager to ensure that:
•	any decision made in relation to the retrenchment of employees is made on sound and objective operational criteria and that the positions selected for redundancy are the most appropriate.

It is the responsibility of Management to ensure that:
•	any decision made in relation to the retrenchment of employees is made on sound and objective operational criteria and that the positions selected for redundancy are the most appropriate
•	all alternatives to retrenchment are fully explored, including redeployment, either within the department or within [enter-your-company-name-here] generally
•	the retrenchment message is delivered in an appropriate, confidential and sensitive manner
•	all required documentation is completed to ensure the employee receives all correct entitlements
•	all company property is accounted for at the time of retrenchment

It is the responsibility of all Employees to ensure that:
•	full consideration is given to any options or alternatives that are offered to them.
•	normal work is continued during the process of communication and notice period if applicable.

It is responsibility of the Human Resources Department to ensure that:
•	all cases of retrenchment follow full and detailed operational analysis and that decisions made are based on all relevant facts
•	all retrenchment cases follow due processes and are subject to full and open communication with the employees concerned
•	all documentation is completed to ensure employees receive their correct entitlements as soon as possible after the retrenchment has taken place

Redundancy procedure
When a manager considers that retrenchment of an employee may be necessary, they should contact the Human Resources Department immediately.  The Manager and the Human Resources Department will review the situation to ensure that all relevant issues have been considered.
A termination must be substantively fair.  That is that employers must take into account the employee’s length of service, range of skills and experience, and the nature of his/her duties.  

Before retrenchment of an employee, in particular with long service and especially 25 years or more, it is required that:
•	sympathetic consideration be given to the case
•	a determined effort is made to place the employee elsewhere in the same general area of work or, failing that, elsewhere in [enter-your-company-name-here].

Employees to be retrenched shall be determined, firstly on a voluntary redundancy basis, followed by a last-on, first-off basis, taking into account the need to maintain efficient operation of the Business Activity where the reductions have to be made.
The Manager and the Human Resources Department will formulate an objective process of selection of the positions to be made redundant.  This will be without regard to the incumbents, except in the case of retention of specialist skills, knowledge, competencies and/or relationship that are required.
Whenever an individual who is currently on worker’s compensation is being considered for retrenchment, this should be discussed with the Human Resources Department before any action is taken.
Every effort will be made to identify opportunities in other areas of the organisation, commensurate with the skills and experience of the employees who are being considered for redundancy.  Employees will be given the opportunity and adequate time to consider the alternatives and to respond accordingly.
It is a condition of employment with [enter-your-company-name-here] that the company shall be able to arrange a transfer when the overall business circumstances warrant such a move. Transfers of this nature, that do not materially prejudice the terms of employment of the employee, will not be considered as retrenchments under the terms of this policy. 
However, when determining a transfer to an alternative position, careful consideration should be given to the distance and location of the new position.  This should be considered with the assistance of the Human Resource Department. If it is available, and the employee is in agreement, any transfer will be subject to the same notice period as a termination.
A redundancy will not occur where alternative work is offered on substantially the same terms and conditions. Or where specific site or contract agreements provide for the possibility of discontinuity of employment.
If an alternative position is not acceptable to the employee, then there will be no retrenchment payment.  If the option of an internal position is not accepted, the employee shall have a negotiated payment in lieu of notice, at the rate of pay that applied prior to the employee receiving notice of alternative work.
In some cases, external out-placement/career consultants may be engaged to provide counselling for both employees to be retrenched and the remaining employees.  The Manager shall consider this option with the Human Resources Department.  

Paperwork
When it is deemed that all alternatives to retrenchment have been exhausted, the Human Resources Department will prepare a Certificate of Service to be forwarded as part of the retrenchment package.  A copy of a Certificate of Service will be included in the employee's personal file. 
The Human Resources Department will prepare a letter outlining the reasons for retrenchment which will be tailored to meet the individual circumstances of the situation. The letter will indicate that the termination of employment results from a redundancy and is through no fault of the employee.

Termination payments
The Human Resources Department will arrange for Payroll to calculate all entitlements and prepare final payments.
Where possible, the Human Resources Officer will prepare a letter, detailing payments, for the final interview.

The retrenchment interview
The Manager shall arrange a meeting with the employee to advise him/her of the redundancy.  
The Manager, preferably in conjunction with the Human Resources Department, shall communicate to the other employees in the area the reasons, future plans and any other relevant information. 
A standard exit interview is not appropriate in the case of redundancy as this is a highly emotional time for employees and the information they may provide about the company may be biased.  However, Managers should arrange to meet with the departing employee prior to them leaving.
During the final meeting, the Manager shall recover all company property.  The Manager and the Employee shall complete a Termination Checklist detailing all company property to be returned and other internal issues to be completed.
On the satisfactory completion of the Termination Checklist, the Manager will pass on to the employee the Retrenchment package prepared by the Human Resources Department.  This will contain the Certificate of Service and the Retrenchment letter.  It is the responsibility of the Manager to ensure that all company property has been returned before the employee receives their final payment.
The Manager should forward all final documentation to the Human Resources Department for filing.

Continuity of employment
If a retrenched employee is again employed by [enter-your-company-name-here] within a three-month period, continuity of service may be granted (less the period of absence) with respect to certain conditions of employment.  Specifically, sick leave, annual leave and long service leave will continue (less entitlements already granted).
In the case of superannuation, the [enter-your-company-name-here] Superannuation Fund allows employees who have been retrenched and subsequently re-employed to allow the prior period of employment to be counted in the determination of total membership for vesting purposes.  The maximum break in employment allowable for this purpose will be 24 months.
In this situation there will be no requirement for the benefits paid to the employee to be repaid.  However, where such entitlements are not repaid, benefit accruals will commence only from the date that the member rejoins the Fund.

Counselling/career outplacement support services
The Human Resources Department will assist in determining when Out-placement Services should be engaged.  

As a guide, there are three important aspects of such services:
•	Assisting an organisation to plan and accomplish the termination of an individual or group of employees.
•	Working with the individual(s) who are retrenched to help them come to terms with the termination and to develop the skills and knowledge to assist them secure a suitable position.
•	Support of those staff who will remain in the organisation.  While access to the counselling service is primarily for the person who is being retrenched, it should also be available to others, for example:
o	the individual delivering the retrenchment message may require access to counselling as well as briefing/training on how to deliver the message
o	where there are large numbers retrenched, it may be helpful for all staff to have access to counselling during the restructuring, decision-making and implementation process
o	for those remaining, following the exit of those retrenched, as part of the rebuilding process

Elements of counselling/career transition/out-placement support may include:
•	personal counselling for the employee and perhaps his/her immediate family
•	financial advice
•	job search skills
•	planning and job search campaign
•	networking skills and their role in job search.

Delivering the retrenchment message
It is important to be mindful about the importance of work in people’s lives and appreciate that retrenchment will be significantly traumatic to employees. The nature of retrenchments is such that there should be considerable sensitivity in the way that they are handled.  Confidentiality is crucial; it is important to avoid gossip about impending terminations as this can encourage negative reactions.

Type of meeting
If a group is to be retrenched at the same time, determine whether they should be advised as a group or in individual meetings.  Although groups of staff may be told about retrenchments being probable, in most cases individuals should be given the termination message in a private interview rather than as a group.

Who should deliver the retrenchment message
Identify who will deliver the retrenchment message.  Ideally, it should be the employee's supervisor or manager.  It is also appropriate for a member of the Human Resources Department to be present during the interview, and for the individual to be given the opportunity to meet with a member of the Human Resources Department after being advised of the termination.

Timing 
Decide on the time of week to deliver the retrenchment message.  It is preferable to hold the termination meeting early in the week.  This enables outplacement/career transition support to commence the following day and allows for the necessary contact to be made and for planning to commence during the working week.
Decide on the time of day to deliver the retrenchment message. Mid-afternoon is preferable because it is more in line with the normal departure time, and support mechanisms – family or friends – are more likely to be available.  For executives, mid-afternoon also enables a preliminary meeting with an out-placement consultant immediately following a termination meeting.

Location
Individual termination meetings should take place in the office of the Manager delivering the message.  This re-states the authority from which the decision has been reached and its finality.  It also ensures privacy.
Group termination meetings should take place in an environment in which the group will feel comfortable but which will ensure privacy.

What to say and how to react
The manner in which the termination meeting is conducted plays a vital role in achieving a successful retrenchment.  
Generally, the following is important in managing the meeting:
•	Prepare a written script of what will be said in the meeting and do not deviate from the general tenor of that script; re-stating particular points as appropriate.
•	Do not engage in “small talk”. Go straight to the point and communicate the decision in the first few minutes of the meeting.
•	Restrict the meeting to 15 minutes; saying too little is preferable to saying too much.
•	Be empathetic but in control. Be prepared to listen and allow the employee to vent emotion.
•	Do not become defensive, argue or threaten, personalise anger, or debate the finality of the decision.  Do not deviate from the script.
•	Prepare for a range of reactions to the termination message; for example, anger, shock, denial or silence.
•	Ensure that the person has heard and understood the message.

Remember the person's position is redundant and the termination is not performance related.  An appeal against unfair dismissal can occur if retrenchment is performance related.

Separation - Resignation

Purpose
The purpose of this policy is to ensure that all requirements are met, all relevant documents completed and entitlements paid.
Employees of [enter-your-company-name-here] are required to comply with certain requirements when resigning their employment.  These requirements are established through legislation, and through company policies and procedures.

Policy
[enter-your-company-name-here] will develop an environment that encourages retention of employees and seeks to minimise employee turnover.
In all cases of resignation, [enter-your-company-name-here] will ensure that all entitlements are met and employees are treated fairly and equitably during the process.
An employee intending to resign from [enter-your-company-name-here] is required to give notice in accordance with their contract of employment.

Responsibilities
It is the responsibility of Management to ensure that:
•	all required documentation is completed and returned to the Human Resources Department
•	the employee is treated fairly during the period of notice
•	all company property is accounted for at the completion of the notice period

It is the responsibility of the Employee to ensure that:
•	required notice provisions and procedures relating to resignation are complied with

It is the responsibility of the Human Resources Department to ensure that:
•	all cases of resignation are reviewed to ensure all beneficial feedback is recorded and appropriate action is take as a result of this feedback.
•	where appropriate, resignations are followed by an exit interview;
•	all paperwork and documentation is completed to ensure that the terminated employees receive their correct entitlements as soon as possible after the termination has taken place.

Procedure
•	An employee wishing to resign must write a signed letter of resignation stating their name, the date of the letter, and date of resignation.  We encourage the employee to state their reasons for resignation; they need only do so if they wish.  The employee should give notice in accordance with their employment contract.
•	The employee should pass the letter of resignation to their Manager, who should note on it, the time and date of receipt.  The Manager should confirm that the resignation is firm and may also ask for any reasons, if appropriate.  
•	Discretion rests with the Manager regarding any relaxation of the period of notice that may be requested.
•	The Manager should forward the letter of resignation to the Human Resources Department for inclusion in the individual's personnel file and processing.  The Manager must nominate in writing, the date of the employee’s last day of service.  
•	There may be cases where an employee reconsiders their decision to resign.  There is no obligation on  [enter-your-company-name-here] to accept a withdrawal of a resignation.  However, each case should be treated on its merits.  Consideration should be given to the employee’s performance and experience, together with the importance of the position and potential difficulty in finding a suitable replacement. Withdrawal of a resignation is not possible after the notice period has expired.
•	Managers should ascertain the name of the employee’s new employer.  If it is believed that an individual is joining a competitor, it is preferable that they are paid in lieu of working out the notice period and leave the company immediately.  The reason this is suggested is that valuable company information, such as client lists, may be collected during the notice period.

Termination payments
The Human Resources Department will arrange for Payroll to prepare a final payment at the completion of the notice period.
Payment on termination will be in accordance with the terms of the individual's contract of employment.  In the case of employees covered by an Award, provisions of the appropriate Award will apply. 
In cases where the employer determines that the applicable notice period shall not to be worked out, payment is to be made in lieu.  The payment must be in accordance with legislative and/or Award requirements.  Where an employee requests early release from the notice period, and it is agreed by the manager, payment is made only for the time worked.
No payment in lieu is to be made if the notice period is worked out.

Certificate of service
As a rule, written references are not to be given to employees leaving [enter-your-company-name-here].  However, a Certificate of Service may be prepared by the Human Resources Department, with a copy to be included in the employee's personal file.  

Exit interview
Feedback from employees leaving the organisation may provide valuable information with respect to their perception of [enter-your-company-name-here] and the way it is managed.  During the notice period Managers must arrange for the employee to attend an exit interview.  Any information obtained from an exit interview should be forwarded in writing to the Human Resources Department.  
The Manager and the employee must complete a Termination Checklist detailing all company property to be returned and other internal issues to be finalised.
On the satisfactory completion of the Termination Checklist, the Manager will pass on to the employee the letter outlining Termination Entitlements and Certificate of Service.  It is the responsibility of the Manager to ensure that all company property has been returned before the employee receives their final payment.
All final documentation must be returned to the Human Resources Department for filing.

Separation - Retirement

Purpose
The purpose of this policy is to ensure that long-standing employees are recognised, all relevant documents are completed, and all requirements are met and entitlements paid correctly.
[enter-your-company-name-here] recognises that retirement is an important milestone in an employees’ life.  [enter-your-company-name-here] wishes to honour this time, and also to recognise the input and loyalty from long-standing employees who remain with [enter-your-company-name-here] until retirement.
The Federal Workplace Relations Act 1996 makes it unlawful to terminate employment, among other things, on the basis of age.
This policy applies to all permanent full-time and part-time employees.

Policy
[enter-your-company-name-here] will provide a working environment that will endeavour to encourage long-standing employees to remain with the company until Retirement.
Should an employee approaching retirement age wish to continue in employment, we should respect that wish and permit their continuance, with the following three clear provisos. These three conditions need to be made clear to such individuals, and each condition carefully monitored. 

The three conditions are:
•	the employee’s performance must be fully acceptable
•	the employee’s health is not put at risk
•	no-one else is put at risk in such continuance

Under the terms of our superannuation programs, and as required under applicable legislation, the age of 65 will remain the age at which superannuation benefits will cease to accrue.

Responsibilities
It is the responsibility of the [insert role title] to ensure that:
•	retiring employees receive a letter recognising their contribution to [enter-your-company-name-here].

It is the responsibility of Management to ensure that:
•	long-standing employees are recognised for their contribution to [enter-your-company-name-here]
•	all required documentation is completed to ensure the employee receives all correct entitlements
•	all company property is accounted for at the time of retirement

It is the responsibility of the Human Resources Department to ensure that:
•	all documentation is completed to ensure employees receive their correct entitlements as soon as possible after the retirement has taken place

Procedure
An employee wishing to retire shall write a signed letter stating their name, the date of the letter, and date of retirement. The employee should give notice in accordance with their employment contract.
Discretion rests with the Manager regarding any relaxation of the period of notice.
The Manager should forward the letter of retirement to the Human Resources Department for processing and inclusion in the individual's personal file.  
The Human Resources Officer will prepare a letter to be signed by the Chief Executive Officer recognising the employee’s contribution to [enter-your-company-name-here].  This will be forwarded to the Manager who will arrange for it to be presented to the employee.

Termination payments
The Human Resources Department will arrange for Payroll to prepare a final payment at the completion of the notice period.  The final payment will be made following the employee’s last day of work.
Payment on termination will be in accordance with the terms of the individual's contract of employment.  In the case of employees covered by an Award, provisions of the appropriate Award will apply. 
In cases where the employer determines that the applicable notice period shall not to be worked out, payment is to be made in lieu.  The payment must be in accordance with legislative and/or Award requirements.  Where an employee requests early release from the notice period, and it is agreed by the manager, payment is made only for the time worked.
No payment is to be made if the notice period is worked out.

Certificate of service
As a rule, written references are not to be given to employees leaving [enter-your-company-name-here], however, a Certificate of Service may be given on request.  In all cases, a copy of a Certificate of Service should be included in the employee's personal file. 

Exit interview
Feedback from employees leaving the organisation can provide valuable information on their perception of [enter-your-company-name-here] and the way it is managed.  During the notice period, Managers must arrange for the employee to attend an exit interview.  Any information obtained from an exit interview should be forwarded in writing to the Human Resources Department.  
The Manager and the employee must complete a Termination Checklist detailing all company property to be returned and other internal issues to be finalised. It is the responsibility of the Manager to ensure that all company property has been returned before the employee receives their final payment.
All final documentation must be returned to the Human Resources Department for filing.

Unpaid Leave

Purpose
The purpose of this document is to outline the provisions for unpaid leave, as well as the 	application and approval process for taking a period of unpaid leave.
[enter-your-company-name-here] is committed to providing a considered approach to balancing the needs of its employees with those of the Organisation. [enter-your-company-name-here] recognises that on occasions, some employees may need to take leave that cannot be granted under other leave provisions.
This document applies to all permanent full-time and part-time employees. Casual workers are excluded from the provisions outlined in this document.

Policy
Leave without pay will only be considered for employees in exceptional circumstances.  
Each situation will be judged on its merits, with the following factors being taken into consideration:
•	Length of Service with the company
•	Record of Performance

Where applicable, an employee’s accrued annual leave is to be utilised before leave without pay will be considered.
Prior to granting leave without pay that extends beyond one week, managers must obtain the approval of the General Manager.
Where leave without pay extends beyond a one week period, other leave entitlements will cease to accrue for the period of unpaid leave. 

Responsibilities
It is the responsibility of Management to:
•	adhere to the provisions of this policy when approving applications for leave without pay
•	process all applications for leave without pay as soon as possible
    
It is the responsibility of Employees to:
•	Adhere to the provisions of this policy when making an application for leave without pay
•	Initiate leave applications by completing and submitting the appropriate leave documentation

Procedure
•	Leave without pay may be granted to an employee for exceptional circumstances, such as personal reasons.
•	Applications for leave without pay are to be submitted to the employee’s manager for review.
•	Applications for leave without pay should be made as soon as the employee is made aware of the requirement for leave.
•	Upon receiving an application for leave without pay, the employee’s manager shall consider all of the circumstances surrounding the request for leave, and make a decision in consultation with the General Manager.
•	It is important that the conditions, under which an employee is granted leave without pay, are documented in the form of a standard memo. A copy of this memo is to be filed in the employee’s personnel file.  

SAMPLE LETTER TO BE ISSUED TO EMPLOYEES GRANTED LEAVE WITHOUT PAY

Affirmative action policy

Purpose 
The purpose of this document is to identify [enter-your-company-name-here]’s position on Affirmative Action and to document the processes which will be adopted to ensure discrimination does not occur in the workplace.
Affirmative Action is achieved by taking positive steps, by means of systematic management programs, to identify past discrimination against women, to identify and eliminate present discrimination, and to prevent discrimination against women in the future.  
This document applies to all employees and contractors.

Policy
[enter-your-company-name-here]'s policies and practices will be reviewed regularly by the Human Resources Department to ensure that they provide adequate support for the career progress of women.
[enter-your-company-name-here] will consult with our employees concerning their needs, analyse our employment profile and other workplace statistics and establish goals and plans to provide effective opportunities for women.
All relevant decisions in [enter-your-company-name-here] will be based on merit.
Any queries or concerns regarding Affirmative Action shall be referred to the Human Resources Department. 
This policy applies to all employees and contractors.
 
Responsibility
It is the responsibility of Management to ensure:
•	the implementation of this policy
•	that they are available as the first point of contact for information, advice or complaints

It is the responsibility of the Human Resource Department to ensure that:
•	this program is continually being developed and reviewed
•	the annual report to the Affirmative Action Agency is completed

Definitions
Affirmative Action means taking steps to identify and overcome discrimination against women, to identify and eliminate present discrimination and to prevent discrimination against women in the future.

Procedure
•	Human Resources will develop and review policies and practices regularly, analyse our employment profile and other workplace statistics, establish goals and plans, and consult with employees about their needs, to ensure that [enter-your-company-name-here] provides equal opportunities for women.
•	If required by the Equal Opportunity for Women in the Workplace Act 1999, [enter-your-company-name-here] will submit an annual report to the Affirmative Action Agency, that will provide a detailed analysis of the processes taken to develop, continually improve and implement our Affirmative Action program.
•	Employees and volunteers who believe they are being treated unfairly as a result of discrimination should notify their manager or the Human Resources Department.

Bullying policy

Purpose
The purpose of this document is to outline [enter-your-company-name-here] position on bullying and to document the process which is to be followed should any instances of bullying be reported. 
The purpose of this document is to outline [enter-your-company-name-here] position on bullying and to document the process which is to be followed should any instances of bullying be reported. 
[enter-your-company-name-here] regards the dignity and autonomy of all people as a core value of the organisation.  Bullying behaviour is based on the misuse of power in human relationships, and negates the dignity and autonomy of its victims; it can affect health and wellbeing.

Definitions
“Unreasonable behaviour” is behaviour that is offensive, humiliating, intimidating, degrading or threatening. It includes, but is not limited to,
•	Verbal abuse
•	Initiation pranks
•	Excluding or isolating employees
•	Giving a person the majority of an unpleasant or meaningless task
•	Humiliation through sarcasm, or belittling someone’s opinions
•	Constant criticism or insults
•	Spreading misinformation or malicious rumours
•	Deliberately setting work routines or procedures to inconvenience certain employees
•	Displaying written or pictorial material which may degrade or offend certain employees

“Bullying” is repeated, unreasonable behaviour directed towards a person or group of persons. It includes behaviour that could be expected to intimidate, offend, degrade, humiliate, undermine or threaten.
“Repeated behaviour” refers to the nature of the behaviour, not the specific form of that behaviour. “Repeated unreasonable behaviour” may thus be a pattern of diverse incidents.

Workplace bullying may occur between:
•	Two or more employees
•	Manager(s) and employees(s)
•	Employees and other persons at the workplace (apprentices, students, clients).

Bullying may occur at any level of the organisation, may be experienced by both men and women and may involve a co-worker, a volunteer, supervisor, manager, service provider, user or customer. 
Formerly agreed behaviour may be found to be bullying when it continues after a request from the recipient for the behaviour to stop, or at the point it becomes intimidating, offensive or humiliating.

Note (1)
There are bound to be occasional differences of opinion, conflicts and problems in every workplace.  Only when the treatment of another person is unreasonable, offensive or harmful does workplace bullying exist. 
Similarly, the exercise of a supervisor’s legitimate authority at work through the direction and control of work responsibilities, the monitoring of work-flow, and giving feedback on performance, is not bullying insofar as the supervisor’s actions are intended to assist staff to improve their tasks, their work performance, or the standard of their behaviour. If an employee has performance problems, however, these should be identified and dealt with in a constructive way that is neither humiliating nor threatening. 

Note (2)
Bullying that directly inflicts physical pain, harm, or humiliation amounts to assault and should be dealt with as a police matter (see below). 

Policy
[enter-your-company-name-here] is fully committed to eliminating, as far as possible, all forms of bullying in the workplace and in its relationships with its users through a culture of openness, support, and accountability. Bullying is prohibited. [enter-your-company-name-here] will not tolerate any form of bullying under any circumstances.
The principles set out in this policy are intended to apply to any work-related context, including conferences, work functions, social events, and business trips.
A breach of this policy will result in disciplinary action.  Depending upon the severity of the case, consequences may include offering an apology, counselling, transfer, demotion, dismissal, or other forms of disciplinary action deemed appropriate.
[enter-your-company-name-here] strongly encourages any employee who feels they have been bullied, or has witnessed bullying, to take action by making it clear that such behaviour is unwelcome and offensive; and/or by following the procedures set down for reporting the behaviour.

Any reports of harassment will be treated seriously and promptly with sensitivity and complete confidentiality, except insofar as
•	the rules of natural justice require the accused party to have knowledge of the identity of their accuser and the nature of the allegations made, and
•	any disclosure is mandated under applicable occupational health and safety legislation.	 

Complainant's have the right to determine the manner in which to have a complaint treated, have support or representation throughout the process, and have the option to discontinue a complaint at any stage of the process.
The alleged bully will be given the right to have a support person of their own during any investigation procedures, to have representation and advice throughout the process, and to respond fully to any formal allegations made. No presumptions of guilt will be made and no determination reached until a full investigation has been completed.
No employee should be treated unfairly as a result of complaining of bullying.  Disciplinary action may be taken against anyone who victimises or retaliates against a person who has complained of bullying, or against any employee who has been alleged to be a bully.
Managers or supervisors who fail to take appropriate corrective action when aware of bullying of a person will be subject to disciplinary action.

Responsibility
It is the obligation and responsibility of every employee to ensure that the workplace is free from bullying.  The responsibility lies with every manager, supervisor, employee and volunteer to ensure that discrimination or victimisation does not occur.

It is the responsibility of the CEO to ensure that:
•	they understand, and are committed to, the right of all employees and volunteers to attend work and perform their duties without fear of being bullied in any form
•	all reasonable steps to eliminate bullying are made
•	all applicable occupational health and safety legislation is observed
•	all employees are regularly made aware of their obligations and responsibilities in relation to providing a workplace free from bullying
•	they provide an environment which discourages bullying, and set an example by their own behaviour
•	all complaints are treated seriously and confidentially
•	they are as far as practicable aware of whether bullying is occurring, whether complaints are received or not, relying on indicators as;
o	sudden increases in absenteeism
o	unexplained requests for transfers
o	behavioural changes such as depression
o	sudden deterioration in work performance
•	they take immediate and appropriate corrective action if they become aware of any offensive action
•	guidance and education is provided, where requested and/or appropriate, to cases and subsequent decisions relating to bullying
•	ongoing support and guidance is provided to management and employees in relation to the prevention of bullying
•	this policy is displayed in the workplace.

It is the responsibility of all Employees to ensure that:
•	they understand and are committed to the rights and entitlements of all employees and volunteers to attend work and perform their duties without fear of bullying in any form
•	they provide an environment which discourages bullying
•	they immediately report any offensive action

Procedures

Complaints Procedures
Employees who believe they are the subject of bullying should take firm, positive and prompt action.
If deemed appropriate the employee should make the perceived bully (or bullies) aware that they find their behaviour offensive, unwelcome and unacceptable, and that it needs to stop immediately.
If the behaviour continues, or if the employee feels unable to speak to the person(s) directly, they should contact their supervisor or manager, a human resources officer, or any other manager with whom they feel comfortable. The manager or officer will provide support and ascertain the nature of the complaint and the wishes of the complainant.  The complainant does not have to request a full formal investigation if they will be satisfied by less formal treatment of the issue.

Informal Intervention
The manager will explain the employee’s rights and responsibilities under [enter-your-company-name-here]'s policy and procedures.
Informal intervention may be done through a process of either mediation or conciliation. During informal intervention the respondent will be made aware of the allegations being made against them and given the right to respond. Interventions at this stage should adopt a confidential, non-confrontational approach with a view to resolving the issue.
This procedure will be complete when the alleged harasser respects the individual’s request to cease unwanted and unwelcome behaviour, or when the complainant accepts that the behaviour is not properly described as bullying.  If neither of these outcomes occurs, the organisation’s formal procedure should be followed.

Formal Complaints Procedure
Proceeding with a formal complaint requires the consent of the person complaining, particularly as witnesses or senior management may become involved. The formal procedure will be coordinated by the responsible manager under the guidance of the human resources section, where applicable.  The human resources section does not need to know the specific details of the bullying case to provide this guidance.
The manager concerned should clarify the complaint and obtain a step-by-step account of the incident.  In serious cases, more than one interview may be necessary.
The manager will document all such interviews accurately and avoid irrelevant information.  This record will include parties involved, timing, location, and nature of conduct complained against.
Records are to be kept and filed in a confidential and secure place.  These records should be kept for a period of seven years.  Under no circumstances will records be placed on the complainant’s personnel file.
	
The manager will organise an investigation, which in most cases will involve (but is not be limited to):
•	a private interview to ascertain the facts and to find what the complainant expects to happen as a result of making the complaint
•	an interview with the alleged harasser(s) to ascertain their defence
•	interviews with other employees or individuals who may be able to assist
•	examination of any relevant documents.
	
All relevant evidence should be considered by the person conducting the investigation.  Such evidence may include:
•	supporting (or contradictory) evidence provided by medical practitioners, counsellors, family members, friends, or co-workers
•	Supervisor’s reports and personnel records 
•	records kept by the person claiming to have been bullied;
•	information on whether the evidence was presented by the parties in a credible and consistent manner;
•	information on the absence of evidence where it should logically exist.

It may be necessary to provide affected employees with alternative working arrangements to avoid further conflict while the bullying complaint is being investigated. The complainant may also require counselling to develop coping strategies for dealing with the situation while the problem is being resolved. 
Keep the affected parties informed and document all investigation actions and outcomes.
On completion of the investigation the complainant and the manager will determine a course of action to be taken.  This may involve guidance from the human resources section, where applicable.
	
Possible courses of action may include, but will not be limited to, any combination of the following:
•	counselling;
•	disciplinary action against the bully or bullies (e.g. demotion, transfer, suspension, probation or dismissal);
•	official warnings that are noted in the bully or bullies’ personnel file;
•	if there is strong evidence that the complaint was vexatious or malicious, disciplinary action against the person who complained;
•	formal apologies and undertakings that the behaviour will cease;
•	conciliation/mediation conducted by an impartial third party, where the parties to the complaint agree to a mutually acceptable resolution;
•	compensation from the organisation.

Determination of whether bullying has occurred will rest solely on the weight of the evidence. If it is determined that bullying has taken place then outcomes will depend upon factors such as:
•	the severity and frequency of the bullying;
•	the wishes of the person who was subjected to the offensive behaviours;
•	whether the bully could have been expected to know that such behaviour was a breach of policy;
•	the level of contrition shown by the bully;
•	whether there have been any prior incidents or warnings.
	
The relevant manager will advise all relevant parties of the outcome.
If the investigation determines that bullying has occurred, or that vexatious or malicious accusations have been made, the manager must place on file, a summary of the complaint and the action taken. A copy may be placed in the respondent’s personnel file in accordance with performance counselling procedures.

If there is insufficient proof to decide whether or not bullying has occurred, the manager concerned will:
•	remind those involved of expected standards of conduct
•	conduct further training awareness raising sessions for staff
•	monitor the situation carefully

The manager will monitor the outcome to ensure that the offensive behaviour has ceased, and that neither party has been victimised.  This may involve follow-up interviews. If there has been any substantiated victimisation, appropriate disciplinary procedures will be followed.

Procedures for dealing with criminal conduct
Some forms of severe bullying (physical attack, for example, or obscene phone calls) may constitute criminal conduct.  While [enter-your-company-name-here] is committed to treat most complaints about bullying at a company level as far as possible, this type of conduct is not suited to internal resolution.  Such complaints should be treated by the criminal justice system.  Employees should be advised of the option of police support or intervention.  
It is not the obligation or duty of the organisation to report such matters to the police on behalf of the complainant.

Communication Processes

Procedure
Employee Manual, Operations Manual
•	These are made available to all employees, and remain the property of the company.  During induction training, we will refer to relevant procedures and forms contained in these manuals.  
•	Employees are free to access and read them at any time.  The quality of our services depends on our employees following our business requirements.  
•	These Manuals and instructions are not to be removed from business premises. 
•	When employees have read the Employee Manual, discussed its contents with their supervisor and understood its contents, they are required to sign an acknowledgment form.

Document control
Our procedures, master forms, letter templates, etc., are “controlled documents”, and can only be changed by management. This is to ensure that all employees are working from the same, current versions. If employees can suggest a change or improvement, they should contact their manager to discuss the change. Do not make any changes without authority.

Staff meetings
Meetings are held as required. All employees are required to attend. 

Keeping us informed
To assist us in developing and maintaining good communications, please keep us informed of changes in address, phone number and other details. 

Drug Testing Policy

Policy
Under [enter-your-company-name-here]'s drug and alcohol testing policy, current and prospective employees who work or would work in high-risk or safety-sensitive positions may be asked to submit to drug and alcohol testing at any time
No prospective employee will be asked to submit to testing unless an offer of employment has been made.  An offer from [enter-your-company-name-here], however, may be conditional on the prospective employee testing negative for drugs and alcohol.
[enter-your-company-name-here]'s policy is intended to comply with all state laws governing drug and alcohol testing and is designed to safeguard employee privacy rights to the fullest extent of the law.

Procedure
Selection
Not all [enter-your-company-name-here] employees will be asked to submit to drug and alcohol testing.  Only those employees who [list criteria such as job titles or duties that will require drug testing] are subject to drug and alcohol testing.

Tested substances
[enter-your-company-name-here]'s drug and alcohol testing program is limited to testing for [list what you’ll test for, e.g., blood alcohol, specific drugs and drug types].  Any other substances that may be tested using the same method used to test for controlled substances will not be tested and, if found, will not be reported.

Written notice
Before being asked to submit to a drug and/or alcohol test, the employee will receive written notice of the request or requirements.

Licensed laboratories
Any drug and/or alcohol testing required or requested by [enter-your-company-name-here] will be conducted by a laboratory licensed by the state.  The employee may obtain the name and location of the laboratory that will analyze the employee's test sample by calling [name of collection lab] [number of hours] hours before the employee is scheduled to be tested.

Notice of results
If the employee is asked to submit to a drug or alcohol test, [enter-your-company-name-here] will notify the employee of the results within [specify time limit, e,g., “24 hours” or “one week”] after it receives them from the laboratory.  
To preserve the confidentiality [enter-your-company-name-here] strives to maintain, the employee will be notified by [method of notification]  whether the test was negative or confirmed positive and, if confirmed positive, what the next step is.

Positive test results
If the employee receives notice that the employee's test results were confirmed positive, the employee will be given the opportunity to explain the positive result following the employee's receipt of the test result.  In addition, the employee may have the same sample retested at a laboratory of the employee's choice.

Adverse employment action
If there is reason to suspect that the employee is working while under the influence of an illegal drug or alcohol, the employee will be suspended [with or without] pay until the results of a drug and alcohol test are made available to [enter-your-company-name-here] by the testing laboratory.  
Where drug or alcohol testing is part of a routine physical or random screening, there will be no adverse employment action taken until the test results are received.

Confidentiality
[enter-your-company-name-here] will make every effort to keep the results of drug and alcohol tests confidential.  Only persons with a need to know the results will have access to them.  The employee will be asked for the employee's consent before test results are released to anyone else.  
Be advised, however, that test results may be used in arbitration, administrative hearings and court cases arising as a result of the employee's drug testing.  Also, results will be sent to federal agencies as required by federal law.  
If the employee is to be referred to a treatment facility for evaluation, the employee's test results will also be made available to the employee's counselor.  The results of drug testing in the workplace will not be used against the employee in any criminal prosecution.

Costs
[enter-your-company-name-here] will pay the cost of any drug and alcohol testing that it requires or requests employees submit to, including retesting of confirmed positive results.  Any additional tests that the employee requests will be paid for by the employee.

Drug and alcohol use at work prohibited
[enter-your-company-name-here] will not tolerate any use of non-prescribed drugs or alcohol during work hours.  If the employee comes to work under the influence of drugs or alcohol or use drugs or alcohol during the time that he/she is attending work, the employee will be [describe consequences; e.g., “sent home without pay,” “disciplined,” “terminated”]. 

Posting
In addition to this statement, [enter-your-company-name-here]'s drug policy is posted in [name location of posting] where the employee may review it.

Alternate drug testing policy
[enter-your-company-name-here] does not test employees for drug and alcohol abuse.  Because the nature of [enter-your-company-name-here]'s business is neither high risk nor particularly safety sensitive, [enter-your-company-name-here] considers that drug and alcohol testing would be too intrusive a procedure for the expected results.  
Therefore, employees will not be asked to submit to drug and alcohol testing in the workplace setting.  
However, [enter-your-company-name-here] strictly prohibits the use of drugs or alcohol in the workplace and will take disciplinary action against any employee found using drugs or alcohol during working hours.  
In addition, if the employee arrives at work under the influence of drugs or alcohol, the employee will be sent home for the day, without pay.  Repeated instances of arriving at work under the influence of drugs or alcohol may result in [describe consequence, e.g., “written warning,” “suspension,” “termination”]. 

Outside Employment

Policy
When an person accepts employment with [enter-your-company-name-here], such employment carries with it the obligation to devote full attention and best effort to the job.  
The company has no desire to interfere with outside interests or activities, which clearly do not affect job performance, or do not in any way conflict with the company's best interest.  
It is the employee's responsibility however, to advise their supervisor of any outside employment, if there is the possibility of a conflict of interest. 

A conflict of interest may include;
•	working for a competitor
•	working long hours
•	using the resources of the company for non-company activities
•	being unable to attend to work for [enter-your-company-name-here] due to other activities during business hours

Failure to advise of any such outside employment may result in dismissal.

Sexual Harassment Policy

Purpose
The purpose of this document is to outline [enter-your-company-name-here]'s position on sexual harassment and to document the process that is to be followed should any grievances arise.
[enter-your-company-name-here] recognises that it is the right of every employee to attend work and to perform their duties without being subjected to any form of sexual harassment.
Equally it is the obligation and responsibility of every employee to ensure that the workplace is free from sexual harassment.
[enter-your-company-name-here] is fully committed to its obligations to prevent sexual harassment in the workplace and in customer relations.

Policy
[enter-your-company-name-here] will not tolerate sexual harassment under any circumstances. Responsibility lies with every Manager, Supervisor and employee to ensure that Sexual Harassment does not occur.
Most organisations are subject to both federal and state Equal Employment Opportunity (EEO) legislation, all of which provide that sexual harassment is unlawful.  [enter-your-company-name-here] considers that legislative obligations under the Acts establish minimum standards of behaviour for all employees.
The principles set out in this policy are intended to apply to any work-related context, including conferences, work functions, social events and business trips.
No employee at any level should subject any other employee, customer or visitor to any form of sexual harassment.
A breach of this policy will result in disciplinary action.  Depending upon the severity of the case, consequences may include apology, counselling, transfer, demotion, dismissal, or other forms of disciplinary action deemed appropriate.
[enter-your-company-name-here] strongly encourages any employee, who feels they have been the subject of sexual harassment, to take action. Such action may either be to make it clear that such behaviour is unwelcome and offensive, alternatively or in addition, to follow the procedures for reporting the behaviour.
Any reports of sexual harassment will be treated seriously and promptly; with sensitivity and complete confidentiality.

The complainant has the right; 
•	to determine how to have their complaint treated
•	to have support or representation throughout the process
•	to have the option to discontinue a complaint at any stage of the process.

The person who is alleged to have committed the sexual harassment also has the right to have support or representation during any investigation. They also have the right to respond fully to any formal allegations made. 
There will be no presumptions of guilt and no determination made until a full investigation has been completed.
No employee shall be treated unfairly as a result of having rejected unwanted advances.  Disciplinary action may be taken against anyone who victimises or retaliates against a person who has complained of sexual harassment, or against any employee alleged to have committed the offence.
All employees reserve the right to seek the assistance of the relevant tribunal or legislative body to assist them in the resolution of any concerns.
Managers or Supervisors who fail to take appropriate corrective action, when aware of harassment, will be subject to disciplinary action.

Definitions
Sexual harassment means any unwelcome sexual advance, unwelcome request for sexual favours, or other unwelcome conduct of a sexual nature which makes a person feel offended, humiliated or intimidated, and where that reaction is reasonable under the circumstances.  Examples of Sexual 

Harassment may include but are not limited to:
•	intrusive enquires into an employee's private life
•	reference to their sexuality or physical appearance
•	unwanted body touching or physically molesting a person
•	standing too close
•	excessively lengthy handshakes
•	unwanted brushing against another’s body
•	indecent exposure
•	sexual assault
•	obscene, suggestive or offensive communications, including electronic mail
•	pornographic or offensive posters, handouts or screen savers
•	sexual jokes or anecdotes
•	leering or staring
•	unwanted sexual compliments or excessive flirting

Sexual harassment is not behaviour that is based on mutual attraction, friendship and respect.

Responsibility
It is Management's responsibility to ensure that:
•	they understand and are committed to the rights and entitlements of all employees to attend work and perform their duties, without fear of being sexually harassed in any form
•	all reasonable steps are made to eliminate sexual harassment
•	all employees and volunteers are regularly made aware of their obligations in relation to maintaining the workplace free from sexual harassment
•	they provide an environment that discourages harassment and victimisation and to set an example by their own behaviour;
•	EEO Contact Officers are appointed, trained and known to all staff 
•	they treat all complaints seriously and confidentially
•	they take immediate and appropriate corrective action if they become aware of any offensive action.

It is the Human Resources Department’s responsibility to ensure that:
•	guidance and education is provided, where requested and/or appropriate, to cases and subsequent decisions relating to sexual harassment
•	Managers are aware of their obligations and responsibilities in relation to sexual harassment, and the rights and entitlements of their employees
•	ongoing support and guidance is provided to all employees in relation to the prevention of sexual harassment.

Procedures

Complaint process
Sexual harassment may occur at any level of the organisation, may be experienced by both men and women and may involve a co-worker, Supervisor, Manager, service provider, client or customer.  
Lack of intent is no defence in cases of sexual harassment. 
Employees who believe that they are the subject of sexual harassment should take firm, positive and prompt action.
If deemed appropriate, the employee should make the person or persons aware that they find their behaviour offensive, unwelcome, unacceptable, and that it needs to stop immediately.  
If the behaviour continues, or if the employee feels unable to speak to the person or persons directly, they should contact their Supervisor/Manager.  Alternatively an employee may contact the Human Resources Department or another Manager that they feel comfortable with. 
The Manager will provide support, ascertain the nature of the complaint and the wishes of the complainant.  The complainant does not have to request a full formal investigation if they will be satisfied by less formal treatment of the issue.

Informal intervention
The Manager will explain the employee's rights and responsibilities under Company policy, procedures and EEO/anti-discrimination legislation.
Informal Intervention may be carried out through a process of mediation or conciliation. During Informal Intervention the respondent will be made aware of the allegations that have been made against them and then given the right to respond.
This procedure will be complete when the person, who committed the act of sexual harassment, respects the complainant's request to cease unwanted and unwelcome behaviour.  If this does not occur, the formal procedure should be followed.

Formal complaints procedure
Proceeding with a formal complaint requires the consent of the complainant, particularly as witnesses or senior Management may become involved. The formal procedure will be co-ordinated by either the Manager, who will be guided by the Human Resources Manager.  
The Human Resources Manager does not need to be appraised of the specific details of the sexual harassment case to provide this guidance.
The Manager should clarify the complaint and obtain a step by step account of the incident.  In serious cases, more than one interview may be necessary.
The Manager will document all such interviews accurately and avoid irrelevant information.  Relevant information will include parties involved, timing, location, and nature of conduct complained against.
Records shall be kept and filed in a confidential and secure place.  If no confidential area is available these notes may be sealed and forwarded to the Human Resources Department, where they will be maintained, unopened, in a confidential filing system.  These records should be kept for a period of seven years.  Under no circumstances will the records be placed on the complainant’s personnel file.

The Manager will organise an investigation, which in most cases may involve but is not be limited to:
•	a private interview to ascertain the facts and what the complainant expects to happen as a result of making the complaint
•	an interview with the person, who is alleged to have committed the sexual harassment, to ascertain their defence
•	interviews with other employees or individuals who may be able to assist
•	interviews with Supervisor(s) or Manager(s)
•	examination of any relevant documents
•	determination of previous behaviour or issues

The Manager should forward all evidence to the person conducting the investigation.  Such evidence may include:
•	supporting evidence provided by a medical practitioner, counsellor, family member, friend or co-worker
•	Supervisor reports and personnel records; for example, unexplained request for transfer or shift changes, sudden increase in sick leave
•	complaints or information provided by other employers about the behaviour of the person who is alleged to have committed the sexual harassment
•	records kept by the complainant
•	information as to whether the evidence was presented by the parties in a credible and consistent manner
•	information on the absence of evidence where it should logically exist

On completion of the investigation the complainant and the Manager will determine a course of action to be taken.  In most cases this will involve guidance from the Human Resources Department.

Possible course of action may include, but not be limited to, any combination of the following:
•	counselling
•	disciplinary action against the person who committed the sexual harassment; for example, demotion, transfer, suspension, probation or dismissal
•	official warnings that are noted in the personnel file of person who committed the sexual harassment
•	disciplinary action against the complainant if there is strong evidence that the complaint was vexatious or malicious
•	formal apology and undertaking that the behaviour will cease
•	conciliation/mediation conducted by an impartial third party where the parties to the complaint agree to a mutually acceptable resolution
•	reimbursing any costs associated with the harassment
•	crediting any leave taken as a result of the harassment.

Outcomes will depend upon factors such as:
•	the severity and frequency of the harassment
•	the weight of the evidence
•	the wishes of the person who was the subject of the harassment
•	whether the person who committed the sexual harassment could have been expected to know that such behaviour was a breach of policy
•	the level of contrition
•	whether there have been any prior incidents or warnings

The Manager will advise all relevant parties of the outcome.
If the investigation determines that sexual harassment has occurred, the Manager must forward a summary of the complaint and the action taken to the Human Resources Department.   
A copy may be placed in the personnel file of the person, who committed the sexual harassment, by the Human Resources Department in accordance with Performance Counselling procedures.

If there is insufficient proof to determine whether or not the harassment occurred, the Manager will:
•	remind those involved of expected standards of conduct
•	conduct further training and awareness raising sessions for staff
•	monitor the situation carefully

The Manager will monitor the outcome to ensure that the offensive behaviour has ceased, and that neither party has been victimised; this may involve follow-up interviews.  If there has been any substantiated victimisation, disciplinary procedures will be followed.

Procedures for dealing with criminal conduct
Some forms of severe sexual harassment, such as sexual assault, stalking, indecent exposure, physical molestation and obscene phone calls, may constitute criminal conduct.  While [enter-your-company-name-here] is committed to treat most sexual harassment complaints at a company level, criminal conduct is not suited to internal resolution.  
Such complaints should be treated by the criminal justice system.
Alleged criminal offences such as rape or sexual assault, must be referred to the Human Resources Department.  Employees shall be advised of the option of police support or intervention.  The company does not have the obligation or duty to report such matters to the police on behalf of the complainant.

Wages and Conditions

Policy
Pay rate
Remuneration is paid at the rate described in the Letter of Appointment.

Income Tax
Income Tax will be debited from wages in accordance with the Australian Tax Office (ATO) requirements. The tax scale is based on ATO income tax schedules and determined by the data contained in the taxation form lodged by the employee on commencement of employment.
Group Certificates will be issued within 30 working days of the end of the financial year. 

Superannuation
The company will contribute a percentage of the employee's income, as prescribed by the ATO, to a superannuation fund that has been nominated by the employee.  Superannuation fund details are provided upon commencement of employment.

Hours of work
Hours of work are detailed in the Letter of Appointment.

Rest breaks
Rest breaks are detailed in the Letter of Appointment.

The Award
If applicable, the relevant employment award is detailed in the Letter of Appointment.

Reimbursable expenses
All reasonable work-related expenses are reimbursed to authorised employees, subject to approval by management. Receipts must be produced for all expenses incurred. Management will provide guidelines to determine what constitutes a reasonable expense.

Staff Responsibilities

Policy
Employees have the responsibility to;
•	follow reasonable and lawful instructions given by their employer 
A reasonable instruction is one that:
o	an employee is competent and capable of doing 
o	is not an illegal act 
o	is not a threat to health and safety
•	arrive on time and be punctual
•	advise their supervisor of any intended absences as soon as possible
•	work to the best of their ability during the hours of work in their employment contract
•	obey safety rules
•	follow quality system procedures 
•	dress appropriately for the job
•	show respect to their supervisors, colleagues and customers. 
•	contain their personal problems to their domestic area, to the best of their ability
•	treat business property with care.

Staff Rights

Policy
Employees have the right;
•	to be paid the appropriate rate for the work that they do
•	to be advised of their rate of pay; they shall receive a pay slip whenever they are paid
•	to work in a safe environment
•	to receive training in their duties
•	to work in a workplace that is free from discrimination
•	to be a member of a union or association of their choice, if they so wish. 

EMPLOYEE INDUCTION MANUAL - Table of Contents

"EMPLOYEE INDUCTION MANUAL" - Table of Contents

•	HUMAN RESOURCES
o	EMPLOYEE INDUCTION MANUAL
•	Introduction and welcome to all staff
•	Overview of our personel management system
•	Harassment and Grievances Policy
•	Wages and Conditions Policy
•	Leave policy
•	Training policy
•	Employee code of counduct
•	Company owned motor vehicle policy
•	Communication of policies and procedures
•	Staff Health and Safety Policy
•	Emergencies, Accidents & Threats
•	Attitude to safety in the workplace
•	Office Workplace Safety
•	Security policy
•	Lone worker policy
•	Non Compete Agreement For Employee
•	Acknowledgement by employee

Introduction and welcome to all staff

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Welcome to the staff of [enter-your-company-name-here].
We take pride in our business. Our workplace will benefit from your enthusiasm and willingness to do your job well.  This Manual and our induction process will assist you to understand our policies and procedures and in working with your fellow employees.  

We will describe in detail what you can expect from us and what we will expect from you. However, if you have any queries, please ask your supervisor.

We extend a sincere welcome to you and wish you every success in your new position.

Our business
[enter-your-company-name-here] started <HOW AND WHEN?>. <WHAT HAVE WE ACCOMPLISHED SINCE?>.
The business is owned by <WHO AND WHAT IS THE CONTEXT OF THE BUSINESS EG WE ARE A FRANCHISE FOR XYZ GROUP OF COMPANY HOWEVER WE OPERATE AUTONOMOUSLY>.  
<WHAT AWARDS OR OTHER ACHIEVEMENTS?>

Our attitude to quality 
[enter-your-company-name-here] provides a quality [WHAT] business.

Our activities include:
•	[WHAT]

In providing a quality service, we look for ways to:
•	ensure we have information and resources to support our operations
•	understand the needs of our industry, our clients and customers
•	design and develop services to meet those needs
•	select and train our staff and contractors to maintain high standards
•	continuously ensure quality 
•	ensure regulatory compliance
•	monitor our clients and customers to determine the level of satisfaction after completion of work
•	ensure that, not only our immediate clients and customers, but everyone involved benefits from the quality of our work
•	set and review measurable business objectives
•	commit to continuous improvement

This statement demonstrates the relationship and attitude that we maintain towards our customers and our standards of service.  We request your wholehearted support and participation in this quest for quality.

Our attitude to Health & Safety 
Our policy is to provide a controlled work environment that protects the health, safety and welfare of all employees and other people at our [WORK SITE EG OFFICE, WAREHOUSE, ETC]. 
The company accepts its responsibility as an employer, to train and assist all employees in safe work practices, and seeks the full support and co-operation of all employees.

Our commitment to Health and Safety:
•	Management will meet its obligations to the Act, Regulations, Codes and Standards, by identifying all issues appropriate to the management of health and safety in all areas of operation.
•	Staff are committed to implementing and monitoring good health and safety practices in their specific areas of operation.
•	All employees have a personal responsibility to their employer, their fellow workers, themselves and the general public to adopt and maintain appropriate health and safety standards in all their work activities.
•	At all times the business maintains health and safety as a priority, and will not knowingly demand or expect any person to participate in any activities that are likely to be detrimental to their health or safety.

Our attitude to customers 
We make a formal promise, in our policy statements to our customers, that represents our commitment to their satisfaction.  The philosophy that underpins our business is the belief that, if we participate in this industry for the sole purpose of making money, we will not achieve true success.  Success is not, in our view, measured by our asset worth, it is instead measured by our personal worth and attributes.

Our business purpose is [WHAT].
Our order of priorities will always be:
•	Our customers
•	Ourselves.

Our customers may not always be right, but they always come first in our considerations.  

Our policy is to deliver a quality service that is superior to that of other providors in our industry and focussed on delivering effective service that is responsive to the needs of our clients and customers and ensures robust relationships with them.
   
We seek to provide a service that is based on trust and mutual respect.  We prefer to conduct business with people that we have a relationship with. Without a relationship carefully constructed between our customers and ourselves, trust and mutual respect cannot exist.

We commit to ensuring that all our employees fully understand our customer relations policy and protocols and implement all requirements of these.  

Vision
[enter-your-company-name-here] will be [WHAT]. 

Mission
[enter-your-company-name-here] is committed to providing <WHAT? WHERE?>.
We will work towards achieving this vision by:
•	[WHAT EG, OBTAINING FEEDBACK FROM OUR CUSTOMERS AND ENSURING THAT WE ALWAYS MEET OR EXCEED THEIR EXPECTATIONS ETC]

Overview of our personel management system

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Position Descriptions
You will be provided with a Position Description that identifies your required tasks.  Carefully review this document and make enquires with your supervisor if you do not understand any elements of the document.  

Letter of appointment
You will be given a Letter of Appointment, outlining your conditions of employment. It will contain:
•	your position
•	your salary / wage
•	probation period
•	hours of work
•	entitlements
•	confidentiality requirements

Training
On-the-job training commences with induction, and continues until you are deemed competent by your Supervisor.  
From time to time, training sessions are conducted internally, to help you acquire or improve skills in safety operations, compliance and other professional skills.  
You may also be invited or encouraged to attend external courses to improve your professional and operational skills.  You are expected to make yourself available for these except in extenuating circumstances.

Induction
All new staff receive an induction into the business and you will receive this Employee Manual.
There is a document, called the Operations Manual.  You will be trained using relevant procedures and forms relating to the Operations Manual.

Resignation or Termination 
We hope your employment with us will be long and mutually rewarding.  We recognise, however, that you are free to resign at any time just as you must recognise that your employer is free, should the need arise, to terminate employment.
Other than for disciplinary action, your employment may be terminated by being given the required notice described in your employment agreement.  When resigning, you are required to give the same notice.  If this is not given, you may forfeit some payment.
Prior to termination of your employment, you must return all items issued to you by us, such as name tags, uniforms, identification cards, keys, Employee Manual, and the like. 

Performance reviews
Performance reviews are held regularly, usually <WHEN?>.  This review is so that both parties have an opportunity to assess work performance, and the job environment, and set goals for future development.  At the end of your initial probation period, there will be a performance review to identify your progress during your probation.  This will be additional to the normal regular annual review.

Your responsibilities
•	Follow reasonable and lawful instructions given by your employer. 
A reasonable instruction is one that:
o	an employee is competent and capable of doing; 
o	is not an illegal act; and 
o	is not a threat to health and safety.
•	Arrive on time and be punctual.
•	Advise your supervisor of any intended absences as soon as possible.
•	Work to the best of your ability during the hours of work in your employment contract.
•	Obey safety rules.
•	Follow quality system procedures.
•	Dress appropriately for the job.  
•	Show respect to your supervisors, colleagues and clients and customers. 
•	As best you can, contain your personal problems to your domestic area.
•	Treat business property with care.

Your rights
•	To be paid the appropriate rate for the work that you do.
•	To be advised of your rate of pay – you must receive a pay slip every time you are paid.
•	To work in a safe environment.
•	To receive training in your duties.
•	To work in a discrimination-free workplace.
•	To join a union or association of your choice, if you wish.

Disciplinary action 
Disciplinary action will be carried out in cases of: 
•	Poor work performance
•	Not maintaining satisfactory standards of work, once trained
•	Not working in accordance with the task description
•	Not following supervisors/management instructions
•	Dishonest or illegal behaviour
•	Not following safe work practices.

Disciplinary procedure 
In order to maintain a fair, consistent and logical work discipline, all employees regardless of position are subject to disciplinary procedures detailed below.

Stage 1 – Verbal Warning:
The normal action in the first instance of a failure to meet business standards will be a verbal warning by a supervisor or manager.  In more serious cases, Stage 1 will be omitted and a first or second written warning will be issued.

Stage 2 – First Written Warning:
Continued failure to reach business standards or a more serious breach of discipline will justify a First Written Warning.

Stage 3 – Second (Final) Written Warning:
Continued failure to reach standards or a more serious breach of discipline will justify a second (final) written warning.

Stage 4 – Dismissal:
An employee may be dismissed with or without notice according to the circumstances if, in spite of verbal and written warnings, he/she fails to reach the business’s required standards.

Instant dismissal 
Regardless of the above, instant dismissal, without notice, can occur where an employee is involved in:
•	Deliberately breaking the law
•	Theft
•	Damage to property
•	Immoral or indecent behaviour
•	Sexual harassment
•	Gross insubordination
•	Falsifying work records
•	Malicious or slanderous acts, which may cause the business damage or disrepute
•	Gross breach of security, trust or confidentiality
•	Gross breach of compliance requirements. 

Harassment and Grievances Policy

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Policy with respect to Harassment - Legislation
Intimidation, hostility, offensiveness, sexual harassment, and unfair discrimination in the workplace are examples of unacceptable behaviour and will not be tolerated under any circumstances.
Sexual harassment is recognised as a form of sex discrimination, and is illegal under the State Anti-Discrimination Acts, and the Commonwealth Sex Discrimination Act 1984.  
It is also considered by the business to be inappropriate workplace behaviour.
Harassment is intimidation, hostility, offensiveness or sexual harassment.  Harassment also includes unfair discrimination.   Personality clashes between staff does not constitute harassment. 

Definitions of Harassment
•	Intimidation: Any form of behaviour by a person that inspires fear in another person in order to influence conduct.
•	Hostility: Opposition of thought, unfriendly behaviour or active dislike of another person, which causes that person to feel great discomfort in the offending person’s presence and which consequently affects work performance and satisfaction.
•	Offensiveness: An aggressive, physical act in the form of an attack; or insulting language that is intended to cause anger, outrage, feelings of annoyance, hurt or humiliation.
•	Sexual Harassment: Sexual harassment is any form of sexual attention that is unwelcome and unsolicited.  It may be unwelcome touching or other physical contact, remarks with sexual connotations in relation to a person’s body, smutty jokes, offensive telephone calls, unwelcome and uncalled for remarks or insinuations about a person’s sex or private life, indecent exposure, demands or requests for sexual favours, leering, the display of offensive material, indecent molestation or sexual assault/rape.

Sexual harassment can be a single incident or a series of repeated incidents; it depends upon the circumstances.  Obviously, some actions or remarks are so offensive that they constitute sexual harassment in themselves, even if they are not repeated.
Other single incidents, such as an unwanted invitation, compliment or a trivial joke may not constitute sexual harassment if they are not repeated.

Preventing Harassment
An important aspect of good working relationships is that everyone must be able to work in an environment free from harassment that is:
•	Sexual or sex-based
•	Racial
•	Relates to a person's
o	Marital Status
o	Disability
o	Age
o	Pregnancy
o	Homosexuality (Real or Assumed)

Prevention of harassment is a key goal of the business.

Role of staff
All employees have a responsibility to prevent harassment from occurring in the workplace.  You should become familiar with the definitions of behaviour constituting harassment.

Complaints of Harassment
Employees are encouraged to discuss a complaint of harassment with management who will endeavour to resolve the situation quickly, confidentially and fairly.
In the event that an employee is dissatisfied with the outcome of an internal process, or they do not wish to follow the internal procedures, they have a right to use external procedures.  They may lodge a complaint under the Anti-Discrimination Legislation with the (State) Anti-Discrimination Commission. 
Disciplinary action will be taken against any one who is found to have harassed a co-worker, sub-contractor, client or customer.  Depending on the circumstances, discipline may involve a warning, counselling, or dismissal.
All employees have an important role in the implementation of this Policy and shall be committed to the achievement of a safe and productive work culture.

Grievances 
Should you, as an employee, have a grievance or believe that a certain procedure or practice can be modified or changed to the benefit of your work output and the business, you are encouraged to contact management to resolve the matter.
If the matter is not resolved satisfactorily or it is inappropriate for the employee to discuss the problem with their supervisor, a Grievance/Complaint form should be completed.  You will then be advised of a plan of action to resolve the matter.

Work related violence
Violence in the context of a workplace is defined as; any incident in which another employee perceives that they have been unacceptably abused, threatened or assaulted by a fellow worker, client, customer or another person with whom they come into contact in the course of their work. This would include physical attack, whether injury occurs or not and serious verbal and non-verbal abuse, when an unacceptable threat has been made. 
Violence also includes an attack on property, theft and deliberate damage to company property or personal property.

In providing a safe working environment the company has an obligation to eliminate danger from violence at work by:
•	minimising the risks; for example, employees are not left alone at a potentially dangerous worksite, if at all possible
•	developing safety procedures and emergency plans for employees who are working alone
•	providing training in handling difficult or threatening situations
•	not tolerating any form of violence on the company's premises
•	recording and investigating all violent incidents and taking remedial action
•	providing personal support for anyone who is a victim of violent behaviour

Employee responsibilities include: 
•	to take reasonable care for their own safety and that of others
•	to report any violent incidents to their supervisor, even if they do not wish further action to be taken
•	to follow the guidelines below.

Employees should: 
•	report any potentially violent situations
•	attempt to ensure the presence of a second person where you are concerned that a difficult situation might arise
•	treat threats of violence seriously 
•	be alert to early signs of aggression such as being sensitive to body language
•	avoid arguments; never provoke a situation 
•	react in a calm manner to anger and control your own emotions and body language

Wages and Conditions Policy

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Pay rate
Remuneration is paid at the rate described in the Letter of Appointment.

Income Tax
Income Tax will be debited from wages in accordance with the [your contries tax office Australian Tax Office (ATO)] requirements. The tax scale is based on [ATO] income tax schedules and determined by the data contained in the taxation form lodged by the employee on commencement of employment.
Group Certificates will be issued within 30 working days of the end of the financial year. 

[Your countries savings scheme e.g Superannuation]
The company will contribute a percentage of the employee's income, as prescribed by the ATO, to a superannuation fund that has been nominated by the employee.  Superannuation fund details are provided upon commencement of employment.

Hours of work
Hours of work are detailed in the Letter of Appointment.

Rest breaks
Rest breaks are detailed in the Letter of Appointment.

The Award
If applicable, the relevant employment award is detailed in the Letter of Appointment.

Reimbursable expenses
All reasonable work-related expenses are reimbursed to authorised employees, subject to approval by management. Receipts must be produced for all expenses incurred. Management will provide guidelines to determine what constitutes a reasonable expense.

Leave policy

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Annual Leave 
Application for Annual Leave must be made on the appropriate application form and must be approved by management before it is taken. We require at least 2 weeks notice, in writing, prior to the the commencement of annual leave.

Sick Leave
Please refer to the employment agreement, which details sick leave entitlements. 
Application for Sick Leave must be made on the appropriate application form and approved by management. All sick leave is recorded by Payroll.

If employees are absent for any more than two consecutive working days, they are required to produce a medical certificate covering the period of the absence.  Medical certificates and applications for sick leave should be forwarded to the Manager for processing in the current pay period.  Failure to submit a medical certificate may result in the absence being unpaid. 
Should sick leave become regular or excessive, the company may request a medical certificate be produced for single day absences.

When sick leave entitlements are exhausted, sick leave may be taken either:
•	without pay, or
•	in lieu of annual leave

Unpaid Leave
Application for Unpaid Leave must be made on the appropriate application form, stating the reason and submitted to management for approval or otherwise.  Staff requiring leave beyond entitlements cannot be guaranteed approval.  The following procedure will apply:

•	Short Term Absences - Leave without pay for any period of time requires approval from management.
•	Extended Sick Leave - Leave without pay is subject to satisfactory medical evidence of sickness.
•	Other Leave without Pay - All other leave requests must be submitted in writing and will be referred to management for consideration.

Long Service Leave
Refer to the Award and to the Letter of Appointment.

Special Leave
For Maternity, Bereavement, Marriage and other special leave entitlements, please refer to specific policies, the Award and to the Letter of Appointment.

Public Holidays
Public Holidays will be observed according to the gazetted holidays in [YOUR STATE] unless otherwise specified in an employment agreement.

Training policy

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On-the-job training commences with induction, and continues until new staff are deemed competent by their Supervisor.  

From time to time, training sessions are conducted internally in order to assist staff to acquire or improve skills in safety operations, compliance and other professional skills. 
 
Staff may also be invited or encouraged to attend external courses to improve their professional and operational skills.  Staff are expected to make themselves available for these, except in extenuating circumstances.

This is a program for continuous improvement, and may include:
•	refresher courses on use of in-house software
•	training on new equipment and processes
•	use of new forms.

Ongoing training not only includes in-house training, but also includes attendance or enrolment in external courses. 

Attendance at and recognition of internal training and competency gained is recorded in the Training Register.

Attendance, Qualifications and Certificates of Attainment are recorded in the Employee Record.

The business has a policy of assisting staff who are undertaking studies relevant to their position within the organisation.  Staff are expected to make themselves available for all training, except in extenuating situations.

Employee code of counduct

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Introduction
We aim to secure the future of [enter-your-company-name-here] by operating:
•	profitably and ethically
•	by guarding the interests of our clients and customers

We should be conscious of the impact of our actions at all times. We must understand the need to observe, and be seen to observe, the laws as they apply to our business and people who use our services.
Everyone is responsible for ensuring that the professional and ethical standards that are outlined in this document are maintained. Furthermore, it is vital that all employees are conscious of the fact that departure from these standards, or non-observance of company procedures, will have an adverse impact on our ability to maintain the confidence of our clients and customers. 
In fact, non-observance of these principles may result in dismissal of an individual or individuals.

Confidentiality
All discussions, transfers of information etc, within [enter-your-company-name-here] are highly confidential. Under no circumstances should any employee allow privileged business information to be accessed by outside parties.
The information, both written and verbal provided to us by our clients and customers is the exclusive property of our clients and customers.
Any breach of confidentiality on behalf of the company or its clients and customers will result in dismissal and no warnings will be given.

Legislation – Federal and State
Our industry is regulated by several acts of Parliament, both Federal and State.

At present your position is directly affected by the provisions of the following Acts, Regulations and Guidelines:
•	[LIST ALL RELEVANT LEGISLATION EG PRIVACY, CORPORATIONS, POSSIBLY FINANCIAL REGULATIONS ETC]
•	All employees must familiarize themselves with these Acts and Industry Standards, copies of which are available in our offices. The provisions of these Acts should be strictly adhered to at all times.

Telephone requests for employee personal contact details
No personal details of other employees; such as home telephone numbers may be given.  In the case of an emergency, refer to your Supervisor.

Computers
If you have access to a computer, you are responsible for the security of computer data within your area of our business.  Computer software or hardware shall not be taken from the company premises.
You are not permitted to install any software, including games, on company owned personal computers or notebooks.
Computers are not to be used for downloading pornographic or any other material that could be considered offensive or distasteful.
In addition, the electronic mail system is not to be used to send offensive, insulting or hurtful material.
Any breach of these requirements may result in dismissal.

Incoming Phone Calls
If you are required to answer the office telephone; on all occasions when you are required to do so, please answer all incoming calls in a courteous and pleasant tone.

Petty Cash
Petty Cash is not a personal loan facility.
Petty Cash is controlled by the <WHO?> and can be accessed by authorised employees only.

Reliability and Punctuality
We all rely on each other and lateness causes inefficiency in all areas. If you are delayed, please let other parties know as soon as possible.
Repeated lateness will be examined during the review process and may affect your ongoing promotion or employment.

Outside Employment Policy
When an person accepts employment with [enter-your-company-name-here], such employment carries with it the obligation to devote full attention and best effort to the job.  The company has no desire to interfere with outside interests or activities, which clearly do not affect job performance, or do not in any way conflict with the company's best interest.  It is the employee's responsibility however, to advise their supervisor of any outside employment, if there is the possibility of a conflict of interest. 

A conflict of interest may include;
•	working for a competitor
•	working long hours
•	using the resources of the company for non-company activities
•	being unable to attend to work for [enter-your-company-name-here] due to other activities during business hours

Failure to advise of any such outside employment may result in dismissal.

Company property
Upon resignation, redundancy or dismissal, company property must be returned. 
Every effort shall be made to protect, service and maintain company property. Any damage to or loss of company property shall be reported to management.
No company property or cash shall be loaned to employees without the express permission of a senior manager.

Intellectual Property
All systems, designs, know-how, drawings and documents are the property of the business.

Keys for premises
•	Employees are issued with keys at the discretion of management 
•	Keys must not be loaned to unauthorized employees 
•	Lost keys must be reported immediately.  Failure to do so will put our security at risk.
•	Keys must not be copied under any circumstances. 

Company owned motor vehicle policy

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Vehicle usage
For certain positions, employees are supplied with a fully maintained motor vehicle.
Management must be notified of any changes to the status of an employee’s driver’s licence.

Additional drivers
Company employees who meet the requirements for age, driving history, licence etc, may drive the motor vehicle with the permission of the person assigned to that vehicle and manager as appropriate. Additional drivers must complete the vehicle log book and record the date and times that the vehicle was under their control. 
Any damage or problems with the vehicle must also be recorded in the log book before the vehicle is returned to the assigned driver.

Vehicle maintenance
Vehicle maintenance will be carried out only by the vehicle dealer or by an authorised service repairer.  Management must be notified prior to the commencement of any work. Receipts for any motor vehicle related purchase must be handed to management at the end of each month. 
Cleaning of the company owned motor vehicle is the responsibility of the person assigned to that vehicle.

Fuelling
Purchasing of fuel for a company owned motor vehicle is the responsibility of the person assigned to that vehicle or the driver, as appropriate.

Receipts
Receipts for vehicle expenses are to be given to [WHO].
Receipts must show the GST component.

Accidents or damage
Accidents and damage to vehicles must be reported to management immediately.
Management together with the assigned driver will complete all necessary reports and claims.

Communication of policies and procedures

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Employee Manual, Operations Manual
These are made available to all employees, and remain the property of the company.  During induction training, we will refer to relevant procedures and forms contained in these manuals.  Employees are free to access and read them at any time.  
The quality of our services depends on our employees following our business requirements.  These Manuals and instructions are not to be removed from business premises. 
When employees have read the Employee Manual, discussed its contents with their supervisor and understood its contents, they are required to sign an acknowledgment form.

Document control
Our procedures, master forms, letter templates, etc., are “controlled documents”, and can only be changed by management. This is to ensure that all employees are working from the same, current versions. 
If employees can suggest a change or improvement, they should contact their manager to discuss the change. Do not make any changes without authority.

Staff meetings
Meetings are held as required. All employees are required to attend. 

Keeping us informed
To assist us in developing and maintaining good communications, please keep us informed of changes in address, phone number and other details. 

Staff Health and Safety Policy

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Our responsibilities
All employees, clients and customers, visitors and contractors have a responsibility for safety, health and welfare. It should be understood that any non-compliance with the company' safety policy may result in disciplinary action.

Our objectives
•	To establish a safe and healthy environment in all areas of operation 
•	To establish and maintain safe working procedures among employees, clients and customers. 
•	To create awareness, involvement and participation so as to develop safety consciousness and self-responsibility. 

Facilitation
To facilitate the above, the company seeks to:
•	involve all employees in the establishment and compliance with good safety practice
•	train all employees, so that safe working methods will be followed
•	review the OHS policy annually 
•	endeavour to eliminate hazards and ensure the reporting of hazards. If hazards occur; to investigate any reports of unsafe practices or conditions
•	make adequate provision for fire prevention, fire fighting and evacuation procedures in consultation  with the Fire Services (including servicing of fire extinguishers) and with property owners and managers, as appropriate. 
•	endeavour at all times to comply with safety legislation. 
•	give special consideration to visitors who may be unfamiliar with the site. 

Responsibilities
Management:
•	has overall responsibility for workplace health and safety and will direct personnel to cease work if they fail to meet their obligations for working safely
•	will instigate an annual review of OH&S including a review of policies and plans

Management is responsible for monitoring Workplace Health and Safety requirements and will:
•	carry out risk assessments whenever new tasks are introduced; new equipment is purchased or a hazard has become apparent
•	ensure that personnel are kept informed of any new developments or requirements in health and safety
•	organise induction training for new staff
•	organise training whenever new equipment or procedures are introduced, or when a hazard becomes apparent
•	organise ongoing training in safe work procedures and ensure staff are trained in emergency procedures
•	act as a focal point for day to day reference on OH&S, giving advice or indicating sources of advice
•	carry out regular safety audits
•	liaise with [..enter your insurance authority or Division of Workplace Health and Safety, and Emergency Services}, where appropriate 
•	ensure that clear instructions and warnings are given to people under their supervision 
•	encourage safety participation and hazard reporting by personnel under their supervision
•	ensure personnel under their supervision meet their obligations regarding safety

Employees will:
•	report to management on issues affecting safety 
•	ensure equipment is checked before use
•	work in a manner that does not jeopardise the safety of themselves or others
•	ensure that the health and safety of visitors is not put at risk
•	follow safe working procedures
•	ensure that they do not interfere with or misuse anything provided for workplace health and safety

Stress at work
Management recognises that undue stress may have a negative effect on individuals and on the service provided.  Stress in the workplace should be minimised for both human welfare and operational reasons.  
Some stress factors may be beyond the control of the company but it accepts the responsibility to recognise and alleviate avoidable stress in the workplace.
To do this, the company will endeavour to ensure that systems and practices are designed and operated in a manner that minimises the risk of stress to employees.  The company will conduct risk assessment in order to prevent stress whenever possible.  

Management is responsible for the provision of working environments and practices that are designed to minimise stress, in particular:
•	the promotion of a supportive culture
•	providing staff training in stress management 
•	providing an external counselling service for employees when appropriate
•	raising awareness of the nature of stress and information on coping strategies

Alcohol
The consumption of alcohol on company premises is permitted only at official functions and only with the approval of management.

The company's policy objectives on alcohol are;
•	To promote the sensible use of alcohol. 
•	To encourage people with a problem to seek help at an early stage.

Other considerations
•	Drinking alcohol can affect work performance. 
•	The smell of alcohol on the breath can be offensive to others and can give a bad impression.
•	Employees must not drink alcohol when on duty. 
•	Employees who are off duty must recognise that it takes time for alcohol to be cleared from the body, and that they need to be fit for their next spell of duty. 
•	Employees have a professional responsibility to ensure that alcohol does not affect their ability to do their job.

Smoking
There is overwhelming evidence of the dangers of passive smoking to our health.  In order to ensure a safe and healthy workplace, [enter-your-company-name-here] have adopted a “non-smoking policy” for all employees. 
•	Smoking is not allowed inside any company building, in company vehicles or in the presence of customers.  
•	Smokers may only smoke during rostered breaks.

Other Drugs
The use or consumption of drugs of abuse is not permitted.
Persons affected by them are not allowed at the workplace.
This may also apply to prescription drugs where there is a warning from the manufacturer, pharmacist or doctor about using the drug when driving. If you are taking prescription drugs that may affect your mental or physical faculties, please check with your supervisor.

Emergencies, Accidents & Threats

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Accident procedure
•	DO NOT PANIC
•	Send for the First Aid Officer, OR call “000” - Make sure medical help is on the way.
•	Assess the danger to yourself and others; do not rush in if another life is threatened.
•	DO NOT move the injured person unless a life-threatening situation exists.  Look for a response - Check circulation and pulse - if conscious, reassure the injured person.
•	Ensure their airway passage is clear and if necessary, administer mouth-to-mouth resuscitation and send urgently for help if you are unable to do emergency first aid.
•	Reassure the injured person and make them comfortable while help arrives.
•	Follow this procedure if you are trained in first aid:
D	Look for Danger	
R	Check for Response (conscious?)	
A	Clear Airway	
B	Check breathing	
C	Check for Circulation	

•	If You Are Not Trained In First Aid:   
o	Reassure
o	Get help quickly

•	Report all injuries, illness and adverse health and safety occurrences to your supervisor as soon as possible. 

Emergency evacuation
•	DON'T PANIC.
•	Exit the premises by the route practiced in the fire and emergency evacuation drills.
•	Assemble at the designated evacuation assembly area so as you can be accounted for.

Damage to property or equipment
Report any damage to your supervisor so that other workers will not be injured, particularly when they try to operate damaged equipment.

Fire
•	Prompt action by you can save lives and property
•	Preventing fires is the first and best course of action
•	Always report faulty electrical switches or exposed wiring
•	Do not block electrical motors in electrical equipment
•	Do not use faulty electrical appliances
•	Be alert for cigarette butts dropped into flammable materials; especially pot plants and waste bins
•	Know the quickest and safest exit route and where any fire fighting equipment is located

Burglary
If you suspect a burglary:
•	[IMMEDIATE ACTION EG DIAL 99 ON SECURITY PAD]
•	Do not touch anything – do not add your fingerprints
•	Call your supervisor or Management
•	Do not go into dark areas or closed rooms; the offender may still be on the premises.  If you are at all concerned, leave the premises immediately and wait for help to arrive.

Hold-ups
In the case of hold ups:
•	Do not be a hero. Protect yourself at all costs
•	Do not argue with the offender. Give them what they ask for
•	Try to remember points about them without being obvious about doing so:
o	Gender
o	Height
o	Weight
o	Colouring
o	Accent
o	Features
o	Odors
•	Do not make too much eye contact as this may cause antagonism
•	Move calmly and slowly when requested.

Bomb threats
Regardless of our industry or location, bomb threats may be experienced.  A bomb threat may take one of the following forms:
•	Written threat such as a Facsimile, hand or typewritten note
•	Oral threat over the telephone, face to face, electronic recording or relayed verbal message
•	By mail as a letter or suspicious article.

If the threat is written:
•	Place the document into a transparent folder or envelope to preserve its condition and prevent contamination
•	Restrict access to the document as it is physical evidence and will be surrendered to the police

If the threat is received by telephone:
•	Remain calm and attempt to extract as much information as possible
•	Do not hang up as it may be possible to trace the call
•	Write down as much information as possible regarding the details of the bomb
•	Try to find out:
o	Where is the bomb?
o	What time will it go off?
o	What does it look like?
o	What kind of bomb is it?
o	Why are you doing this?
•	Try to attract the attention of another person to listen in; it may assist with critical information later
•	Try to assess:
o	The caller – gender
o	Speech – educated, rambling, rational, accented, impediments
o	Distractions to the caller – public or private phone?
o	Background noises?

Suspicious articles
If you find a suspicious article:
•	Do not touch it
•	Clear people from the surrounding area
•	Secure the area
•	Inform your manager or supervisor
•	Inform police

Threats
•	Take threats seriously until they are proven otherwise
•	If a threat is received, evacuate the area until advice is received from emergency response personnel that it is safe to return.

Attitude to safety in the workplace

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3 points to remember:
•	Most incidents can be avoided; be aware of conditions around you.  If you see that something is wrong, fix it or report it.
•	Do not have the attitude that health and safety is someone else’s problem.  
•	You have a legal obligation to work safely; breaches can result in heavy fines for you and the company 

Stick to the rules
•	Be aware of your obligations under the legislation
•	Be aware of company rules and regulations
•	Co-operate with directions to maintain and improve safe conditions

Know your way around
•	Become familiar with the workplace in all respects, so that you know where to go and who to turn to in an emergency.
•	Locate all exit points.
•	Know who is responsible for Health and Safety and First Aid.
•	Locate First Aid stations.
•	Know the evacuation procedures.
•	Find out where the fire fighting equipment is and how to use it.
•	Locate communication points such as phones and intercoms, etc.

Share what you know
Tactfully alert a fellow worker if he/she is engaged in unsafe practices.

Housekeeping - Amenities
•	A clean workplace is a safer workplace and you have a personal responsibility to clean up after yourself.
•	Keep amenities clean; such as showers, change rooms, fridges, urns, microwaves, jugs, appliances, sink and bench tops and meal rooms.
•	Put rubbish, scraps, waste etc. in bins.
•	Put perishable foodstuffs in the refrigerator.
•	Replace lids and caps on containers.
•	Wipe up spills

Keep your eyes open
•	Be alert to potential hazards and risks; if you observe any then do something about them.
•	Report potentially dangerous situations or practices to management.
•	Remove, cover, signpost or barricade hazards whenever practical.

Office Workplace Safety

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If you detect a safety issue:
•	discuss the issue with your supervisor or manager
•	together with your supervisor or manager, identify the source or the nature of the hazard
•	management will then act to eliminate or minimise the hazard.

Postures and Positions 
Adopt a ‘low stress’ posture.  To do this:
•	Do not overload any part of the body (neck, lower back, etc) 
•	Ensure that your posture is comfortable
•	Use a chair that suits the person and the task
•	Ensure that desks used for reading and writing are just above elbow height.  Alternatively, use a desk top slope board, to promote better neck and back posture, and use of the back rest
•	Ensure that the computer keyboard is at elbow height
•	Ensure that desks or benches, used for collating and stapling, are just above elbow height.
•	Ensure that staff are trained in the correct use of equipment and furniture.
•	Ensure that adequate space is provided for activities such as collating, which usually requires a larger space than writing
•	Ensure that related work tasks are located near to each other.
•	To maintain a low stress posture, avoid:
o	Holding the body in one position for a long periods
o	Tilting the body or head for an extended period
o	Placing strain on joints
o	Holding loads in static positions
o	Repetitive movements.

Individual Working Techniques 
People vary in the amount and type of work that they are able to perform.  To allow for these differences, the employee should be able to:
•	shift or move around to avoid physical strain
•	vary tasks being done to relieve mental stress
•	make some decisions with respect to varying activities according to personal needs, work habits and the circumstances in the workplace
•	talk and be with other employees; productive work is still possible when employees can pass comments to each other
•	Take rest breaks; these do not have to be breaks from productive work.  A change of task for a few minutes is a very effective rest break for the body.  Check, however, that the ‘different’ task really is different for the parts of the body that are under stress.

Housekeeping
To ensure a safe work environment, regular maintenance is essential. These include:
•	Maintaining floors, furnishings and equipment in good condition.
•	Keeping aisles, exits and stairs free of clutter, clearly marked and well lit.
•	Controlling minor spills and responding quickly when they occur.
•	Use of non-slippery cleaning agents for floors and use signs to warn of slippery areas and restricted access. 
•	Correct installation and regular maintenance programs for equipment such as photocopiers.
•	Ensuring adequate, safe and appropriate storage areas.
•	Handling and disposal of waste, such as unwanted scrap paper.
•	Ensuring that the workplace is clean, hygienic and free of vermin.
•	Flexible leads, either electrical or telephone, should not be placed across traffic areas.  If such leads cannot be moved, a special cover strap anchored to the floor should be used, or the lead should be supported from a structural ceiling member.

Computing
Ensure:
•	Keyboards are just above elbow height
•	Keyboards are 60-70mm from the edge of the bench
•	Documents are placed in a level position, either beside the screen or directly below the screen
•	The top of the screen is at eye level and screen luminance and contrast is adjusted to prevent eye strain
•	Screens are positioned so glare from windows, etc does not cause discomfort and reflections on screen are minimised
•	Laptop or notebook computers are plugged into a regular screen and keyboard when used for a prolonged period
•	The mouse is located so the elbow can be held close to the side of the body and shoulders are relaxed and comfortable
•	Tasks are varied to avoid prolonged keyboarding.

Storage
Ensure:
•	Requirements for storage are regularly assessed
•	Space for storage allows for the use of manual handling equipment such as trolleys
•	Storage space allows for personnel to adopt an upright, forward facing posture
•	Storage facilities are provided according to the needs of personnel
•	Storage facilities are easily accessed
•	Cabinets above eye level are not used as storage space
•	Materials are not stacked excessively on low cabinets
•	Personnel are instructed to have only one drawer open on filing cabinets at any one time
•	Filing cabinets do not open onto walk ways
•	Shelves, etc are firmly fixed, braced and adequate for the intended load
•	Heavy or awkward objects are stored no lower than waist height
•	Trolleys and stepladders are provided, where necessary.
•	Ensure all areas are neat, tidy and well organised, with no articles stored in corridors or in front of shelves.

Lifting and Moving Materials 
DO NOT lift any object that you feel may be too heavy and avoid prolonged lifting and carrying of any heavy load.
•	Be aware that repeated lifting of, even moderately, heavy loads can injure muscles, joints and ligaments over a period of time.
•	Use a trolley to carry heavy loads, whenever possible.
•	Avoid over-reaching in order to pick up a load.
•	Plan your movements and ensure that the path and storage area is clear and free from obstructions.
•	Assess the weight, size and shape of the load before lifting it.  Small, compact loads may be easier to handle than bulky loads of the same weight.
•	Use team lifting.  An individual making a single lift is restricted to no more than 20 kg.
•	Wherever possible, lifting operations should be conducted between mid-thigh and shoulder height - loads over 10 kg should not be stored above waist height.

Making the lift:
•	assess the load for size and weight
•	position yourself close to the load and balance the body
•	spread your feet for balance and relax your knees
•	get a firm palm grip
•	bend your knees slightly 
•	bend forward at a 45° angle, let your back bend slightly if it wants to and drop your chin to your chest
•	Raise your head and straighten your legs
•	let your leg and buttock muscles do the work
•	lift smoothly without jerking or twisting
•	turn your feet in the direction you wish to go before you start to walk; do not twist your body first.

Carton and Crate Handling
Try to vary tasks in order to allow various postures.
•	Avoid double or multiple handling by placing incoming cartons on a trolley, mark and place straight onto shelves.
•	Store heavy cartons and articles between mid-thigh and waist heights, with only small and light articles above shoulder height.
•	Crates or containers should have easy-to-grip handles.  For large cartons, strapping can assist grip as do gloves with rubber grip pads.
•	Use steps and platforms.
•	Keep space in front of display stands clear, to enable heavy items to be lifted close to the body.

Repeated Bending or Twisting
•	Ensure the work level is at or about waist height.
•	Avoid the lowering of objects that must be lifted later.
•	Keep equipment and materials within easy reach without the need to bend or twist.
•	Adopt a balanced position when using office hand tools such as staplers; do not over reach.

Standing for a Long Time
•	Vary tasks as much as possible.  Alternate between standing, sitting and moving.
•	Make sure your footwear is comfortable.
•	Use a seat at an appropriate height, where possible.

Copying Equipment
Ensure that:
•	limits are set on the amount of time that any employee operates the photocopier, to minimise exposure to ozone
•	copiers that are used extensively are located away from work stations
•	personnel are instructed to follow the manufacturer’s recommendations for the handling of toner
•	the effects of light, noise and heat from photocopiers have been considered and addressed where necessary
•	photocopiers are regularly maintained and records are kept.

Conservation/Recycling
Ensure that:
•	procedures are in place for recycling paper and any other recyclable materials
•	recycled products are used where possible.

Security policy

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Policy
•	Clients, contractors and other visitors must be accompanied at all times whilst on company premises.
•	Corridors, aisles, walk ways and forklift access areas must be kept clean and clear of obstructions.
•	Sensitive files must not be left on desks etc.; they shall be locked in a filing cabinet after use.
•	Computer files must be closed when PC is unattended.

[WHO] will prepare and instruct staff on:
•	procedures for locking the office at the end of the day
•	policies and procedures for after-hours access
•	procedures for after-hours security.

Lone worker policy

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During normal working hours:
•	Notify your Supervisor of the activity and your location if you are to perform a task alone.
•	Do not engage in potentially dangerous work out of the sight of other workers or supervisors.
•	Do not enter a confined space without the authorisation and knowledge of a supervisor and without safety procedures (including obtaining appropriate permits) being followed.

After-hours work:
•	Any work that is to be done outside of normal working hours must be authorised by management.
•	Female staff shall NOT to work alone or unaccompanied unless appropriate security is in place.
•	It is preferable that a minimum of two (2) staff are in attendance during after-hours work.
•	If you have been authorised to work outside of normal working hours you must ensure that all security requirements, including the “call in” routine and the locking of the premises, are followed.

Non Compete Agreement For Employee

NON-COMPETE AGREEMENT FOR EMPLOYEE

This Employee Non-Compete Agreement (the "Agreement") is made and effective this [DATE],

Between	And	
[EMPLOYEE NAME]	[YOUR COMPANY NAME]	
[Address]	[Address]	
[Date]	[date]	
		
1)	COVENANT NOT TO COMPETE
For good consideration and as an inducement for Company to employ Employee, if such employment is terminated for any cause, employee shall not, for a period of [TIME PERIOD] years after leaving the employment, engage directly or indirectly, either personally or as an employee, associate partner, partner, manager, agent, or otherwise, or by means of any corporate or other device, in the [TYPE OF ENTERPRISE] business within [GEOGRAPHICAL AREA] [if appropriate, add: nor shall employee for such period and in such localities solicit orders, directly or indirectly, from any customers of Company, or from any customers of its successor, for such products as are sold by Company or its successor, either for (himself or herself) or as an employee of any person, firm, or corporation].

2)	DEFINITION OF THE TERMS
The term "not compete" as used herein shall mean that the Employee shall not own, manage, operate, consult or to be employed in a business substantially similar to, or competitive with, the present business of the Company or such other business activity in which the Company may substantially engage during the term of employment.
Competition means owning or working for a business of the following type: [SPECIFY TYPE OF BUSINESS EMPLOYEE MAY NOT ENGAGE IN].

3)	TRADE SECRETS
The Employee acknowledges that the Company shall or may in reliance of this agreement provide Employee access to trade secrets, customers and other confidential data and good will. Employee agrees to retain said information as confidential and not to use said information on his or her won behalf or disclose same to any third party.
The Employee will take necessary actions to keep the Company's business secrets, including but not limited to customer, supplier, logistical, financial, research and development information, confidential and not to disclose the Company's business secrets to any third party during and after the term of the Employee's employment.

4)	SPECIFIC ACCOUNT NON-COMPETITION CLAUSE
On the termination of the Employee's employment with the Company for any reason, the Employee will not solicit any customer of the Company that was a customer of the Company during the course of the Employee's employment with the Company, whether or not still a customer of the Company and whether or not knowledge of the customer is considered confidential information, or in any way aid and assist any other person to solicit any such customer for a period of [TIME PERIOD] from the date of termination of the Employee's employment.

5)	INDEMNIFICATION
Employee agrees to pay liquidated damages in the amount of [DOLLAR AMOUNT] for any violation of the covenant not to compete contained in this Agreement.

6)	BINDING AGREEMENT
If any part of these promises is void for any reason, the undersigned accepts that it may be severed without affecting the validity or enforce ability of the balance of the promises.
This non-compete agreement shall extend only for [GEOGRAPHICAL AREA] and shall be in full force and effect for [NUMBER] years, commencing with the date of employment termination. 
This agreement shall be binding upon and inure to the benefit of the parties, their successors, assigns, and personal representatives.

IN WITNESS WHEREOF, each party to this agreement has caused it to be executed at [PLACE OF EXECUTION] on the date indicated below.

Company	Employee	
		
Signature	Signature	
		
Name and title	Name and title	
		
Date	Date	

Acknowledgement by employee

I hereby acknowledge that I have received a copy of the [enter-your-company-name-here] Employee Manual.
I have read this Manual and am now familiar with its contents and agree to abide by all of the conditions of employment outlined therein.

Acknowledge	
EMPLOYEE’S NAME:		
POSITION:		
SIGNATURE:		
Date:		

NOTE:  This form is to be completed and returned to management. 
Upon leaving the employment of the company, you are required to return this all manuals to management.

EMPLOYEE SAFETY MANUAL - Table of Contents

"EMPLOYEE SAFETY MANUAL" - Table of Contents

•	HUMAN RESOURCES
o	EMPLOYEE SAFETY MANUAL
•	Working Safer
•	Assuring Workplace Safety
•	Risk Management
•	Hazards and Hazardous Environments
•	Manual Handling
•	Explosive Power Tools and Other Plant
•	Other Workplace Hazards

Working Safer

Introduction
Construction site hazards are numerous and complacency towards these hazards is a leading factor in most workplace accidents.  Sub-Contractors and Workers need to be reminded that safety should never be taken for granted.

Occupational Health and Safety (OH&S) Compliance
[enter-your-company-name-here] has a responsibility to ensure that all operate under the banner of the company, do so having met the minimum requirements necessary to operate machinery and equipment and comply with all legislative and regulatory requirements.  
The company reserves the right to audit compliance and require Sub-Contractors to provide proof of compliance from time to time.  

General Safety Induction
The aim of this document is to inform Sub-Contractors and workers about the hazards that exist within the construction industry.  By undertaking induction training, ultimately Sub-Contractors and workers will know more about their workplace and the hazards inherent to construction work.  
Workplace health and safety legislation insist that workers undertake general induction training.  It also requires workers to undertake site-specific training.  Site-specific induction training is designed to inform the worker of the hazards that exist on a particular construction site.

Definitions
The following sections are extracted from the Workplace Health and Safety Act 1995

What is a “workplace”?
A “workplace” is any place where work is, is to be, or is likely to be, performed by a worker, self-employed person or employer.

Example:
•	A construction workplace.
•	A vessel used for teaching (for example, scuba dive class)
•	A vehicle supplied by an employer for use by a worker in the performance of work.
•	A place may be a “workplace” even though it does not have to be registered or notified as a workplace under a regulation.

Who is an “employer”?
An “employer” is a person who, in the course of the person’s business or undertaking, engages someone else to do work, including volunteers, other than under a contract for services, for or at the direction of the person.

Who is a “worker” and who is not?
A person is a “worker” if the person does work, other than under a contract for services, for or at the direction of an employer:

Example:
•	A subcontractor works under a contract for service and is not a worker for this Act.
•	A person may be a “worker” even though the person is not paid for work done by the person.

Who is a “self-employed person”?
A “self-employed person” is a person who –
•	performs work for gain or reward; and
•	is not an employer or worker.

Who is the “principal contractor”?
The “principal contractor” for a construction workplace (other than a construction workplace for domestic premises) is -
•	the person appointed as principal contractor by the owner of the workplace; or
•	if no principal contractor is appointed – the owner of the workplace.

The “principal contractor” for a construction workplace for domestic premises is the person in control of building or demolition work at the workplace.

What is a “construction workplace”?
•	A “construction workplace” is a workplace where building work and civil construction work (over $80,000) or demolition work (“construction work”) is done.
•	A workplace becomes a construction workplace from the beginning of the day when construction work starts at the workplace.
•	A workplace stops being a construction workplace when the construction work at the workplace is finished and possession of the workplace is returned to the owner of the workplace.

When is a worker at work?
A worker is at work only if the worker is at the worker’s workplace or at another workplace at the worker’s employer’s direction.

What is consultation?
Consultation is about fostering cooperation and developing partnerships between government, employers and workers to ensure workplace health and safety.

Consultation is an important strategy in achieving workplace health and safety and happens in 2 ways
•	at an industry level through establishing the workplace health and safety board and industry sector standing committees; and
•	at the workplace level through the election by workers of workplace health and safety representatives and establishing workplace health and safety committees.

Assuring Workplace Safety

Assuring workplace health and safety
Workplace health and safety is assured when persons are free from death, injury or illness caused by any workplace, workplace activities or specified high risk plant. 
Workplace health and safety is assured when persons are free from risk of death, injury or illness created by any workplace, workplace activities or specified high risk plant.

Workplace health and safety can generally be managed by;
•	identifying hazards
•	assessing risks that may result because of the hazards
•	deciding upon control measures to prevent, or minimize the level of, the risks
•	implementing control measures
•	monitoring and reviewing the effectiveness of the measures

Health and Safety
Our policy is to provide a controlled work environment that protects the health, safety and welfare of all employees, sub-contractors and other persons in all our workplaces.
The company accepts its responsibility as an employer, to train and assist all employees in safe work practices, and seeks the full support and co-operation of all employees and sub-contractors in this endeavour.

Our commitment:
•	Management will meet its obligations to the Act, Regulations, Codes and Standards, by identifying all issues appropriate to the management of health and safety in all our workplaces.
•	Employees are committed to implementing and monitoring good health and safety practices in their specific areas of operation. 
•	All employees have a personal responsibility to their employer, their fellow workers, themselves and the general public to adopt and maintain appropriate health and safety standards in all their work activities.
•	At all times, the company maintains health and safety as a priority and will not knowingly demand or expect any person to participate in any activities that are likely to be detrimental to their health or safety.

3 points to remember:
•	Most incidents can be avoided; be aware of conditions around you.  If you see that something is wrong, fix it or report it.
•	Do not have the attitude that health and safety is someone else’s problem.  
•	You have a legal obligation to work safely; breaches can result in heavy fines for you and the company 

Stick to the Rules
•	Be aware of your obligations under the legislation
•	Be aware of company rules and regulations
•	Co-operate with directions to maintain and improve safe conditions

Know Your Way Around
•	Become familiar with the workplace in all respects, so that you know where to go and who to turn to in an emergency.
•	Locate all exit points.
•	Know who is responsible for Health and Safety and First Aid.
•	Locate First Aid stations.
•	Know the evacuation procedures.
•	Find out where the fire fighting equipment is and how to use it.
•	Locate communication points such as phones and intercoms, etc.

Share What you Know
Tactfully alert a fellow worker if he/she is engaged in unsafe practices.

Housekeeping - Amenities
•	A clean workplace is a safer workplace and you have a personal responsibility to clean up after yourself.
•	Keep amenities clean; such as showers, change rooms, fridges, urns, microwaves, jugs, appliances, sink and bench tops and meal rooms.
•	Put rubbish, scraps, waste etc. in bins.
•	Put perishable foodstuffs in the refrigerator.
•	Replace lids and caps on containers.
•	Wipe up spills

Keep your Eyes Open
•	Be alert to potential hazards and risks; if you observe any then do something about them.
•	Report potentially dangerous situations or practices to management.
•	Remove, cover, signpost or barricade hazards whenever practical.

Legislation

[e.g. Workplace Health and Safety Act]
The Workplace Health and Safety Act, places responsibilities on every person at a workplace.  Employers, employees, principle contractors, designers, manufacturers, suppliers and importers have clearly stated responsibilities.

Administration of the Act
•	The Minister for Industrial Relations is responsible for the administration of the Act.
•	The legislation is administered by the Department of Training and Industrial Relations.

Scope of the Act
The Act applies to all persons:
•	who may in any way affect the health and safety of others or
•	whose health and safety may be affected in any way by workplaces, work at workplaces, workplace operations, and specified high risk plant.

Purpose of the Act
The Workplace Health and Safety Act:
•	improves industry and workplace level consultative arrangements
•	clarifies the obligations imposed on persons under the legislation
•	explains how persons can fulfil their obligations by using Regulations.

Objective of the Legislation
The overall objective of the Act is to provide freedom from the risk of disease or injury at any workplace, workplace operations or high risk plant.

This objective is to be achieved through:
•	The establishment of a workplace health and safety board and various industry committees to advise the minister.  These are known as “industry consultative arrangements.”
•	Provision for the election of workplace health and safety representatives and the establishment of workplace health and safety committees.  These “workplace consultative arrangements” will foster consultations between workers and employers.
•	The appointment of workplace health and safety officers.
•	The provision of workplace health and safety regulations that must be complied with.
•	The provision of standards which give practical advice on ways to identify and manage exposure to risk in the workplace.  These standards will be set by the minister.
•	The promotion of community awareness of workplace health and safety.
•	Imposing obligations on persons whose actions or omissions may affect the health and safety of others at a workplace.
•	Provision for the appointment of inspectors and enforcement procedures.

Workplace Health and Safety regulations
A regulation is legislation made by the minister to deal with matters of an administrative nature; or prohibit exposure to risk; or prescribe ways to prevent or minimise exposure to risk.  Where a regulation defines the way to do the work it must be followed.

Advisory standards and Industry Codes of Practice
Advisory Standards state ways to manage exposure to risk common to industry, whilst Industry Codes of Practice state ways to manage exposure to risks identified by a part of industry.

Obligations
Principal Contractors
The principal contractors must ensure all work at the workplace is carried out in a manner that ensures workplace health and safety, helps employers and self-employed persons to fulfil their workplace health and safety obligations, ensures plant and substances provided for general use are safe and without risk of illness or injury to persons at the workplace, ensures hazards that no other person has obligations for are controlled and ensures workplace activities do not risk the health and safety of members of the public at, or near the workplace.
If a Principal Contractor believes an employer or a self-employed person at the workplace is not meeting their WH&S obligations, the Principal Contractor must direct this person to do so.  If the person fails to comply, the Principal Contractor must direct all work to stop until the employer or self-employed persons agrees to fulfil their obligations.

Employers
The employers must ensure the workplace health and safety of each of their workers and themselves and to ensure others (visitors, salespersons, pedestrians) who may be affected by the way they conduct their business and work activities are not exposed to risks.

Self-Employed persons
The self-employed must ensure the workplace health and safety of themselves and others are not adversely affected by the way they conduct their business and work activities are not exposed to risks.

Persons in control of workplaces
Ensure the risk of injury or illness from a workplace is minimised for persons coming onto the workplace.
Ensure the risk of injury or illness from any plant or substance provided by the person for the performance of work by someone other than the person’s workers is minimised when used properly.
Ensure there is appropriate, safe access to and from the workplace for persons other than the person’s workers.

Workers and Other Persons
Workers and other person on site must follow the instructions of an Employer or Principle Contractor regarding the workplace health and safety of themselves and others.  Workers are required to use personal protective equipment if provided by their employer and they are properly instructed in its use.  Among their obligations they are required:
•	Not to wilfully or recklessly interfere with or misuse anything provided for workplace health and safety
•	Not to wilfully or put at risk the workplace health and safety of any person or
•	Not to wilfully injure themselves

Penalties & Offences
Improvement Notice
An Improvement Notice is the most common form of action taken by the Division of Workplace Health and Safety.  This requires a person who has a legal obligation (an employer or an employee) to rectify a breach of the law within a specified time period.  
An Improvement Notice is written, and must state what is wrong, what must be done to fix it, and a date by which the changes must be made.  It is an offence not to comply with an Improvement Notice.

Prohibition Notice
A Prohibition Notice immediately stops the circumstances which have given rise to the immediate risk to health and safety.  The notice must state, what is causing the risk, the relevant part of the legislation, and under what circumstances the notice will be lifted.

Common Law Liability
The Common Law is the law built up and developed through the courts over the years into rules and principles.
Common Law actions generally depend on fault on someone’s part and damages are the usual remedy.  Damages can be extensive.
The concern is with liability in the field of TORT – simply described as a civil wrong (as opposed to a criminal offence) and negligence with the most important example.

In legal terms “negligence” relies on three features:
•	A duty of care owed to the Plaintiff;
•	A breach of that duty by the Defendant; and
•	Damage to the Plaintiff resulting from that breach.

The standard of care adopted is that of the “reasonable man of ordinary prudence”.

There are three main areas where the Employer can be held liable for injuries or damage suffered by an employee:
•	Vicarious liability of the Employer;
•	Personal liability of the Employer; and
•	Breach of Statutory Duty.

Vicarious Liability
The Employer is held responsible for the negligent actions of his employees in the course of their employment.
A negligent employee may theoretically be sued himself, but in reality it is the employer who is sued.  The employer may however have his redress by disciplining the employee through demotion, sacking, etc. or even demanding contribution.

Personal Liability
In the previous case the employer is held liable for the negligence of another.  However, the employer himself owes certain duties to his employees and he will be liable for any breach of those duties which results in injury to another employee.

There are four basic duties of an employer:
•	To provide and maintain competent staff;
•	To provide and maintain a safe place of work;
•	To provide and maintain safe plant and appliances; and
•	To provide and maintain a safe system of work (A system means generally the way things are done).

Breach of Statutory Duty
This refers to the other body of law – the various Acts of Parliament eg. Coal Mining Act, Radioactive Substances Act, Workplace Health and Safety Act, etc.
The Acts contain provisions designed for the safety of certain persons and commonly prescribe specific precautions to be taken.

Breach of this law has different effects from the last two heads of liability.
•	It gives rise to penalties; as an offence against the Act.
•	It gives rise to civil action for damages for any injuries caused.

Workplace Health and Safety Officers
A workplace health and safety officer in a workplace is there to monitor the safety management system.

A workplace health and safety officer has the following functions
•	Inform the employer or the Principal Contractor about the overall state of health and safety at the workplace;
•	conduct inspections at the workplace to identify any hazards and unsafe or unsatisfactory workplace health and safety conditions and practices;
•	report to the employer or principal contractor any hazard or unsafe or unsatisfactory workplace health and safety practice identified during inspections;
•	establish appropriate educational programs in workplace health and safety;
•	investigate, or assist the investigation of, all work injuries, work caused illnesses and dangerous events at the workplace;
•	help inspectors in the performance of the inspector’s duties;
•	if any work injury, work caused illness, dangerous event or immediate risk to workplace health or safety at the workplace happens – to report the injury, illness, event or risk to the employer or the Principal Contractor;
•	at least once a year do an assessment of the workplace and give a written report to the employer.  The form is approved by the safety committee or the approved form by the Division of Workplace Health and Safety.

Workplace Health and Safety Representatives
Workplace Health & Safety Representatives are a key aspect in managing safety.  They represent the worker’s interests in safety and usually form part of the workplace health and safety committee.

Some of the entitlements or workplace health and safety representatives include:
•	to inspect the workplace or the part of the workplace within the representative’s area of representative; and
•	to review circumstances surrounding work injuries, work caused illnesses and dangerous events told to the representative by the employer; and
•	to advise the employer of the results of the review and to make recommendations arising out of the review; and
•	to be consulted by the employer on any proposed change to the workplace, or plant or substances used at the workplace, that affects, or may affect, the workplace health and safety of persons at the workplace; and
•	to be told by the employer of the presence of an inspector at the workplace if the representative is at the workplace; and
•	Safety Representatives are to be given paid training to enable them to perform their entitlements.

Workplace Health and Safety Committees
The Purpose of the Committee

A committee can help create a consultative approach to health and safety.  A successful Committee should seek to undertake the following issues:
•	Analyse and discuss incident reports.
•	Analyse and discuss reports from workplace inspections.
•	Analyse and discuss reports from the Workplace Health and Safety Officer.
•	Analyse and discuss various workplace statistics.
•	Discuss issues or complaints raised by workers.
•	Evaluate and improve the effectiveness of the committee.
•	Develop, monitor and continually improve workplace training.
•	Actively promote workplace health and safety issues.
•	Develop new policies and procedures.
•	Monitor and act accordingly on all matters relating to housekeeping, fire prevention, guarding, protective equipment and violations of safety rules.
•	Monitor and act accordingly on issues relating to general working conditions, such as lighting, ventilation and noise levels in the workplace.
•	Monitor and act accordingly on longer-term occupational health problems.

Notification and Recording Requirements
The Principal Contractor must notify of serious injuries, illnesses and dangerous events to the Division of Workplace Health and Safety.
All injuries, illnesses and dangerous events must be recorded by the Principal Contractor and also advised to [enter-your-company-name-here].  The employers must record the injuries and illnesses of their workers and self employed people record their own injuries and illnesses.
The employer and self employed person must help the Principal Contractor as well as [enter-your-company-name-here] in the notification and recording process if it is them or their workers that are injured or caused the dangerous event.

Construction Workplace Plans
A documented plan for the workplace can assist the Principal Contractor to manage relevant workplace health and safety obligations.
A principal contractor must prepare a construction workplace plan before construction work starts.

The plan must state
•	workplace address;
•	name and address of the Principal Contractor;
•	principal contractor’s ABN;
•	whether there is a WHS committee;
•	whether there is a WHS Officer appointed;
•	expected start date;
•	estimated duration of the work;
•	type of construction;
•	plant provided for common use;
•	site rules;
•	the risks the Principal Contractor is obligated to manage;
•	proposed control measure for the risks;
•	how the controls will be implemented;
•	arrangements for monitoring and reviewing controls;
•	emergency procedures; and
•	public safety strategies.

The plan must be written so it is easy to understand, signed and dated by the Principal Contractor.  It must be available for the length of the project.

Risk Management

Hazards and Risks
Hazards and risk are NOT the same thing. 
A hazard is something with the potential to cause harm.  This may include substances, plant, work processes and/or other aspects of the work environment.
Risk is the likelihood that death, injury or illness might result due to the hazard.  

Workplace Health and Safety Risk Management Process
Five Basic Steps

There are five basic steps in the workplace health and safety risk management process:
•	Identify hazards
•	Assess risks that may result because of the hazards
•	Decide on control measures to prevent or minimise the level of the risks
•	Implement control measures
•	Monitor and review the effectiveness of measures

Step 1 – Identify Hazards
What to Look For
There are a number of general types of workplace hazards, including:
•	Work environment (such as confined spaces)
•	Energy (such as electricity)
•	Manual handling
•	Noise
•	Substances (such as chemicals)
•	Plant

How To Look For Hazards
A simple way to begin looking for hazards can be by dividing your workplace into logical workplace groupings, such as:
•	Tasks (working on the lathe, loading the truck, data processing);
•	Locations (offices, grounds, warehouse);
•	Roles (electricians, office workers);
•	Functions or production processes (administration, cooking, washing, cleaning, receiving, forming, finishing).

There are many other activities that can be undertaken to help with identifying hazards.  These include:
•	Walking through and inspecting each task or location;
•	Consulting with workers.  Ask about any problems they have encountered and any near misses and unreported minor injuries;
•	Consulting with WH&S reps and workplace health and safety committees;
•	Considering:
o	How people use equipment and materials;
o	How suitable the things used are for the task, and how well they are located.
o	And how people could be hurt directly and indirectly by the various workplace aspects;
•	Conducting a safety audit;
•	Testing, particularly of plant and/or other equipment and noise levels;
•	Scientific or technical evaluation;
•	Analysing records and data covering, for example, incidents and near misses, worker complaints, sick leave and staff turnover;
•	Acquiring information from designers, manufacturers, suppliers, and other organisations, such as unions, employer bodies and health and safety consultancies;
•	Environmental and medical monitoring;
•	Undertaking working surveys.

After completing Step 1, you may have discovered many hazards at your workplace.  You need to assess the risks associated with these hazards.  This will be achieved in Step 2 of the risk management process.

Before proceeding to Step 2, however, you should identify the risks associated with each hazard and consider whether any of these risks are:
•	Relatively minor, or
•	Issues about which there is a regulation, advisory standard or industry code of practice (made under the workplace health and safety act 1995) or guidance material (produced by the division of workplace health and safety).

If any of the risks are relatively minor and/or the hazard can be easily fixed, attend to these straight away.
That is, you may NOT need to work through the assessment method shown in Step 2 before controlling the risk (Step 3).  For example, you may be able to relocate a telephone cord that lies across the walkway.

To find out whether there are any regulations, advisory standards, industry codes of practice or guidance material for any of the hazards identified at your workplace, you can:
•	Refer to the workplace health and safety regulations (for regulatory information only);
•	Access the department of employment, training and industrial relation’s home page (www.dir.qld.gov.au) and then click on health and safety;<NOTE THESE ARE QUEENSLAND CONTACTS - RESEARCH AND LOCATE THE APPROPRIATE CONTACTS FOR YOUR STATE)
•	Contact the division of workplace health and safety, publications section free call 1300 369 915;
•	Contact your local district office of the division of workplace health and safety;
•	Refer to the divisional publication, publications catalogue; and/or
•	Consult your union, employer body, professional association and/or health and safety consultancy.

Step 2 – Assess Risk
Step 2 involves assessing the risk associated with the hazards identified in Step 1.  As noted earlier, risk is the likelihood that death, injury or illness might result because of the hazard.  To assess risk, you need to consider both likelihood and consequences.
The desired outcome of this step is a prioritised list of risk for further action.  Various methods can be used to undertake a risk assessment.

Risk Assessment
For each of the risks:
•	Determine the likelihood of an incident occurring at your workplace, bearing in mind existing control measures;
•	Determine the consequences of an incident occurring at your workplace, bearing in mind the existing control measures;
•	Combine your likelihood and consequence estimates to rate the risk.
•	Using the ratings of each risk, develop a prioritised list of workplace risks requiring action.

Determining Likelihood
Use the following descriptive scale to nominate the likelihood of an incident occurring at your workplace.

Likelihood		
Very Likely
Likely
Unlikely
Very Unlikely	Could Happen Frequently
Could Happen Occasionally
Could Happen, but Rarely
Could Happen, but Probably never will	

The following factors can affect the likelihood of an incident occurring:
•	How often the situation occurs.
•	How many people are exposed.
•	The skills and experience of persons exposed.
•	Any special circumstances of the people involved.
•	The duration of the exposure.
•	The position of the hazard relative to workers and to other hazards.
•	Distractions.
•	Quantities of materials or multiple exposure points involved.
•	Environmental conditions.
•	Condition of equipment.

The effectiveness of existing control measures
•	Do the existing control measures represent good practice?
•	Are the existing control measures minimising exposure to the risk?
•	Do workers know about the existing control measures?
•	Are the existing control measures being used/followed?
•	Are there adequate systems or procedures in place in relation to the existing control measures?
•	Is there adequate training and supervision in relation to the existing control measures?
•	Is there adequate maintenance in relation to the existing control measures:
•	How easy is it to use, or work with, the existing control measures?

Determining Consequences
Use the following descriptive scale to nominate the consequences of an incident occurring.

Consequences		
Extreme
Major
Moderate
Minor	Death, permanent disablement
Serious bodily injury
Casualty Treatment
First aid only, no lost work time	

To determine the consequences, you must make a judgement on the severity of the potential outcome. You should review any information gathered during the identification stage, including incident statistics and manufacturer’s data.  

Also consider the following factors which can affect the consequences:
•	Potential for “chain reaction” 
•	Concentrations for substances
•	Volumes of materials
•	Speeds of projectiles and moving parts
•	Heights
•	Position of the worker relative to the hazard
•	Weights
•	Forces and energy levels.

Step 3 – Decide On Control Measures
Step 3 involves deciding on control measures to manage exposure to identified risks.

Control Priorities
Start at the top of the list and work your way down
Firstly, try to eliminate the hazard

If this is not possible, prevent or minimise exposure to the risk by one or a combination of:
•	Substituting a less hazardous material, process or equipment
•	Redesigning equipment or work processes
•	Isolating the hazard
(Note:  These measures may include engineering methods).

As a last resort, when exposure to the risk is not (or can not be) minimised by other means:
•	Introduce administrative controls
•	Use of appropriate personal protective equipment

In many cases, it will be necessary to use more than one control measure to satisfactorily manage exposure to a risk.  For example, to minimise exposure to a risk involving a chemical, you could decide to replace the toxic chemical with a less hazardous one, implement safer work procedures and use personal protective equipment.  
Some control measures that are lower control priorities may need to be put in place until a permanent measure can be achieved.  For example, you may decide that the best way to manage exposure to a risk is to purchase a safer type of machinery with better guarding.  
However, it may be some time before the new machine can be delivered and installed,  In the interim, it will be necessary to minimise exposure to the risk by doing something, such as increasing supervision, providing specific instruction in safer work procedures and erecting a temporary barrier to minimise dangerous access.  
Similarly, it may be necessary to delay implementing a major control measure until your business goes through a “slack” or “off-peak” time so that disruptions are minimised.  In such cases, you will need to decide on interim measures to manage exposure to risk.

The control measures selected should:
•	adequately control exposure to the risk;
•	not create another hazard; and
•	allow workers to do their work without undue discomfort or distress.

Eliminate the Hazard
The ideal solution is to get rid of a hazard completely.  This is the most effective control and should always be attempted in the first instance.  This may mean discontinuing dangerous work practices or removing dangerous substances or equipment.  For example, using a machine to do a repetitive manual activity or completely removing asbestos from a workplace.

Prevent or Minimise Exposure To The Risk
If a hazard cannot be eliminated, there are a number of control options that can be used alone, or in combination, to prevent or minimise exposure to the risk.

Substitution
This involves replacing the hazard with one that presents a lower (and more manageable) risk.  For example, a hazardous work practice or substance is replaced with a less hazardous one.

Examples of substitution include:
•	Using less dangerous chemicals, such as, substituting a flammable solvent with a water-based solvent or replacing a toxic solvent with a detergent.  (it may also be possible to use less of a dangerous substance.);
•	Replacing glass with plastic;
•	Replacing a pedestal fan with a ceiling fan in a restaurant kitchen;
•	Replacing an existing machine with one that has better guarding to make the same product.

Redesign
This involves changing the design of the workplace, equipment or work process.  It involves thinking about ways the work could be done differently to make the workplace safer, such as rearranging aspects of the workplace, modifying equipment, combining tasks, changing procedures to eliminate hazardous steps, changing the sequence of tasks in a job and/or reducing the frequency of performing a dangerous task.

Examples of redesign include:
•	Controlling chemicals through improved ventilation;
•	Installing lifting equipment to reduce manual handling;
•	Fitting a frame to a tractor for rollover protection;
•	Modifying exhaust systems to reduce noise

Isolation
Isolation refers to isolating or separating the hazard from the person, or the person from the hazard.

Examples of isolation include:
•	Installing screens or barriers around hazardous areas;
•	Enclosing or guarding dangerous equipment;
•	Using remote handling equipment for hazardous substances or procedures;
•	Installing acoustic booths around noisy equipment.

When Exposure To The Risk Cannot Be Minimised By Other Means
Administration and the use of personal protective equipment are lowest on the list of control priorities. 
These controls should NOT be relied on as the primary means of risk control until the options higher in the list of control priorities have been exhausted.  These controls require management enforcement and commitment, together with behaviour modification.  
They are dependent on appropriate human behaviour to work properly and, therefore, tend to be less effective.

In general, administration and personal protective equipment should only be used:
•	When there are no other practical control measures available (that is, as a last resort);
•	As temporary measures while a more permanent solution is found; or
•	To supplement other controls (that is, as back-up controls).

Administrative Controls
Administrative Controls involve minimising exposure to a risk through the use of procedures or instruction.  It is often necessary to use these controls in conjunction with other measures.  For example, if a mechanical device is introduced to reduce manual handling, the Sub-Contractors will also need to be trained how to use it.

Examples of administrative controls include:
•	Job rotation to reduce exposure;
•	Limited entry or limited time in hazardous areas;
•	Adequate supervision;
•	Instruction and training in safe work procedures;
•	Preventive maintenance and housekeeping procedures;
•	Warning signs.

Personal Protective Equipment (PPE)
Personal Protective Equipment (PPE) is worn by people as a final barrier between themselves and the hazard.  This measure does not control the hazard at the source and relies on behaviour modification for its success.

The success of this control is dependent on the protective equipment being:
•	Chosen correctly;
•	Worn;
•	Worn correctly;
•	Used correctly; and
•	Maintained in good condition.

Personal protective equipment is often an expensive option in the long term when the costs of maintenance, supervision and (potentially more) injuries are taken into account.

Examples of personal protective equipment include:
•	Hearing protective devices, such as ear muffs and ear plugs;
•	Respirators;
•	Protective eyewear, such as goggles;
•	Safety helmets and wide brim sun hats.

Step 4 – Implement Control Measures
Step 4 involves putting selected control measures in place at your workplace.  This means undertaking those activities necessary to allow the measures to function or operate effectively.
Implementing control measures involves:

Developing work procedures
Develop work procedures in relation to the new control measures to make sure they are effective.  Management, supervision and worker responsibilities may need to be clearly defined in the work procedures.  
For example, in relation to the use of machine guarding, the manager’s role may involve making sure the appropriate guarding is purchased and that it is installed correctly, the supervisor’s role may involve making sure the workers operate the machine only with the guarding in place, some workers’ role may involve using the machine with guarding in place as instructed and other workers’ role may involve the maintenance of the machine and guarding.

Communication
You should inform workers and others about the control measures to be implemented.  It is important to clearly communicate the reasons for the changes.

Providing training and instruction
You should provide training and instruction for the workers, supervisors and others in relation to the new control measures.

Supervision
You should provide adequate supervision to verify that the new control measures are being used correctly.

Maintenance
Maintenance relating to control measures is an important part of the implementation process.  Work procedures should spell out maintenance requirements to ensure the ongoing effectiveness of the new control measures.

Step 5 – Monitor and Review
The final step in the process is to monitor and review the effectiveness of measures.

For this step, it can be useful to ask questions to determine whether:
•	Chosen control measures have been implemented, as planned
o	Are chosen control measures in place?
o	Are these measures being used?
o	Are these measures being used correctly?
•	Chosen control measures are working
o	Have the changes made to control exposure to the assessed risks resulted in what was intended?
o	Has exposure to the assessed risks been eliminated or adequately reduced?
•	Are there any new problems
o	Have implemented control measures resulted in the introduction of any new problems?
o	Have implemented control measures resulted in the worsening of any existing problems?

To answer these questions, you can:
•	Consult the workers, supervisors and health and safety representatives;
•	Measure people’s exposure (eg, taking noise measurements in the case of isolation of a noise source); and
•	Monitor incident reports.

You should set a date to review the entire workplace health and safety risk management process.

Hazards and Hazardous Environments

Confined Spaces
Entry into a confined space can be one of the most hazardous activities, which you as a construction worker may be faced with.
Be aware of the confined spaces that may exist on site.  Generally they will be areas with limited openings for workers to enter and exit and are not designed for regular occupancy.  There may be areas that contain or cause an accumulation of atmospheric hazards.  They may also have a deficiency or over supply of oxygen.
Confined space entry is a specialised field requiring detailed training and a thorough understanding of the appropriate work and safety practices.  Don't attempt to enter a confined space unless you are fully trained and know what you are doing.
Further requirements include a written authority to enter, risk assessments, rescue and first aid procedures.

Examples of confined spaces:
•	Trenches and excavations
•	Ceiling work
•	Life wells
•	Stairwells
•	Tunnel construction
•	Asbestos removal
•	Basement areas of buildings under construction
•	Caisson
•	Underpinning

Major hazards of working in confined spaces:
•	Oxygen deficiency
•	Presence of atmospheric contaminants
•	Accidental operation of machinery, services
•	Performance of non-routine tasks

Control Strategies:
•	Personnel, training, rescue and first aid
•	Entry procedures including:
o	Preliminary review
o	Safety of the atmosphere
o	Authority to enter a confined space
•	Determine whether there is a need for a person/s to work in or enter a confined space
•	Consider substituting the work or process with one less hazardous
•	Changing the process so that the work may be performed without need to enter a confined space
•	Engineering in controls to separate the worker from the hazard
•	Determining if there is a need to set up training, maintain supervision, develop rosters, etc.
•	Does the work require PPE
•	Additional precautions during occupancy:
o	Staffing
o	Use of portable electrical equipment
o	Static electricity
o	Suitability and safety of non-electrical equipment
o	Approval for return to service

Fatigue
There are serious consequences potentially in fatigue related incidents.  Our fatigue policy which requires in general that within a 24 hour period, Sub-Contractors must take a break of at least 10 hours in a continuous block.  This break cannot be made up of smaller periods but must be continuous.

Working Outdoors
Effects of the Sun
We are becoming more aware nowadays of the need to stay out of the sun because of the damaging effect the suns rays has on our skin.  Australia for instance has the highest incidence of skin cancer in the world and the number of reported cases of skin cancer has increased alarmingly over the past years despite increased awareness of the problem.  
The effects of the sun are cumulative so it is important to encourage lifelong habits of avoiding overexposure at an early age.
Skin cancer is very visible, so it can be detected early.  Early detection leads to a complete cure in most cases with minimal disability.  

The Causes Of Skin Cancer
Ultraviolet light is the major cause of skin cancer.  

There are three different types of ultraviolet rays:
•	Ultraviolet A.  These rays primarily cause ageing by sun exposure.  The rays are prevalent throughout the day and shine all year round being as abundant in winter as summer.  The rays are very strong regardless of where you live.
•	Ultraviolet B.  These rays are responsible for sunburn and skin cancer.  The rays are most abundant between the hours of 10.00am and 3.00pm when the rays are at the shortest distance to the earths surface.  Those rays are also most intense closer to the equator.
•	Ultraviolet C.  These rays are not of particular concern as they are trapped by the ozone layer, however if the ozone layer continues to be depleted then they will pose problems.

Types Of Skin Cancer
There are three main types of skin cancer:
•	Basal cell carcinoma
•	Squamous cell carcinoma
•	Melanoma

Preventing Skin Cancer
There are a number of things we can do to protect ourselves from the harmful effects of sunlight:
•	Stay indoors during the middle part of the day when the ultraviolet light is at its peat.
•	Sporting activities should be scheduled either early morning or late afternoon.
•	Physical Shade
•	Wear broad-brimmed hat
•	Wear protective clothing
•	Wear broad-spectrum sun cream/lip zinc
•	Wear sunglasses

Heat illness
Heat exhaustion:  occurs when the worker becomes slightly dehydrated due to the constant loss of water in perspiration.  Replacement of the water loss usually promotes a full recovery.
Heat Stroke:  is a potentially irreversible and fatal response to exposure to extreme heat when the body is unable to maintain its normal regulation of temperature.  Early warning signs need to be recognised.  

These include:
•	Headache
•	Nausea
•	Dizziness
•	Pale, cool skin initially, later becoming red
•	Rapid and weak pulse.

Management includes:
•	Replace lost fluids
•	Rest in cool, shaded area
•	Ice packs to wrists, groin and neck region
•	Monitor and seek medical attention if heat stroke is suspected.

Protection from heat will include:
•	Wear long sleeve shirts
•	Long trousers
•	Head and neck protection
•	Maintain fluid intake

Noise
What Is Noise
Noise is unwanted sound that may damage a person’s hearing.

Sound Waves
Sound pressure is measured in decibels (dB).  The decibel scale is logarithmic, or compressed, as the human ear is capable of hearing a broad range of sound pressures.
The amount of damage caused by noise depends on the total amount of energy received over time.  This means as noise becomes louder, it causes damage in less time.  

Excessive noise is defined in the [e.g. your state Health Regulations] and means a level of noise above
•	LAeq, 8h of 85 dB(A) – that is, an 8 hour equivalent continuous A-weighted sound pressure level of 85 dB(A), referenced to 20 micropascals; or
•	LC, peak of 140 dB(C) – that is, a C-weighted peak sound pressure level of 140 dB(C), referenced to 20 micropascals.

What does L Aeq, 8h of 86 dB(A) mean?
LAeq,8H of 85 dB(A) means the actual energy of varying noise levels experienced over a period is equivalent to 8 hours of a continuous steady A-weighted sound pressure level of 85 dB(A).
In simple terms, this can be shown in the following table which has a range of time/sound level variations equivalent to a daily noise dose.  
For example, a person exposed to a continuous sound pressure level of 94 dB(A) over a period of 1 hour has experienced 1 daily noise dose, that is, the equivalent of a continuous sound pressure level of 85 dB(A) over 8 hours.

What does LC, peak of 140 dB mean?
LC, peak of 140 dB(C) means a C-weighted peak sound pressure level of 140 dB(C).  Levels of noise above LC, peak of 140 dB(C) can cause immediate hearing damage.  
This is often referred to as “acoustic trauma” and can result from an event that causes very loud noise, for example, an explosion or metal being machine punched.

How is a person’s hearing damaged?
A person’s hearing ability can become temporarily or permanently impaired if the person’s unprotected ear is exposed to excessive noise.

SOURCE	Remarks	Noise (db(a))	
Power Drill	70 cm (nod); idle running; outdoors	92	
Vacuum Cleaner	1.5m; 1000 W machine; in-doors	78	
Power Saw	70 cm (nod); idle running; outdoors	108	
Driving in city tunnel	Passenger seat; window open	85 (avg)
96 (drive)	
Suburban Train	In the open; slow speed; window open	74	
Suburban Train	Medium speed; buildings either side, window open	86	
Train Platform	3m; train pulling out	96	
Car Engine	50 cm; bonnet open (as if checking engine)	84 (idle)
94 (revving)	
Lawn Mower	1.5m (nod); idle running	93	
Stereo System	3m; rock music; party volume	98	
Coffee Grinder (domestic)	60 cm (nod)	94	
Hair Dryer	10 cm (nod)	88	
Telephone	1 m (nod)	83	
Edge Trimmer (electric)	1.5 m (nod)	72	
Power Sander	50 cm (nod); idle running; in-doors	94	
Street Corner	5 m; normal traffic	76	
Street Corner	5 m; as lights turn green	86	
Person Shouting	1 m	88	
Normal Conversation	1 m	62	
Whispering	1 m	56	

Hazardous Substances
Managing Hazardous Substances in the Workplace

The following issues should be considered when hazardous substances are used in the workplace:
•	How hazardous substances should be used;
•	How persons are exposed to hazardous substances;
•	Whether the risk from the hazardous substance is significant;
•	How exposure to hazardous substance in the workplace should be controlled.

Material Safety Data Sheets
Introduction
There are thousands of chemicals in and around the world today.  It is essential to obtain adequate information to avoid any hazard to health in the workplace and the general environment form the use of any chemical.
An ideal way of obtaining practical concise information on a product is through a Material Safety Data Sheet (MSDS).

What Is A Material Safety Data Sheet?
A MSDS provides information which allows for the safe handling and use of chemicals or mixtures of chemicals in the workplace.

It describes:
•	The identity of the product eg. (formulation or chemical name)
•	The properties and uses of the product
•	Health hazard information
•	Precautions for use
•	Safe handling information
•	First aid instructions
•	Methods for safe disposal

Essentially, the manufacturer of the substance is responsible for the preparation of the material safety data sheet.  In the case of imported chemicals, this responsibility may fall on the importer or local supplier.
The quality of the MSDS may vary from one manufacturer to another.  To overcome this problem, the National Occupational Health and Safety Commission (Worksafe Australia) has produced a booklet called “Guidance Note for Completion of a Material Safety Data Sheet”.

Fire
The potential for a fire to break out on a construction site should never be underestimated.  Even small fires can be costly in terms of damage and delay.

Know What To Do
Remember to follow the site’s fire response procedures, keep your head and above all don’t panic.

You need to be on the lookout for possible fire hazards such as:
•	Electrical wiring defects.
•	Flammable vapours and dust.
•	Accumulated rubbish or flammable liquid spills.
•	And hot work activities.

When carrying out hot work, make sure whenever possible that work is carried out in designated areas where no fire risk exists.  There should be no combustible materials close by and check to see that fire-fighting equipment is at hand.
Remember that good housekeeping and the proper disposal of rubbish and waste material is a vital part of any fire safety program.
It is important to use the right type of extinguisher on the material that is burning.

	Water	Alcohol
Resistant
Foam	Dry
Chemical
Powder	Carbon
Dioxide
(CO2)	
Class of Fire					
A
Ordinary 
Combustibles
(wood, paper,
plastics)	

P	

P	
P
AB(E)
X
B (E)	

P	
B
Flammable
and
combustible
liquids	

X	

P	

P	

P	
F
Fire involving
cooking oils
And fats	

X	

X	
P
AB(E)
X
B (E)	

P	
C
Flammable
gasses	

X	

X	

P	

X	
(E)
Fire involving energized 
electrical equipment	

X	

X	

P	

P	

Do not use water or foam extinguisher on an electrical fire – you could electrocute yourself!
If the fire alarm goes off then immediately stop working and evacuate to the assembly area.  Remain at the assembly area until everyone is accounted for and the all clear has been given.

Electricity
Because our bodies are made up mainly of water they make excellent conductors.  Electricity adopts a path of least resistance and you could easily provide that path if you don’t take care.  

Keep an eye out for electrical hazards such as:
•	Cracked or faulty insulation
•	Equipment that is overheating
•	Damp or humid conditions

Always adopt safe work practices when dealing with electricity.  Remove metal wristwatches, jewellery and belts with large metal buckles.  Make sure you wear non-conductive footwear.
Before starting work check to see that your tools are in good shape and clean.  Your electrical equipment should also be thoroughly inspected and tagged by a competent person on a regular basis and records maintained of these inspections.
Remember to keep power cords well away from heat sources, wet areas, sharp objects and other places where they could get damaged.  Run cables at height to keep them dry and prevent them from being damaged.
When working near live power cables, ideally use non-conductive wooden or fibreglass ladders.  Remember to keep as far away from power lines and electrical cables as possible especially in damp conditions.
Residual current devices cut the current if contact is made with any live part.  These devices should be in place and checked on a regular basis.

Avoid Electrical Hazards
•	Make sure you are working in a safe environment.
•	Don’t wear jewellery or metal wristwatches.
•	Check insulation regularly.
•	Make sure your tools and equipment are clean.
•	Look out for overheating equipment.
•	Keep machines well maintained and lubricated.
•	Use tools with insulated handgrips.
•	Residual current devices to be checked regularly.
•	Wear non-conductive footwear.
•	Check that a competent person has recently inspected electrical equipment.

Electric Shock Action
•	Don’t touch a person if connected to a live circuit
•	Call for help and switch off the power.
•	If power cannot be switched off then use a non-conductive lever (example a wooden broom) to push or pull victim clear.
•	Check for a pulse.
•	Place victim in recovery position.
•	Cardio-pulmonary resuscitation may be necessary.
•	Seek urgent medical attention.

Safety Signs
Sign Layouts
[e.g Australian Standards enter your state/countries] sets out size, shape and colour of the signs in the four categories.
With the exception of Danger signs they are mainly symbolic in their design.
Brief Safety signs draw attention to objects and situations affecting health and safety.
It should be noted that safety signs do not replace the need for proper accident or hazardous prevention measures.

Safety signs are classified into four categories according to their function.  They are:
•	Regulatory signs
•	Hazard signs
•	Emergency information signs
•	Fire signs

Purpose, Meaning and Reasons for use
Regulatory Signs
Regulatory signs contain instructions with which failure to comply constitutes either an offence by law, or a breach of standing orders, safety procedures or other workplace directions.  

There are three types of regulatory signs:
•	Prohibition signs – Signs that indicate that an action or activity is not permitted
•	Mandatory signs – Signs that indicate than an instruction must be carried out
•	Limitation or Restriction signs – Signs that place a numerical or other defined limit on an activity or use of a facility

Hazard Signs – Advise of Hazards
There are two types of hazard signs:
•	Danger signs – Signs warning of a particular hazard or hazardous condition that is likely to be life-threatening.
•	Warning signs – Signs warning of a hazard or hazardous condition that is not likely to be life-threatening.

Emergency Information Signs
Indicate the location of, or directions to, emergency related facilities such as exits, safety equipment or first aid facilities.

Fire Signs
Advise the location of the fire alarms, fire fighting facilities and exits.

Safety Signs and Procedures
Another form of signs used on site are the danger tags or locks and out of service tags.  These tags are designed to prevent another person activating any equipment, valve, electrical supply, switch or tap which may place you in danger.

Danger Tag or Lock out
The personal danger tag should be placed on the main isolating switch, valve, etc. once it has been set to the non-dangerous position.  Be aware that there may be more than one hazard that needs to be isolated.  Make sure you have tagged the correct isolator/switch.
A lockout system may also be used in conjunction with a danger tag.  This enables the workers undertaking work that may place them at risk to attach a lock preventing the isolating switch from being activated.  
Master clips are available that allow a number of workers to each attach their own lock to the isolator switch.  This requires that all workers remove their own lock and danger tag before the switch can be activated.
Remember, the only person who can remove a danger tag or personal lock-out device is the person who placed it.

Out of Service Tag
This tag is used to identify faulty equipment or equipment that is being services.  It should be placed and removed by the same person.  It does not offer any personal protection.  The out of service is primarily used to warn others of hazards.

Manual Handling

Definition of Manual Handling
Manual handling is any work process that requires:
•	Lifting
•	Pushing
•	Pulling
•	Holding
•	Bending
•	Lowering
•	Carrying
•	Moving
•	Reaching
•	Twisting

Each year many construction workers suffer injuries caused through manual handling techniques including strains, sprains, ligament and joint injuries and back injuries.  
These cause unnecessary pain and hardship to workers and their families and cost the industry around $100 million a year per State.  Most of the injuries suffered affect the shoulders, hands, back and knees.

When lifting do not:
•	Lift too far out from the body
•	Perform jerky lifts
•	Perform heavy lifts
•	Twist when lifting
•	Continue frequent lifting
•	Over stretch

Do not try and lift heavy or awkward loads on your own.  Get help from someone else or use mechanical aids to help you.  When lifting with two people, they should be of similar height and one of the two should be in charge of the lift.

When mechanical aids cannot be used, you should use correct manual handling practices:
•	Proper lifting
•	Plan your lift
•	Use a wide, balance stance
•	Get as close as possible to the load
•	While lifting, keep your lower back in its normal alignment.  Use your leg muscles to assist the lift
•	Pick up your feet to pivot and turn.  Do not twist straight around.  Move your feet as you go.
•	Lower the load, maintaining the normal alignment of your back, again using your legs.
•	Ensure a solid contact when lifting.  Use your entire palm, not just your fingers.

Explosive Power Tools and Other Plant

Explosive Power Tools
Operational Hazards
Operational hazards of explosive powered tools include injury to the operator, their assistant, or other persons in an area which can extend up to 100 metres in radius with certain tools caused by:
•	The possible free flight of the fastener, either by over-penetration and escape or by ricochet, and from shattered target fragments; 
•	Permanent hearing loss caused by impact noise.

Limiting the Hazard
The quality of component materials of tool, charge and fastener, and the design factors incorporating safety, are matters under development and surveillance, but outside the control of the operator.  However, personal factors are controllable, and the area where accidents can best be prevented.  

Preventative measures include:
•	Limiting the use of these tools to responsible and adequately trained person;
•	Working in a climate which promotes the safe use of tools; and
•	Working under a system of formal supervision.

Plant, Tools And Machinery
The tools and equipment you use must be kept in safe working order.
Make sure you choose the right tool or piece of equipment for the job and check it thoroughly before use.  
With machinery it is a good idea to have a written pre-operation check list which you should go through before commencing work.
If any faults or problems are identified then immediately get these attended to.  Don’t attempt to operate faulty equipment.
Special care must be taken when working with or near hoists, tower cranes, mobile cranes and concrete pumps.
Complacency concerning their safe use will often end in disaster.
Also stay alert to the movement of site vehicles.  Wear high visibility clothing when working with mobile plant or if you are near roadways.
Always travel at a safe speed.

Other Workplace Hazards

Safe Housekeeping Practices
Principal contractors play an important role in ensuring the orderly conduct of a construction workplace.  

The principal contractor needs to implement and maintain safe housekeeping practices, including –
•	Appropriate, safe and clear access to and from the workplace;
•	Safe systems for collecting, storing and disposing of excess or waste materials;
•	Adequate space for the storage of materials and plant; and
•	An adequate number of safety signs that are kept in good condition.  Appropriate signs may include signs about –
o	the direction to the site office or site amenities;
o	where first aid and fire extinguishing equipment are kept;
o	the means of access must be kept clear;
o	where hazardous substances are kept;
o	who the principal contractor is;
o	head and foot protection must be worn; and
o	authorisations required for the site.

An employer or self-employed person must implement and maintain the safe housekeeping practices that apply to their work.
An employer or self-employed person must also manage risks from protruding objects such as exposed nails or vertical reinforcing steel.

Common Plant
Common plant is plant provided by the principal contractor for use by an employer, self-employed person or worker at the workplace.
A principal contractor must ensure common plant is safe for the purpose for which it is provided and that it is maintained.
An employer or self-employed person using the plant must ensure any requirements about its safe use are complied with.

Excavations (Including Trenches)
Before excavation work is carried out, the principal contractor for a construction workplace or an employer/self-employed person for another workplace must –
•	find out what underground services exist;
•	obtain relevant information about the service (location, type, depth, restrictions to be followed); and
•	record the information.

An employer/self-employed person must –
•	consider the information;
•	follow any reasonable restrictions; and
•	implement necessary control measures.

An employer or self-employed person is responsible for managing the risks associated with –
•	an excavation collapsing;
•	objects falling into an excavation;
•	a person falling into an excavation; and
•	substance exposure in an excavation, eg, carbon monoxide from plant.

A barricade or hoarding at least 900mm must be erected around an excavation unless it is not practicable or no members of the public are likely to be in the area of the excavation.
An employer or self-employed person must implement any control measures necessary to prevent risk from the collapse of another structure such as an adjoining building or road.

Trenches
A barricade at least 900mm high must be erected around a trench that is 1 metre or more deep unless it is not practicable or only workers involved with the trench will be in the area; or another form of barrier exists, eg, excavated materials near the trench.

An employer or self-employed person must ensure that if a person is entering a trench more than 1.5 metres deep it –
•	has shoring or shielding;
•	is benched – not higher than it is wide and no vertical face exceeding 1.5 metres;
•	is battered – angle not exceeding 45 ° and bottom vertical face not exceeding 1.5 metres; or
•	is approved in writing by an engineer as safe to work in.

Written approval to vary the benching and battering requirements may be obtained from an engineer.  The approval must be kept on site at all times.  Ladders used for access must be no more than 9 metres apart in the area of the trench where work will be carried out.

Protecting the Public from Falling or Flying Objects
These regulations relate to objects that may fall onto or hit members of the public in an adjoining area.  Adjoining areas could include a public footpath, road, square or the yard of a dwelling or other building beside a workplace.

Housing And Civil Construction
A principal contractor for a construction workplace or an employer/self-employed person for another workplace must assess the risk from falling objects and use controls to prevent or minimise the risks.
The controls chosen must comply with any regulatory requirements.

Other Construction
A principal contractor for a construction workplace or an employer/self-employed person for another workplace must –
•	erect signs about the nature of the workplace, authorisations about entry to the workplace and the conditions for using adjoining areas, eg, ‘Construction site – no unauthorised entry’ or ‘Do not proceed if light is flashing – load is being lifted onto site’;
•	implement one of the following controls based on the angle between the highest point where work is to be carried out and the line where the control will be put –
o	barricade or hoarding at least 900mm high = 15 °
o	hoarding at least 1800mm high  > 15 °and   = 30 °
o	fully sheeted hoarding at least 1800mm high > 30 °; and
o	for Demolition Work over 75 °
•	Fully sheeting hoarding 1800mm high or erect a gantry

For demolition work in general (regardless of the angle formed)
•	Perimeter containment sheeting or close the adjoining area to the extent to protect the public and if either are not possible another control measure

For formwork over 75 °
•	Fully sheeted hoarding 1800mm high or erect a gantry.

For formwork in general
Perimeter containment sheeting or close the adjoining area to the extent to protect the public.

Other construction work over 75°
Fully sheeted hoarding 1800mm high or erect gantry plus a gantry or close the adjoining area or a catch platform.
The public must be kept out of an adjoining area where loads are being lifted, unless a gantry that would withstand the force of the load if it fell, has been provided.
Refer to Part 19 and the dictionary of the Workplace Health and Safety Regulation 1997 for specific requirements on control measures for protecting the public from falling objects.

Construction Workplace Amenities
Workplace amenities include:
•	Sheltered area
•	Toilets
•	Washing facilities
•	Drinking water
•	First aid equipment

Sheltered Area
A principal contractor must ensure workers have reasonable access to a room or sheltered area to eat meals or take breaks.  

The area must –
•	present no health or safety risk;
•	by hygienic; and
•	if there are 15 or more workers at the site, have adequate space, seating and facilities for washing and storing utensils, boiling water and storing food in a cool place.

Toilets
There must be 1 toilet available for each 15, or part number of workers.  A toilet connected to sewerage, a septic system, a pump-out holding tank storage type system (“connected”) or a portable toilet is acceptable for a workplace with fewer than 15 workers.  
However, if the number of the workers increases and the toilet provided was portable, it must be replaced by a connected toilet within 2 weeks after the number of workers has increased.

Toilets must be –
•	in a cubicle or room fitted with a door and located in a position that allows privacy;
•	have fresh air; and
•	if used by female construction workers – be equipped with sanitary disposal facilities; and separated so that urinals are not visible.

Washing Facilities
The principal contractor must ensure workers have access to washing facilities.  The facilities must be separate from toilets if there are no separate toilet facilities for females.

Drinking Water
Employers must ensure workers have access to drinking water that has been supplied by the principal contractor from a source other than toilet, hand or face washing facilities.  Reasonable access for a housing construction site would be within 30 metres from where the work is being carried out and for a high risk building, access on the ground level and every second level of the building.

First Aid Equipment
Employers must provide workers with reasonable access to appropriate and adequate first aid equipment.  A self-employed person is responsible for ensuring reasonable access to appropriate and adequate first aid equipment.

Human resource forms and templates

List of attached files for this department
1_month_probationary_period_review_template.doc
Application_for_Leave.doc
Certificate_of_Service.doc
Computer_and_people_management_skills_assessment.doc
Confidentiality_Agreement.doc
Counselling_Form.doc
Employee_Exit_Checklist.doc
Employee_File_Checklist.doc
Employee_information_form.xls
Employee_Warning_Notice.doc
Employment_Application_Form.doc
Incident_Report_Form.doc
Induction_Checklist.doc
Letter_Accepting_Resignation.doc
Manager_feedback_form.doc
Overtime_Sheet.doc
Project_Roles_and_Responsibilities_Matrix.doc
Reference_check_form.doc
Reference_Checks.doc
Staff_Appraisal_Form.doc
Staff_Induction_Checklist.doc
Statement_of_Service.doc
Training_Register.doc
Training_Register_-_Environmental.docx
Travelling_Expenses_Form.doc