HR POLICY AND PROCEDURE MANUAL TEMPLATE

Note: Delete this and the next 2 pages once you complete tailoring the template for your own business.

Who should use this template?

This manual is designed to be used by any Small business owner or operator who employs people in their business.

Why use a HR policy and procedure manual?

In short this manual helps you to establish robust structure and a basic set rules that you will use to manage your people on a day to day basis. This is important because using a structured approach from day one will help you to ensure: that: you meet your basic legal obligations that you help your people managers to make consistent and reliable decisions this promotes a culture of fairness that you have established a clear understanding of expectations, rules and consequences that you welcome and introduce your employees to your business and their new ob It takes some effort to complete, but brings definite long!term benefits as it will minimise the incidence of people reverting to their own set of rules which in turn reduces disputes or grievances caused by confusion, and it adds to the overall professionalism of your business operations.

How to complete this template

Designed to be customised This template for a "# manual is made up of example topics and sections. It is completely customisable based on your specific requirements, in fact the more time you spend tailoring it to your specific requirements the more effective it will be. Include what you must and can comply with This document should be used in con unction with your contract of employment, and any specific company procedures and processes. $nly include the commitments you are confident you can comply with, make sure you update and review the document regularly. Important: %ou may have legal obligations to your employees under an employment or industrial agreement such as an award, workplace agreement or employment contract. Make absolutely certain what&s written in this document is consistent with these. If you&re unsure what covers your employees, contact 'air (ork )ustralia by calling the 'air (ork $mbudsman Infoline on *+ *+ ,-. To complete the template:

HR Policy and Procedure Manual

*. 4. +. -. 6. 7.

#eplace ./usiness0 with your legal trading name. 1The quickest way to do this is use the 2dit 0 #eplace function.3 (here you see the red .50, replace it with the quantity you choose, or where you see red text choose the best option or add your own text. (here you see a Guidance note (delete this later) read and then delete it. (e&ve added these to help you complete the template. They are not meant to be part of your final version. $nce you have finished work on the template, delete this and the previous two pages. 8astly refresh the page numbers in the table of contents . #ight mouse click on the table of contents choose 09:pdate 'ield&. choose 9:pdate page numbers only&.

Other tips
To stop this "# manual sitting on a desk collecting dust, make it a living document. "ow; )sk your people for their thoughts on how to improve it. Then review it every six months. :se this document as a key resource in your induction process. 8eave the words 9<ocument valid when printed only& in the footer to remind the reader they might be using an out!of!date copy. 1The 98ast printed& date automatically updates in the footer when you print. %ou don&t need to update this.3 Try to destroy or archive all out!of! date copies. The writing style doesn&t need to be formal or longwinded to be effective. :se simple sentences and plain 2nglish to reduce the chance an employee or manager will be confused about the intent of your policy or the way to carry out a procedure.
Note: Delete this and the previous page once you complete the template.

Disclaimer
Important: You may have legal obligations to your employees under an agreement such as an award, workplace agreement or employment contract. Make absolutely certain whats written in this document is consistent with these. ! youre unsure which agreement covers to your employees, visit "air #ork $nline %!airwork.gov.au& or call the "air #ork n!oline on '( '( )*. +he in!ormation in this publication is !or general guidance only. +he ,tate o! -ictoria does not make any representations or warranties %e.pressed or implied& as to the accuracy, currency or authenticity o! the in!ormation. +he ,tate o! -ictoria, its employees and agents do not accept any liability to any person !or the in!ormation or advice given in this document. /uthorised by the -ictorian 0overnment, ''( 1.hibition ,treet, Melbourne, (222. 3 4epartment o! 5usiness and nnovation 62''.

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HR Policy and Procedure Manual

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HR Policy & Procedure Manual

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HR POLICY AND PROCEDURE MANUAL

Contents

HR POLICY AND PROCEDURE MANUAL TEMPLATE.......................................1 HR POLICY AND PROCEDURE MANUAL.....................................................4 WELCOME.....................................................................................6 OUR COMPANY HISTORY....................................................................7 WHAT WE DO.................................................................................8 OUR CLIENTS..................................................................................9 OUR MISSION, ISION ! ALUES..........................................................1" YOUR EMPLOYMENT........................................................................11 #USINESS EN IRONMENT...................................................................1$ CODE O% CONDUCT POLICY...............................................................1& DRESS CODE POLICY........................................................................17 IT, INTERNET, EMAIL ! SOCIAL MEDIA POLICIES.......................................19 RECRUITMENT...............................................................................'$ INDUCTION...................................................................................'4 TRAININ( ! DE ELOPMENT ..............................................................'& PRO#ATION..................................................................................'6 OCCUPATIONAL HEALTH ! SA%ETY......................................................'7 E)UAL EMPLOYMENT OPPORTUNITY *EEO+ ! ANTI #ULLYIN(.......................$" PRE(NANCY AT WOR,.....................................................................$4 %LE-I#LE WOR,IN( ARRAN(EMENTS....................................................$7 LEA E.........................................................................................$9 PER%ORMANCE MANA(EMENT.............................................................46 PER%ORMANCE IMPRO EMENT............................................................47 (REI ANCE COMPLAINTS..................................................................&" CON%LICT O% INTEREST....................................................................&1 INTELLECTUAL PROPERTY ! SECURITY..................................................&$ EN IRONMENTAL #EST PRACTICE........................................................&4 .#/s0ness1 2 POLICIES ! DECLARATION.................................................&&

WELCOME
Guidance note (delete this later): It is important to welcome people to your organisation as well as explain the purpose of the manual. elow is an example to get you started. Aongratulations on your appointment and welcome to the team at ./usiness0B (e are excited that you have decided to oin us and look forward to a long, happy and successful partnership together. $ur business is primarily about .insert relevant sentence such as delivering exceptional customer service0. %ou have been hired because we believe you can help us to deliver these high levels of customer satisfaction. (e want to ensure that your interactions with other ./usiness0 employees and our customers will reflect the value that ./usiness0 places on .insert relevant information such as people, teamwork, bottom up management and our commitment to superior customer service0. The purpose of this Canual is to introduce you to the ./usiness0, give you some information about our history, our clients and what we do. %ou will also find information about your terms and conditions and employment, our expectations around your behavior and our policies and procedures. This manual should be read in con unction with your Aontract of 2mployment. This Canual is by no means an exhaustive guide to your employment with us. It has been developed to act as a resource and reference for you. The policies within this Canual are easily listed and easily accessed via the contents page. This Canual will be updated as required as our business evolves and grows. %ou will be notified of any changes as they occur. If you have any questions about the content please do not hesitate to contact .Insert Aontact Dame0 on >+ ,555 5555.

OUR COMPANY HISTORY

Guidance note (delete this later): In this section you should explain how your !usiness started and how it has e"ol"ed into the !usiness it is today# don$t !e afraid to tell your personal story so that people can !uy in to your "ision and "alues. elow is an example to get you started.
The story of /usiness! starts in 4>>? when Eanet "owie and 8ucy Fmith saw a gap in the FC2 market for quality )ccounting Fervices. There was a need for more pragmatic, service focused providers who were willing to partner and grow with businesses and take on a role of a trusted business advisor. Fince 4>>? ./usiness0 now works with over *>> FC2&s in Gictoria across all industries.. ./usiness 0 aims to at all times maintain the upmost levels of service for our customers and strives to place itself at the forefront of /usiness )dvisory Fervices within the )ccounting industry.

WHAT WE DO
Guidance note (delete this later): In this section you should explain what your !usiness does so an o"er"iew of products and ser"ices offered. elow is an example to get you started. )t ./usiness0 we provide the following products and services to our clients: Aompliance H #isk services )uditing services Aompany Fecretarial administration Taxation services /usiness )dvisory services Ieneral bookkeeping #eporting

OUR CLIENTS
Guidance note (delete this later): In this section you should outline the clients and industries that you ser"ice. elow is an example to get you started. )t ./usiness0 we service many businesses from a variety of industries, we are proud to list the following clients: .Insert 8ogo&s of your biggest clients here0

OUR MISSION, VISION & VALUES

Guidance note (delete this later): It is important to communicate your purpose or roadmap for success. %his includes where you are headed and the expected "alues and !eha"iours you want your people to demonstrate on the way.

M0ss0on St3te4ent5
%our roadmap should start with your mission, it declares your purpose as a company and serves as the standard against which you weigh your actions and decisions. 'or example a Cission Ftatement for the )ccounting businesses may be: ./usiness0&s mission is to help our clients build and develop sustainable, profitable businesses.

0s0on St3te4ent5
$ur aim is to be: ! Jnown for high quality outcomes ! Jnown for growth strategies

36/es5
! #espected ! Trusted )dvisors ! 2xperts ! 'lexible

YOUR EMPLOYMENT
Guidance note (delete this later): In this section you should tailor the information !ased on the general customs and practices of your !usiness. elow is an example to get you started.
%our employment with /usiness! is essentially governed by your contract of employment, /usiness! @olicies, in con unction with this Canuak. The following section provides general information regarding your pay, conditions and our expectations of you.

PAYROLL
%our pay cycle is weekly"fortnightly"monthly. $ur pay cycle runs from Conday to Funday over a two week period and pays are processed on Tuesdays, fortnightly. <epending on which bank you use, some people may be able to access their pay on Thursdays because this is the day payroll is actually processed. @ays will be automatically deposited electronically into the bank account details provided to /usiness!. Taxation payments are automatically deducted from your salary. Fuperannuation payments are paid into your nominated fund.

CHAN(IN(PAY DETAILS
@lease advise the Insert #osition $itle! via email should you wish to change any pay details like changing or closing your bank account. @lease ensure you notify us prior to the date you wish for the change to be effective by. %our payroll contact is the Insert #osition $itle! and all requests for changes should be made via email.

HOURS O% WOR,
$ffice=/usiness hours are generally between ?am to 7pm Conday to 'riday. %our hours of work will depend on business needs and the requirements of the work you are assigned. %our Canager will work with you to establish your standard hours of work and break times. %usiness! adopts a common sense approach to managing work hours.

O ERTIME AND ADDITIONAL HOURS

Guidance note (delete this later ) &elete or adapt this section as rele"ant. $vertime is work which is performed at the direction of the manager and which is in excess of your contracted hours of work. If you cannot for some reason work reasonable additional or overtime hours you must notify your Canager as soon as practicable with the reasons as to why. &ateness for work )ny absence or late arrival due to illness, in ury or any other reason, and the expected duration of leave must be personally reported to your supervisor as soon as practicable 1and prior to your normal starting time

wherever possible3. If you are unable to do this personally, you are requested to ask someone to telephone on your behalf. Fubsequent to this, you must keep your Canager informed of your progress. (herever possible you should make dental, medical, business or other appointments outside your normal working hours. It is essential that you are ready to commence work at your normal commencement time as other employees and the business depend upon you and your contribution.

REIM#URSMENT O% E-PENSES
/usiness! will reimburse employees for pre!approved expenses properly incurred by employees in the proper performance of their duties. #eimbursement will be sub ect to employees providing the @ractice with receipts or other evidence of payment and of the purpose of each expense, in a form reasonably required by the /usiness!. 2mployees will also be required to complete the 2xpense #eimbursement 'orm which is included in the $ffice 'orms section of this Canual.

TRA EL
#easonable travelling expenses, where incurred in the performance of an employee&s duties, will be reimbursed, provided that all claims are made on the appropriate form, signed by the appropriate Canager and supported with the necessary substantiating documentation. The payment of expenses is at all times sub ect to the prior authorisation of, and at the discretion of, the @ractice. 2mployees should arrange travel and accommodation through the %usiness! preferred travel supplier prior to departure. Ienerally air travel will be by economy class, with a carrier chosen by the /usiness!.

BUSINESS ENVIRONMENT
Guidance note (delete this later): In this section you should tailor the information !ased on the general customs and practices of your !usiness. elow is an example to get you started.

WOR, AREAS
)s many employees work in an open plan area, it is important that your workstation and or desk remains clean and tidy and free of boxes, papers and magaKines. $ur expectation is that your workstation will be cleared and tidied at the end of every day. )ny items that require storage should be put away, hard copy paper files should be kept to a minimum, with soft copies of files stored on the relevant shared drive electronically. 8aptops should not be left on desks overnight unless you have your own lockable office.

SECURITY
2ntry to the 0%usiness. premises during and = or outside of normal business hours will be by way of keys=security pass. It is the responsibility of every 0%usiness. employee to ensure that this key=security pass is kept in safe custody. It must be returned on demand. If building access devices are lost or misplaced, you must notify your Canager immediately so that they can be cancelled. 2mployees must ensure that all confidential=sensitive documents are locked away at night. %ou should make sure that your personal belongings and valuables are locked away and secured. @ersonal property is not covered by Aompany insurance.

,ITCHEN AND #ATHROOMS

@lease keep the kitchen and bathroom areas clean at all times, cleaning up after use. %ou should be mindful that these are public areas and you should be respectful to others by always cleaning up after yourself. If you use dishes then wash them immediately after use. If there are any issues with these facilities you should notify your Canager immediately.

MEETIN( ROOMS
If you need to book or use a meeting room please ensure that you book through the receptionist=office manager=booking system. @lease tidy up after meetings, take away your dirty cups, files papers etc. @lace chairs back in position and clean all work away.

PRINTIN(
Fave costs on printing wherever possible by printing on both sides of paper. @lease pick up all printed matter off the printer and ensure that the printer is stocked with paper at all times. Aolour printing should be kept to a minimum.

WASTE #INS
Cost individuals will have these under their desk. These bins should be used for any items which are not recyclable egL plastics, metal, a pen, food scraps etc. @lease use your discretion and be mindful of disposing food scraps in the office. 8iquids should not be poured= placed into bins.

RECYCLIN( #INS
@lease recycle where you can using the appropriate bins. $nly paper and cardboard with N' company, client or candidate information is to be placed into these bins. N' general rubbish is to be placed in these bins.

SECURITY DESPOSAL7SHREDDERS
@aperwork with any sensitive or confidential ./usiness Dame0 information needs to be disposed of by either being shredded or placed into the locked security disposal bin. The key for this bin will be the responsibility of the @ractice Canager. <ocuments to be placed in the security bins include but are not limited to: Aompany Information Alient information 'orms Terms and conditions @olicies $he noise factor Try to avoid shouting at each other across the office or on site at a client and respect people&s busy periods or meeting times. $r if someone is engrossed in something at their computer or there are more than two people meeting with someone, it usually means they are busy. Try to talk quietly when you are on the telephone and respect others around you.

CODE OF CONDUCT POLICY

Guidance note (delete this later): %he following section outlines a num!er of 'ey HR policies and procedures that ha"e !een de"eloped to assist you manage people in your !usiness. (ome sections are go"erned !y state and federal legislation and it is important that you continually 'eep up to date with legal changes. %his is not an exhausti"e list of policies and all policies that are not rele"ant within your !usiness should !e deleted.

P/89ose
This policy affirms /usiness!&s belief in responsible social and ethical behaviour from all employees. This policy clarifies the standards of behaviour that /usiness! expects of all employees.

P80n:096es
$ur employees contribute to the success of our organisation and that of our Alients. /usiness! fully endorse that all employees are not deprived of their basic human rights. 'urthermore, our employees have an obligation to the /usiness, our Alients and themselves to observe high standards of integrity and fair dealing. :nlawful and unethical business practices undermine employee and Alient trust.

Po60:;
$ur Aode of Aonduct policy applies to all employees and provides the framework of principles for conducting business, dealing with other employees, Alients and suppliers. The Aode of Aonduct does not replace legislation and if any part of it is in conflict, then legislation takes precedence. This policy is based on the following: 7 7 7 7 7 7 7 7 7 7 7 )ct and maintain a high standard of integrity and professionalism /e responsible and scrupulous in the proper use of Aompany information, funds, equipment and facilities /e considerate and respectful of the environment and others 2xercise fairness, equality, courtesy, consideration and sensitivity in dealing with other employees, clients and suppliers )void apparent conflict of interests, promptly disclosing to a /usiness! senior manager, any interest which may constitute a conflict of interest @romote the interests of /usiness ! @erform duties with skill, honesty, care and diligence )bide by policies, procedures and lawful directions that relate to your employment with /usiness! and=or our Alients )void the perception that any business transaction may be influenced by offering or accepting gifts :nder no circumstances may employees offer or accept money )ny employee, who in good faith, raises a complaint or discloses an alleged breach of the Aode, whilst following correct reporting procedures, will not be disadvantaged or pre udiced. )ll reports will be dealt with in a timely and confidential manner.

/usiness! expects co!operation from all employees in conducting themselves in a professional, ethical and socially acceptable manner of the highest standards. )ny employee in breach of this policy may be sub ect to disciplinary action, including termination.

Fhould an employee have doubts about any aspect of the Aode of Aonduct, they must seek clarification from the Insert Manager $itle!. This policy will be regularly reviewed by /usiness! and any necessary changes will be implemented by the Insert Manager $itle!.

DRESS CODE POLICY

(/usiness!)s ob ective in establishing a safe and comfortable environment includes setting some standards for workplace dress code. This is to enable all people to pro ect a professional image that is in keeping with the needs of our clients and customers to trust us. /ecause our industry requires the appearance of trusted professionals a standard dress code is necessary for everyone. /usiness !)s has a uniform that will be provided to everyone.

O<<0:e E496o;ees
$ffice employees are expected to dress business casual during work hours. )ll office employees will be given an optional uniform consisting of a polo and cardigan or sweater!. /ottoms may include neat eans, slacks or skirt. Fkirts must be knee length or longer. If not wearing the /usiness!)s uniform, office employees must dress in a neat and well presented manner at all times. (hen entering the 0warehouse=workshop., office employees should wear a high visibility safety vest.

W38e=o/se7%3:to8; E496o;ees7D80>e8s
)ll factory employees must wear high visibility clothing at all times. 0 /usiness . supplies options for high visibility uniform consisting of 0polo and fleecy sweater.. )ll 0warehouse=workshop. staff are required to wear 0insert colour. shorts or pants. Do other bottoms are permitted. Aaps or beanies and ackets should be those offered by 0 /usiness .. Fteel capped boots are to be worn and provided by employees. This is a safety requirement.

(ene836
Fales=Canagement or other employees who attend meetings with clients or potential clients 1valid only on meeting days3 Alothing should consist of a 0/usiness name. shirt and black slacks or skirt. Eackets should be the same colour as bottoms and should have a collar. Canagement may request an employee to wear 0/usiness name. uniform on any particular day. This may be due to client visits, or any other reason.

P8o=0?0te@ C6ot=0nA
2mployees should not wear ripped clothing of any sort, low cut clothing such as eans and shirts, track suits 1pants or windcheaters3 or thongs or open toed shoes.

S/996; 3n@ P/8:=3s0nA

2mployees will be supplied with uniform when they commence employment. :niforms may need to be ordered in, therefore, employees will dress as per instruction from management until a uniform is distributed. 2mployees may purchase additional uniforms at cost price. Dew uniforms will be issued to staff when required at management&s discretion. (hen an employee leaves the company they are required to give all issues uniforms back.

M30nten3n:e
)ll clothing worn, including uniform, should be clean and neatly pressed at all times.

EB:e9t0ons
0 /usiness . will allow employees to wear casual clothing on 'ridays only. 'or $"HF reasons, 0warehouse=workshop. staff and drivers must still wear their high visibility clothing. @rohibited clothing as outlined above is still unacceptable on 'ridays.

Guidance note (delete this later): &ress code policies must not !e implemented in a discriminatory way.

IT, INTERNET, EMAIL & SOCIAL MEDIA POLICIES

Guidance note (delete this later): )ersonal communications in"ol"e pri"acy issues. (pend some time tal'ing with your staff to de"elop your policy to get their commitment and understanding.

INTERNET USE
The internet is provided by .%usiness0 for business use. 8imited private use is permitted if the private use does not interfere with a person&s work and that inappropriate sites are not accessed e.g. pornographic, gambling. Canagement has the right to access the system to check if private use is excessive or inappropriate. 'ailure to comply with these instructions is an offence and will be sub ect to appropriate investigation. In serious cases, the penalty for an offence, or repetition of an offence, may include dismissal. Ftaff need to be aware that some forms of internet conduct may lead to criminal prosecution.

EMAIL USE
*. 2mail facilities are provided for formal business correspondence. 4. Take care to maintain the confidentiality of sensitive information. If emails need to be preserved, they should be backed up and stored offsite. +. 8imited private use of email is allowed if it doesn&t interfere with or distract from an employee&s work. "owever, management has the right to access incoming and outgoing email messages to check if an employee&s usage or involvement is excessive or inappropriate. -. Don!essential email, including personal messages, should be deleted regularly from the 9Fent Items&, 9Inbox& and 9<eleted Items& folders to avoid congestion. 6. )ll emails sent must include the approved business disclaimer. To protect ./usiness0 from the potential effects of the misuse and abuse of email, the following instructions are for all users: *. Do material is to be sent as email that is defamatory, in breach of copyright or business confidentiality, or pre udicial to the good standing of ./usiness0 in the community or to its relationship with staff, customers, suppliers and any other person or business with whom it has a relationship. 4. 2mail must not contain material that amounts to gossip about colleagues or that could be offensive, demeaning, persistently irritating, threatening, discriminatory, involves the harassment of others or concerns personal relationships. +. The email records of other persons are not to be accessed except by management 1or persons authorised by management3 ensuring compliance with this policy, or by authorised staff who have been requested to attend to a fault, upgrade or similar situation. )ccess in each case will be limited to the minimum needed for the task. -. (hen using email a person must not pretend to be another person or use another person&s computer without permission.

6. 2xcessive private use, including mass mailing, Mreply to allN etc. that are not part of the person&s duties, is not permitted. 7. 'ailure to comply with these instructions is a performance improvement offence and will be investigated. In serious cases, the penalty for breach of policy, or repetition of an offence, may include dismissal. This policy also applies to all employees, contractors and sub!contractors of ./usiness 0 who: - have an active profile on a social or business networking site such as 8inkedIn, 'acebook, CyFpace, /ebo, 'riendster or TwitterL - write or maintain a personal or business& blogL and=or - post comments on public and=or private web!based forums or message boards or any other internet sites. This policy does not form part of an employee&s contract of employment. Dor does it form part of any contractor or sub!contractor&s contract for service.

PRO%ESSIONAL USE O% SOCIAL MEDIA

./usiness0 expects its employees to maintain a certain standard of behaviour when using Focial Cedia for work or personal purposes. This policy applies to all employees, contractors and sub!contractors of ./usiness 0 who contribute to or perform duties such as: - maintaining a profile page for ./usiness 0 on any social or business networking site 1including, but not limited to 8inkedIn, 'acebook, CyFpace, /ebo, 'riendster or Twitter3L - making comments on such networking sites for and on behalf of ./usiness 0L - writing or contributing to a blog and=or commenting on other people&s or business& blog posts for and on behalf of ./usiness 0L and=or - posting comments for and on behalf of ./usiness 0 on any public and=or private web!based forums or message boards or other internet sites. Guidance note (delete !efore pu!lishing): %he a!o"e list of duties is an optional chec'list to include in your policy. )lease retain or delete duties as applica!le to your !usiness.

P8o:e@/8e
Do employee, contractor or sub!contractor of ./usiness0 is to engage in Focial Cedia as a representative or on behalf of ./usiness0 unless they first obtain ./usiness 0&s written approval. If any employee, contractor or sub!contractor of ./usiness0 is directed to contribute to or participate in any form of Focial Cedia related work, they are to act in a professional manner at all times and in the best interests of ./usiness0. )ll employees, contractors and sub!contractors of ./usiness 0 must ensure they do not communicate any: - Aonfidential Information relating to ./usiness0 or its clients, business partners or suppliersL - material that violates the privacy or publicity rights of another partyL and=or - information, 1regardless of whether it is confidential or public knowledge3, about clients, business partners or suppliers of ./usiness0 without their prior authorisation or approval to do soL on any social or business networking sites, web!based forums or message boards, or other internet sites.

Aonfidential Information includes any information in any form relating to ./usiness0 and related bodies, clients or businesses, which is not in the public domain. This includes, but is not limited to information relating to .Insert examples0. Guidance note (delete !efore pu!lishing): If any of your employees or contractors engage in the types of the !eha"iour listed a!o"e# you should initiate your performance impro"ement procedures. %hese are detailed in the )erformance Impro"ement policy section.

#*I+,$-"#-*.'N,& /.- '0 .'1I,& M-DI, P8o:e@/8e

./usiness0 acknowledges its employees, contractors and sub!contractors have the right to contribute content to public communications on websites, blogs and business or social networking sites not operated by ./usiness0. "owever, inappropriate behaviour on such sites has the potential to cause damage to ./usiness 0, as well as its employees, clients, business partners and=or suppliers. 'or this reason, all employees, contractors and sub!contractors of ./usiness 0 must agree to not publish any material, in any form, which identifies themselves as being associated with ./usiness0 or its clients, business partners or suppliers. )ll employees, contractors and sub!contractors of ./usiness 0 must also refrain from posting, sending, forwarding or using, in any way, any inappropriate material including but not limited to material which: - is intended to 1or could possibly3 cause insult, offence, intimidation or humiliation to ./usiness0 or its clients, business partners or suppliersL - is defamatory or could adversely affect the image, reputation, viability or profitability of ./usiness0, or its clients, business partners or suppliersL and=or - contains any form of Aonfidential Information relating to ./usiness 0, or its clients, business partners or suppliers. Guidance note (delete !efore pu!lishing): If any of your employees or contractors engage in the types of !eha"iour listed a!o"e then you should initiate your performance impro"ement procedures. %hese are generally detailed in the )erformance Impro"ement policy section. )ll employees, contractors and sub!contractors of ./usiness0 must comply with this policy. )ny breach of this policy will be treated as a serious matter and may result in disciplinary action including termination of employment or 1for contractors and sub!contractors3 the termination or non!renewal of contractual arrangements. $ther disciplinary action that may be taken includes, but is not limited to, issuing a formal warning, directing people to attend mandatory training, suspension from the workplace and=or permanently or temporarily denying access to all or part of ./usiness0&s computer network. 'or the purposes of this policy, the following definitions apply: .ocial Media includes all internet!based publishing technologies. Cost forms of Focial Cedia are interactive, allowing authors, readers and publishers to connect and interact with one another. The published material can often be accessed by anyone. 'orms of Focial Cedia include, but are not

limited to, social or business networking sites 1i.e. 'acebook, 8inkedIn3, video and=or photo sharing websites 1ie. %ouTube, 'lickr3, business=corporate and personal blogs, micro!blogs 1i.e Twitter3, chat rooms and forums and=or Focial Cedia:

RECRUITMENT
Guidance note (delete this later): &ecide which type of employment is applica!le * permanent full time# permanent part time# casual# fixed term# apprenticeships or trainees. +egally# it$s important to get this right. ,lso ma'e sure your process is accessi!le and not discriminatory.

Po60:;
./usiness0 recognises a robust and professional approach to recruitment and selection helps us to attract and appoint individuals with the necessary skills and attributes to fulfil our aims and support our business goals. )ll appointments should be made on the @rinciple of Cerit, compliance with all relevant 'ederal H Ftate 8egislation and adherence to this policy and related processes. $ur /usiness recruits people via the following methods: Internal 2xternal 2mployee #eferred

P8o:e@/8e
*. Areate a simple position description for the ob covering key activities, tasks, skills required, expectations, deliverables and safety considerations. (hen advertising, avoid discriminatory language e.g. young person. Target the requirements of the ob e.g. we seek an energetic person. 4. The recruitment process may include some or all of these: an application form, interviews, practical testing, reference checks, right to work in )ustralia checks. If undertaking an interview ensure there are no possible discriminatory requests for information, for example &o you plan to ha"e a family in the near future ; +. Iive the successful candidate a contract of employment setting out clear terms and conditions. This includes the nature of employment e.g. permanent part time, casual. The contract should include a welcome note and start details. -. $nce the candidate has accepted, contact the unsuccessful candidates as a matter of courtesy.

INDUCTION
Guidance note (delete later): &o not underestimate the impact of a good induction. HR research has found a thorough and positi"e induction radically increases the li'elihood the employee will stay with you long term. -se what$s rele"ant to your wor'place. NB: -nder the .ational /mployment (tandards (./()# you must gi"e all new employees a copy of the 0air Wor' Information (tatement which can !e found at the 0air Wor' Online we!site: fairwor'.go".au

Po60:;
./usiness0 will make sure all new employees feel welcome and are ready to start work safely and competently through the use of a proper formal Induction process which this manual forms part of.

P8o:e@/8e
Aomplete an induction plan for each new starter with details of: introductions welcome tea workplace tour $"HF procedures and evacuation business overview who&s who nominated buddy a working safely plan training plan IT system orientation copy of the 'air (ork Information Ftatement policy and procedural requirements, e.g. equal employment opportunity

TRAINING & DEVELOPMENT

Po60:;
./usiness0 will give employees adequate training to do their ob safely and competently. $ur business believes training is a two!way process. (e encourage employees to participate and to highlight any gaps in their own skills or knowledge they believe they have. Training includes internal on!the! ob training, written instructions such as standard operating procedures, coaching, external training and courses. Fafety training takes precedence. ./usiness0 commits to providing every employee with 05. Training days annually.

PROBATION
Guidance note (delete this later): )ro!ation periods can "ary. 1hec' the rele"ant award or wor'place agreement for guidance. %he 0air Wor' ,ct 2334 pro"ides for a minimum 5ualifying period of six months in !usinesses of 67 employees and o"er or 62 months for small !usinesses under 67 employees# !efore an employee is protected from unfair dismissal pro"isions. 0rom I 8anuary 2366# the way the num!er of employees are counted changes from full9time e5ui"alent to a simple headcount (excluding irregular casuals)

Po60:;
The .+=70 month probationary period is a time for both the employee and the business to assess suitability, fit and competency within a role. <uring this period the ./usiness0 commits to reviewing employee performance and at the end of this time ongoing permanent employment will be confirmed. .

P8o:e@/8e
*. 4. +. -. :se system to track and monitor probationary periods Canagers to give informal and formal appraisal during the probation period. Iive at least one formal appraisal four weeks before the end of probation. )t the end of the probation period, complete a final probation appraisal and advise the employee of the result via a formal written letter.

OCCUPATIONAL HEALTH & SAFETY

Guidance note (delete this later): Wor'safe :ictoria has pu!lications to help employers set up their OH;( policies and procedures. Once complete# ma'e these easy for your employees to find. Remem!er# under the Occupational Health and (afety 233< ,ct you are o!liged to consult with your employees on safety and pro"ide them with protecti"e personal e5uipment ())/). 0or a full explanation of your legal o!ligations "isit the Wor'(afe we!site (wor'safe."ic.go".au) page =/mployer Rights ; Responsi!ilities> or phone Wor'safe on 6?33 6@A 3?4.

Po60:;
./usiness0 will, as far as practicable, provide a safe work environment for the health, safety and welfare of our employees, contractors, visitors and members of the public who may be affected by our work. To do this, ./usiness0 will: develop and maintain safe systems of work, and a safe working environment consult with employees and health and safety reps on safety provide protective clothing and equipment, and enforce its use provide information and training for employees assess all risks before work starts on new areas of operation, for example, buying new equipment and setting up new work methods, and regularly review these risks remove unacceptable risks to safety provide employees and contractors with adequate facilities 1such as clean toilets, cool and clean drinking water, and hygienic eating areas3

:ltimately, everyone at the workplace is responsible for ensuring health and safety at that workplace. )ll persons responsible for the work activities of other employees are accountable for: identifying practices and conditions that could in ure employees, clients, members of the public or the environment controlling such situations or removing the risk to safety. If unable to control such practices and conditions, report these to their manager making sure workers use personal protective equipment 1@@23, training workers to use @@2 correctly making sure @@2 is maintained and working properly ./usiness0 demands a positive, proactive attitude and performance with respect to protecting health, safety and the environment by all employees, irrespective of their position.

M3n/36 =3n@60nA 9o60:;

It is ./usiness0&s policy to provide all employees with a safe and healthy workplace by identifying, assessing and controlling manual handling risks. (hile management is responsible for the health, safety and welfare of all staff, all employees must report potential and actual manual handling haKards. Dever lift or manually handle items larger or heavier than you can easily support. If you are in any doubt, do not hesitate to ask for help.

Wo8Ce8sD :o49ens3t0on 9o60:;

)ll employees may be eligible for workers& compensation benefits if in ured while at work.

InE/8; 98o:e@/8e
If there is an in ury: *. The first priority is medical attention. The in ured worker or nearest colleague should contact one of ./usiness0&s first aiders. 'or a serious in ury also call an ambulance. 4. )ny employee who is in ured on the ob, experiences a safety incident or a near miss, must report the incident to their manager. +. The manager must write a report in the #egister of In uries, Incidents and Dear Cisses. This standard report must include: employee&s name and ob details time and date of in ury exact location the in ury=incident occurred how the in ury=incident happened details of the in ury=illness and the part=s of the body in ured names of any witnesses name of the person entering details in the #egister date the employer was notified -. ./usiness0 will let the in ured employee know in writing that we have received notification of any in ury or illness reported in the #egister.

The manager must report serious in uries to (orkFafe immediately.

S4oC0nA 9o60:;
./usiness0 has a non!smoking policy. Fmoking is not permitted on ./usiness0 property or in offices at any time. Fmokers who need to take breaks should do so in their allotted breaks 1no more than .50 per day in addition to their lunch break3. These breaks must be limited to .50 minutes from leaving the workplace to recommencing work. These breaks must not be taken at the entrance to ./usiness0 offices. 2xcessive smoking breaks will be regarded as absenteeism and performance improvement action may be taken.

A6:o=o6 ! @8/As 9o60:;

./usiness0 is concerned by factors affecting an employee&s ability to safely and effectively do their work to a satisfactory standard. The business recognises alcohol or other drug abuse can impair short!term or long!term work performance and is an occupational health and safety risk. ./usiness0 will do its utmost to create and maintain a safe, healthy and productive workplace for all employees. ./usiness0 has a Kero tolerance policy in regards to the use of illicit drugs on their premises or the attending of other business related premises 1e.g. clients3 while under the influence of illicit drugs. Aontravening either of these points may lead to instant dismissal. ./usiness0 does not tolerate attending work under the influence of alcohol. This may result in performance improvement action or dismissal. ./usiness0, at times, makes alcohol available to staff over the age of *?. 8imiting the consumption of any alcohol made available is the responsibility of the employee. <riving over the legal limit or under the influence of illicit drugs is illegal.

EQUAL EMPLOYMENT OPPORTUNITY (EEO) & ANTI BULLYING

Guidance note (delete this later): //O policies and procedures are important. /mployees should !e a!le to easily find out what they are# and managers should 'now the process. %o 'eep up to date# refer to the :ictorian /5ual Opportunity and Human Rights 1ommission$s /mployers we!page at humanrightscommission."ic.go".auBemployers. %he 1ommission offers training in e5ual opportunity policies and practices as well as consultancy ser"ices. %raining can !e pro"ided onsite or at the 1ommission premises. 1all 6@33 ?46 ?<? for more information or "isit humanrightscommission."ic.go".auBtraining.

Po60:;
This policy applies to all staff including contractors and covers all work!related functions and activities including external training courses sponsored by ./usiness0. It also applies for all recruitment, selection and promotion decisions. The ob ective of ./usiness0&s 2qual $pportunity @olicy is to improve business success by: attracting and retaining the best possible employees providing a safe, respectful and flexible work environment delivering our services in a safe, respectful and reasonably flexible way

D0s:8040n3t0on, SeB/36 H383ss4ent 3n@ #/66;0nA

./usiness0 is committed to providing a workplace free from discrimination, sexual harassment and bullying. /ehaviour that constitutes discrimination, sexual harassment or bullying will not be tolerated and will lead to action being taken, which may include dismissal. 'or the purposes of this policy, the following definitions apply:

D0s:8040n3t0on5
Direct discrimination occurs when someone is treated unfavourably because of a personal characteristic that is protected under Gictorian law. Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact on certain people. 'or example a minimum height requirement of 7 foot for a particular ob might be applied equally to men and women, but would indirectly discriminate on the basis of sex, as women tend to be shorter than men. .exual harassment includes unwelcome conduct of a sexual nature in circumstances in which it could reasonably be expected to make a person feel offended, humiliated or intimidated a reasonable person, having regard to all the circumstances, would have anticipated that the person harassed would be offended, humiliated or intimidated.

2orkplace bullying may include behaviour that is directed toward an employee, or group of employees, that creates a risk to health and safety e.g. physical and=or verbal abuse, excluding or isolating individualsL or giving impossible tasks. ./usiness0 provides equal opportunity in employment to people without discrimination based on a personal characteristic protected under state and federal equal opportunity legislation. :nder Ftate legislation they include: age breastfeeding carer status disability employment activity gender identity industrial activity lawful sexual activity marital status parental status personal association with someone having any of these characteristics physical features political activity=belief pregnancy race religious activity=belief sex sexual orientation )ny employee found to have contravened this policy will be sub ect to disciplinary action, which may include dismissal as outlined in the complaint procedure below. 2mployees must report any behaviour that constitutes sexual harassment, bullying or discrimination to their manager. 2mployees will not be victimised or treated unfairly for raising an issue or making a complaint.

Re3son3?6e 3@E/st4ents
#easonable ad ustments are changes that allow people with a disability to work safely and productively. ./usiness0 will make reasonable ad ustments for a person with a disability who: applies for a ob, is offered employment, or is an employee, and requires the ad ustments in order to participate in the recruitment process or perform the genuine and reasonable requirements of the ob. 2xamples of reasonable ad ustments can include: reviewing and, if necessary, ad usting the performance requirements of the ob arranging flexibility in work hours 1see 9'lexible work arrangments&3

providing telephone typewriter 1TT%3 phone access for employees with hearing or speech impairments purchasing screen reading software for employees with a vision impairment approving more regular breaks for people with chronic pain or fatigue buying desks with ad ustable heights for people using a wheelchair.

(hen thinking about reasonable ad ustments ./usiness0 will weigh up the need for change with the expense or effort involved in making it. If making the ad ustment means a very high cost or great disruption to the workplace, it is not likely to be reasonable. In some cases ./usiness0 can discriminate on the basis of disability, if: the ad ustments needed are not reasonable, or the person with the disability could not perform the genuine and reasonable requirements of the ob even if the ad ustments were made.

P8o:e@/8e5 To 43Ce 3 :o49630nt

If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should follow this procedure. *. Tell the offender the behaviour is offensive, unwelcome, and against business policy and should stop 1only if you feel comfortable enough to approach them directly, otherwise speak to your manager3. Jeep a written record of the incident1s3. 4. If the unwelcome behaviour continues, contact your supervisor or manager for support. +. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact another relevant senior manager. 2mployees may also lodge a complaint with the Gictorian 2qual $pportunity and "uman #ights Aommission, the )ustralian "uman #ights Aommission, or take action under the 0air Wor' ,ct 2334. 2mployees should feel confident that any complaint they make is to be treated as confidential as far as possible.

P8o:e@/8e5 To 8e:e0>e 3 :o49630nt

(hen a manager receives a complaint or becomes aware of an incident that may contravene ./usiness0 22$ @olicies, they should follow this procedure. *. 8isten to the complaint seriously and treat the complaint confidentially. )llow the complainant to bring another person to the interview if they choose to. 4. )sk the complainant for the full story, including what happened, step by step. +. Take notes, using the complainant&s own words. -. )sk the complainant to check your notes to ensure your record of the conversation is accurate. 6. 2xplain and agree on the next action with the complainant. 7. If investigation is not requested 1and the manager is satisfied that the conduct complained is not in breach of ./usiness0 22$ policies3 then the manager should: act promptly maintain confidentiality pass any notes on to the manager&s manager If an investigation is requested or is appropriate, follow the next procedure.

P8o:e@/8e5 To 0n>est0A3te 3 :o49630nt

(hen a manager investigates a complaint, they should follow this procedure. *. 4. +. -. 6. 7. <o not assume guilt. )dvise on the potential outcomes of the investigation if the allegations are substantiated. Interview all directly concerned, separately. Interview witnesses, separately. Jeep records of interviews and the investigation. Interview the alleged harasser, separately and confidentially and let the alleged harasser know exactly of what they are being accused. Iive them a chance to respond to the accusation. Cake it clear they do not have to answer any questions, however, the manager will still make a decision regardless. 8isten carefully and record details. 2nsure confidentiality, minimise disclosure. <ecide on appropriate action based on investigation and evidence collected. Aheck to ensure the action meets the needs of the complainant and ./usiness0. If resolution is not immediately possible, refer the complainant to more senior management. If the resolution needs a more senior manager&s authority, refer the complainant to this manager. <iscuss any outcomes affecting the complainant with them to make sure where appropriate you meet their needs.

O. ?. ,. *>. **. *4.

Poss0?6e o/t:o4es
If after investigation management finds the complaint is ustified, management will discuss with the complainant the appropriate outcomes which may include: disciplinary action to be taken against the perpetrator 1counselling, warning or dismissal3 staff training additional training for the perpetrator or all staff, as appropriate counselling for the complainant an apology 1the particulars of such an apology to be agreed between all involved3 Guidance note (delete afterwards): .ote that legal action could also !e ta'en against the indi"idual employee responsi!le for the conduct and the !usiness.

PREGNANCY AT WORK
Guidance note (delete afterwards): /ntitlements listed here are !ased on the 0air Wor' ,ct 2334. (1th) .ational /mployment (tandards and the /5ual Opportunity ,ct 2363 (:ic).

A@>0s0nA o< 98eAn3n:;

./usiness0 encourages employees to inform their manager of their pregnancy as soon as possible. "owever, we respect that an employee may not wish to advise us of her pregnancy earlier than the minimum notice period. (e also respect an employee&s wishes regarding when it is appropriate to tell colleagues about the pregnancy. Fee the @arental leave policy on page -> about requirements for taking unpaid parental leave, including notice periods.

H383ss4ent F=06e 98eAn3nt

./usiness0 is committed to ensuring the safety of pregnant employees and considers harassment, bullying and discrimination to be unacceptable behaviour. 1Fee the 2qual 2mployment $pportunity policy on page +> for our general policy and procedure on harassment, bullying and discrimination.3

S3<et; 3t Fo8C
./usiness0 understands pregnancy to be a healthy and normal process and recognises that women have different experiences. (hen an employee notifies her manager that she is pregnant, the manager will ask the employee to let them know if they experience any changes to their work capacity during the pregnancy. The employee and her manager will then discuss what is needed to keep the employee safe at work and ad ustments will be made accordingly where possible. $ptions to reduce hours, change of duties, light duties, rotated tasks, provision of a chair and provision of additional breaks are common ways to ensure safety at work, and will be considered on a case!by!case basis.

T83ns<e8 to 3 s3<e Eo?

If itPs not safe 1due to illness, risks or haKards3 for a pregnant employee who is entitled to parental leave to continue in her usual position, she can be transferred to a Psafe obP with no change to terms and conditions. The employee needs to provide ./usiness0 with reasonable evidence that she is fit for work, but it would be inadvisable to continue in her present position. ./usiness0 may insist on a medical certificate.

If ./usiness0 can&t transfer the employee to a safe ob, she may take 1or be required by ./usiness0 to take3 paid 9no safe ob& leave for the time stated in the medical certificate or until the pregnancy ends 1either by giving birth or otherwise3. PDo safe obP leave is not sick leave it is a separate paid leave type 1pregnancy! no safe ob3. This leave will be paid at the rate specified in the award or agreement which, at a minimum, can be no lower than the employee&s base rate of pay for her ordinary hours of work. In the six weeks prior to the expected date of the birth of the child, an employer may ask an employee on safe ob leave for medical certificates stating that she would be fit to perform a safe ob, if one were available to her. )n employee may be required to take unpaid parental leave 1instead of paid no safe ob leave3 if she does not provide a medical certificate within seven days or if she provides a medical certificate stating she is not fit for any work.

Wo8C0nA /nt06 t=e ?08t=

) pregnant employee may work until the expected date of birth of her child. If she wishes to continue working in the last six weeks of her pregnancy she may be requested to provide a medical certificate within seven days confirming she is fit to work. If the medical certificate indicates the employee is not fit for work, she may be required to start parental leave or take a period of unpaid leave as soon as practicable. 1Fee the @arental leave policy on page ->.3

Ret/8n to Fo8C
If the employee has agreed to contact during leave, then towards the end of the leave period, the manager should confirm the employee&s intention to return on the agreed date. The employee also may want to discuss any requests for flexible work arrangements at this time 1see 'lexible (orking )rrangements policy on page 2rror: #eference source not found3. )n employee must provide four weeks notice if they want to extend their leave beyond the return date that was initially advised 1see the @arental leave policy on page ->.3 The employee on parental leave has the right to return to the ob they held prior to going on leave, including any promotion. If that position no longer exists, the employee will be given whichever other available position is nearest in status and remuneration to the position they held prior to going on leave. If an employee was placed in a safe work position prior to leave, the employee is entitled to return to the position they held immediately before the safe work position. If the pre!parental leave position no longer exists, ./usiness0 will follow its redeployment and redundancy procedures to determine if a suitable alternative position is available.

#8e3st<ee@0nA 3t Fo8C
./usiness0 aims to understand and support mothers in the workplace, including accommodating breastfeeding as much as possible e.g. providing a private space.

)n employee should discuss her needs with her manager and ./usiness0 will endeavour to make a private space available or other arrangements made by agreement. <epending on the employee&s duties this may include cover while she is away from her work environment.

Ot=e8 <o84s o< 938ent36 s/99o8t

Guidance note (delete afterwards): +ist what is a"aila!le# for example child care location assistance# return to wor' !uddy# parents clu!# mini9 induction !ac' into wor'# etc. )aid )arental +ea"e (cheme? http:BBwww.familyassist.go".auBpaymentsBfamily9assistance9paymentsBpaid9 parental9lea"e9schemeB

FLEXIBLE WORKING ARRANGEMENTS

Guidance note (delete afterwards): /ntitlements listed here are !ased on .ational /mployment (tandards and the /5ual Opportunity ,ct 2363 (:ic). 2mployees may request flexible working arrangements based on parental and carer responsibilities. 2mployees are encouraged to put the request in writing. To comply with the 2qual $pportunity )ct, ./usiness0 will consider this request, and consider all relevant facts and circumstances in deciding whether or not to agree to the request. Fuch a request will not be refused unless it is reasonable to do so. Aircumstances that may be relevant to determining whether a refusal is or is not reasonable include: the nature of the employeePs work and parental or carer responsibilities the nature and cost of the arrangements required for an employee to fulfil their family or carer responsibilities the financial circumstances of the employer the siKe and nature of the workplace and the employerPs business the effect of the flexible working arrangements on the workplace, including the financial impact on the business the consequences for the employer of having the flexible working arrangements the consequences for the employee of not having the flexible working arrangements

$ther factors that might be relevant in a particular case include: when the arrangements are to commence how long the arrangements will last information that has been provided by the employee about their situation the accrued entitlements of the employee, such as personal, carerPs or annual leave whether any legal or other constraints affect the feasibility of the employer accommodating the responsibilities, such as occupational health and safety laws or award penalty rates.

In addition, under the Dational 2mployment Ftandards, employees who have at least *4 months continuous service, with responsibility for the care of a child under school age, or for care of a child under *? with a disability have the right to request flexible working arrangements.

'lexible work arrangements will also be considered as a form of reasonable ad ustments to allow people with a disability to work safely and productively 1see information on reasonable ad ustments above3. This right applies to all employees including permanent full!time and part!time employees, as well as casual employees, regardless of role of ob function. 2mployees must put such a request in writing. ./usiness0 will provide a written response granting or refusing the request within 4* days and will only refuse such requests on reasonable business grounds. These reasons will be detailed in the written refusal.

O9t0ons <o8 <6eB0?6e Fo8C 983:t0:es

'lexible work options which may be considered by ./usiness0 include: permanent, part!time work graduated return to work 1for employees returning from parental leave3, e.g. the employee returns part time and then builds up to full!time work flexible start and finish times for staff to accommodate child care and school pick!up requirements flexible rostering such as working split shifts ob!sharing ! where two or more employees share one full!time position, each working on a part!time basis work from home purchased leave 1-?=64 leave3 where employees take an additional four weeks leave per year by ad usting their salary to -? weeks paid over the full 64 weeks compressed hours where the employee works additional daily hours to provide for a shorter working week or fortnight This is not an exhaustive list, and other options may be agreed. 2mployees utilising flexible work practices will be treated no less favourably than any other employee. 'lexible working is not a barrier to promotion or supervisory responsibilities.

LEAVE
Guidance note (delete afterwards): %he standards referred to here are ta'en from the 0air Wor' ,ct 2334.

(ene836 6e3>e 9o60:;

:nless specified otherwise, employees referred to in this policy mean permanent full!time or part! time employees. )ll employees are entitled to leave in accordance with the relevant awards or agreements and statutory provisions. (here the entitlements or practices in this document conflict, the applicable award, workplace agreement, employment contract or employment law takes precedence. )ll planned leave has to be mutually agreed, and take into account workloads and the employee&s needs. 8eave must be approved in advance, except when the employee can&t anticipate the absence. )ny documents regarding leave will be kept on the employee&s personnel file.

Ann/36 6e3>e 9o60:;

Guidance note (delete afterwards): %ypically# annual lea"e is four wee's$ paid lea"e accrued for each 62 months of employment. %his "aries in some awards and wor'place or employment agreements. , holiday close9down may !e specified in the award or wor'place agreement. 2ach employee is entitled to a minimum of .50 days annual leave a year 1pro!rata for part!time3. 8eave entitlements are calculated from the date they started work and accrue in accordance with workplace relations legislation or industrial instruments. )nnual leave counts towards continuous service 1used when calculating long service leave3. )pplications for annual leave need to be lodged .50 weeks in advance. )n employee is expected to take accrued annual leave for business close down periods. If insufficient leave is accrued, ./usiness0 may direct an employee to take unpaid leave. ./usiness0 will decide on a case!by!case basis whether it will agree with an employee to 9cash out& annual leave as permitted by workplace relations legislation or any industrial instrument. In some circumstances, leave in advance of what leave has accrued may be approved. This is conditional on the employee agreeing to the business deducting any advance in the event of termination, or to the employee accepting leave without pay.

Pe8son36 *s0:C+ 6e3>e 9o60:;

Guidance note (delete afterwards): (ic' lea"e is part of personalBcarer$s lea"e. )ersonalB1arer$s lea"e is an employee entitlement which is contained in the .ational /mployment (tandards. It is separate to wor'ers$ compensation# which is paid to compensate for an inCury or illness incurred while at wor'.

)n employee is entitled to a minimum of *> days of personal=carer&s leave every *4 months which can all be taken as carer&s leave if required. @aid personal leave accrues at the rate of .50 days per month of service and is cumulative. )n employee should notify his=her manager as soon as possible if they are unable to attend work due to illness or in ury. Canagement, at its discretion, may request evidence such as a medical certificate showing that the employee was entitled to take personal leave during the relevant period.

C38e8Gs 6e3>e 9o60:;

AarerPs leave is available to an employee for the care or support of an ill family or household member or if an unexpected emergency affects a family or household member. It is typically part of personal 1sick3 leave and is dealt with similarly to above. 2mployees including casual employees are entitled to take up to two days unpaid carer&s leave for each occasion of family or household member illness or unexpected emergency. )n employee cannot take unpaid carer&s leave if they could instead take paid carer&s leave.

Co493ss0on3te 6e3>e 9o60:;

Aompassionate leave is paid leave taken by an employee to spend time with a family member=member of the employee&s household, who has a personal illness, or in ury, that poses a serious threat to his=her life, or after the death of a family member=member of the employee&s household. 2ach employee is entitled to a period of two days paid compassionate leave for each occasion where a family member has died, or the employee needs to spend time with a seriously ill family member. )dditional unpaid leave maybe granted at management discretion. Aasual employees are entitled to two days unpaid compassionate leave for each occasion.

LonA se8>0:e 6e3>e 9o60:;

Guidance note (delete afterwards): 0ederal awards# :ictorian laws# and wor'place agreements set out entitlements to long ser"ice lea"e. 2mployees are entitled to long service leave in line with Gictorian long service leave laws 1or per a relevant )ward or )greement3.

P38ent36 6e3>e 9o60:;

Guidance note (delete afterwards): /ntitlements listed here are !ased on the .ational /mployment (tandards.

Un930@ 938ent36 6e3>e

2mployees 1including a de facto or same sex partner, or single person3 who are expecting a child or adopting a child are eligible for 64 weeks of unpaid parental leave if they are: permanent full!time or part!time with at least *4 months service prior to the expected date of birth or adoption placement

casual with *4 months regular and systemic service who have a reasonable expectation of continuing regular and systematic work

)fter birth or adoption, the parent with responsibility for the care of the child is entitled to unpaid parental leave. 2mployees who are pregnant may commence leave up to six weeks before the expected date. 2mployees may request to extend their leave by a further *4 months 1for a total of 4- months maximum3, to be submitted in writing at least four weeks before the end of the original *4 months unpaid parental leave. ./usiness0 will respond in writing within 4* days and may refuse only on reasonable business grounds. The written response will include details if the request is refused.

P38ent36 Le3>e t;9es5

)vailable @arental 8eave types at ./usiness0 include: @arental 8eave Aoncurrent 8eave Fpecial Caternity 8eave

P38ent36 Le3>e
If you are the primary caregiver of your child, you can access up to 64 weeks of @arental 8eave. @arental leave is unpaid except in the instances where an employee is eligible for @arental 8eave @ay in line with legislation. @arental 8eave with @ay is described in full in the following section.

Con:/88ent Le3>e
Aoncurrent 8eave is where the parents of the child can take up to + weeks parental leave at the same time. This applies if both parents are employees who plan to take parental leave.

Con:/88ent 6e3>e 4/st5

start immediately after the date of birth of adoption of the childL and 2nd a maximum of + weeks later.

S9e:036 M3te8n0t; Le3>e

:npaid Fpecial Caternity 8eave is available to pregnant female employees in the case of pregnancy!related illness or if the pregnancy ends within 4? weeks of the expected date of birth. The duration of this leave should be agreed with the .%usiness 'wners0 as soon as is practically possible, and any unpaid Fpecial Caternity leave will reduce the amount of Caternity 8eave you are entitled to take by the same amount.

P38ent36 Le3>e P3;5

Guidance note (to !e deleted): If your !usiness has paid lea"e# include the details here including eligi!ility# length of lea"e and options for pay during lea"e. (%his section includes reference to the go"ernment funded )aid )arental +ea"e (cheme)

)vailable @arental 8eave @ay types at ./usiness0 include: @rimary Aaregiver @ay <ad and @artner @ay

@lease note that ./usiness0 will only make payments in line with the two types of @arental 8eave @ay detailed below. (here relevant, @arental 8eave @ay will be paid in line with the standard ./usiness0 pay cycles.

P80438; C38eA0>e8 P3;

In line with legislation, eligible employees who are the primary caregiver may be entitled to *? weeks paid leave, paid at the minimum wage. @lease note that a child&s primary caregiver is the person who is most meeting the child&s physical needs. This will usually be the birth mother of a newborn child or the initial primary caregiver of an adopted child, even if your child is in hospital. This leave is not in addition to the 64 weeks parental leave mentioned above. )ny periods of unpaid and paid @arental leave must not exceed 64 weeks in total. 2mployees may take subsequent periods of paid @arental 8eave, however, in order to be eligible for this, you must return to work and complete a minimum of *4 months continuous service following your return from any previous paid @arental 8eave.

D3@ 3n@ P38tne8 P3;

If your partner is the primary caregiver of your child, you may be entitled to 4 weeks of Iovernment funded paid <ad and @artner @ay whilst on Aoncurrent 8eave. It is your responsibility to check your entitlement to this payment with the <epartment of "uman Fervices.

P38ent36 6e3>e <o8 938tne8s

Ienerally, only the parent with responsibility for the care and welfare of the child is entitled to take unpaid parental leave. "owever, up to three weeks unpaid parental leave may be taken at the same time by both members of an employee couple, with the period of concurrent leave starting on the day of the birth 1unless the manager agrees to other arrangements3.

A996;0nA <o8 6e3>e

)n employee wishing to take unpaid parental leave must provide written notice at least *> weeks before starting the leave 1or as soon as is practicable3 including the intended leave start and end dates. 8eave dates or any changes of dates must be confirmed at least four weeks before the leave starts. The manager will confirm the leave and any affected entitlements such as continuous service in writing.

A@o9t0on

/ecause ./usiness0 recognises that the timing of placement for an adopted child may be uncertain, employees should keep their manager informed of any changes to the likely placement date and commencement of leave.

Ot=e8 P30@ 6e3>e

,nnual leave If the employee has paid annual leave available, he or she may, in agreement with the manager, take some or all of that leave at the same time as the unpaid parental leave. $ime off for antenatal appointments3 adoption interviews or examinations @ersonal leave may be available for attendance at medical appointments. )ppointment times and the availability of leave should be discussed with the manager. )n employee may take up to two days unpaid pre! adoption leave. 2mployees must provide notice of the leave including expected leave period as soon as practicable 1which may be after the leave has started3. If an employee requires more than two days pre!adoption leave, they should discuss their requirements with their manager. &eave for pregnancy related illness If an employee is ill during her pregnancy, she may access her ordinary sick leave entitlements, including any accrued leave. If an employee experiences extended illness due to pregnancy, she can access unpaid 9special maternity leave& for the period her treating doctor certifies is necessary. Fpecial maternity leave is included in the 64 weeks available unpaid parental leave period. The employee must make a special maternity leave application as soon as practicable which details the period of leave required. The manager may request a medical certificate and if so, this must be provided by the employee. &oss of a child while pregnant If the pregnancy ends within 4? weeks before the due date without a live birth, the employee may take unpaid 9special maternity leave& for the period her treating doctor certifies is necessary. :npaid parental leave is not available in this situation, instead special maternity leave applies. The employee must make a special maternity leave application as soon as practicable, specifying the expected leave period and providing a medical certificate, if this is requested by the manager. ./usiness0 will be sensitive to the personal issues associated with this type of leave. During parental leave 2ven though the employee is on leave, they will continue to be protected against discrimination as an employee. Fee the 2qual 2mployment $pportunity policy on page +>. ./usiness0 respects that some employees do not want any contact while on leave, and others do. The manager should discuss with the employee what sort of communication the employee would like while on leave, and record this agreement.

(hile an employee is on unpaid parental leave, ./usiness0 will ensure that the employee is considered and kept informed of significant changes that may occur in the business. (here a decision will have a significant effect on the status, pay or location of the pre!parental leave position, the ./usiness0 will take all reasonable steps to inform the employee and discuss the effect of the decision. <uring any restructures, employees on parental leave will be treated no less favourably than other employees and will be kept informed of the process. If an employee has applied for less than 64 weeks unpaid parental leave, they can extend the period of leave once to take the total leave up to a maximum of 64 weeks. The employee must give at least four weeks notice prior to the end date of the original leave period. ) period of unpaid parental leave may be reduced by agreement between ./usiness0 and the employee. )n employee can resign while on parental leave but they must give the required notice of resignation as set out in .insert award=contract=letter of offer0. 2mployees should not undertake any activity during leave which is inconsistent with the employment contract, including other employment and they should remain responsible for the care of the child. The employee&s position may be filled on a temporary basis while they are on leave. ./usiness0 will notify the replacement employee that their employment in this role is temporary and that the pregnant employee has the right to return to the position.

T04e 0n 60e/ 9o60:;

Guidance note (delete this later): O"ertime might !e paya!le instead of time9in9lieu. %his will !e contained in the rele"ant award or agreement Da'e sure you 'now and follow the procedures set !y an award or wor'place agreement co"ering your wor'place. 1hec' with 0air Wor' ,ustralia !y calling the 0air Wor' Infoline on 6@ 6@ 4<. ./usiness0 will grant time in lieu to an employee who is required to work outside their normal hours. Time worked towards time in lieu must be approved in advance unless exceptional circumstances exist, in which case management will consider granting approval after the time is worked. Time in lieu will be added to the employee&s annual leave. ./usiness0 will record time!in!lieu credits and debits. Ienerally, employee should take time in lieu in the same financial year within which they accrue it. ) manager must approve time!in!lieu leave. )n employee cannot accrue more than .50 hours of time in lieu.

Le3>e F0t=o/t 93; 9o60:;

Guidance note (delete this later): +ea"e without pay may or may not count towards +ong (er"ice +ea"e# depending on the conditions of employment of your employees. If they are entitled to +ong (er"ice +ea"e under the :ictorian +ong (er"ice +ea"e ,ct# you may !e a!le to agree in writing with your employees prior to them ta'ing discretionary unpaid lea"e that it does not count towards +ong (er"ice +ea"e. (ee' ad"ice from an employer organisation# the :ictorian usiness +ine# or chec' with 0air Wor' ,ustralia !y calling the 0air Wor' Infoline on 6@ 6@ 4< . Canagement has the discretion to approve leave without pay that an employee is not otherwise entitled to.

H/8; @/t; 9o60:;

)n employee is entitled to paid leave for ury duty in accordance with legislation. )n employee on ury service should supply the official request to attend, the details of attendance and the amount the court has paid them. ./usiness0 will reimburse the employee the difference between this amount and their base salary. If an employee is absent because of ury service of more than *> days in total, the employer is only required to pay the employee for the first ten days of absence.

E4e8Aen:; se8>0:es 6e3>e 9o60:;

If an employee needs to take temporary absence from work because of voluntary emergency management activities 1for example, as a volunteer dealing with an emergency or natural disaster as a member of F2F, A') or )rmy #eserve3 then they should ask management for leave as soon as possible after they become aware of the need to take leave. ./usiness0 will support such activities wherever possible, as an important community service. ./usiness0 may require evidence of these activities at its discretion.

PERFORMANCE MANAGEMENT
Guidance note (delete later): -nderta'ing performance management once or twice a year is enough if the lines of communication and feed!ac' !etween management and employees are wor'ing reasona!ly well.

Po60:;
The purpose of performance management is to improve performance. It is an ongoing process. It should include informal and formal review. (e encourage a two!way process, that is, employees can also give management feedback on performance. )ll employees will undergo a formal performance review with their immediate managers at least .50 times a year.

P8o:e@/8e
*. The manager and the employee agree on the date for a performance appraisal meeting to allow time to prepare. 4. The manager and employee will meet and openly and constructively discuss performance over the period. +. The manager and the employee will agree any ob ectives and outcomes for the next appraisal period. -. Training and development will be considered as part of the process. 6. Dotes should be taken of the meeting and copies kept. 7. $utside of this formal process, employees are encouraged to raise any issues they have when they arise.

PERFORMANCE IMPROVEMENT
Po60:;
Guidance note (delete this later): Da'e sure you follow the procedures set !y industrial law# awards# or employment or wor'place agreements that apply in your wor'place. , performance impro"ement policy needs to promote a fair process using a ro!ust procedure. Danagers should 'now their role and !e a!le to respond 5uic'ly. It should !e clear who has the power to end an employee$s employment. Eou also need to ma'e sure employees 'now the process. %his is an area where good note ta'ing is crucial. If there is a legal dispute# your legal representati"e will as' you for your notes when they prepare their case. %his is also an area where you will need to consider your o!ligations under the /5ual Opportunity ,ct. Where rele"ant# you need to consider whether reasona!le adCustments can !e made to allow people with a disa!ility to wor' safely and producti"ely. (here warranted ./usiness0 will use improvement processes to improve performance. Fhould such improvement processes be unsuccessful in improving an employee&s performance, ./usiness0 may decide to end an employee&s employment. <epending on the circumstances, performance improvement action may include verbal or written warnings, counselling or retraining. ./usiness0 requires a minimum standard of conduct and performance which will be made clear to employees in management appraisals. If an employee does not meet this standard, ./usiness0 will take appropriate corrective action, such as training. 'ormal performance improvement procedures will generally only start when other corrective action fails. If an employee deliberately breaches business policy or procedure, or engages in misconduct, ./usiness0 may start improvement procedures, or, in cases of serious misconduct or breach of policy, may dismiss an employee. 2ach employee must understand their responsibilities, be counselled and given the opportunity to reach the standards expected of them. ./usiness0 will give an employee the opportunity to defend themselves before management takes further action. Dote: If employees have a disability that requires reasonable ad ustments to be made to the workplace or ob to allow you to work safely and productively, they should raise this with their manager. ./usiness0 will only refuse such requests on reasonable business grounds. Guidance note (delete this later): In the case of dismissal# legal ad"ice or contact with an employer association prior to dismissing an employee could !e money and time well spent. ,dditionally# the (mall usiness 0air &ismissal 1ode applies to !usinesses with fewer than 67 employees (excluding irregular casuals) If a small !usiness follows this code# a dismissal will not !e unfair. ,lthough not legally re5uired# use the (mall usiness 0air &ismissal 1ode 1hec'list as your guide to the right procedure. Feep completed copies and records of meetings and discussions as a

record you$"e done the right thing. Eou can find a copy !y doing a search for Gdismissal code$ on the 0air Wor' Online we!site (fairwor'.go".au)

P8o:e@/8e
*. ./usiness0 will advise the employee of any shortfall in their performance, and give them an opportunity to respond. 4. $nce they respond, the manager will consider their response and decide if performance improvement action should be taken. ./usiness0 will provide support such as training where appropriate. +. If the employee is given a verbal warning, the manager should make a note of it, date it and sign it. -. The manager will advise the employee in clear terms what they see as the performance problem or the unacceptable conduct. To highlight the deficiency they should use specific examples, and refer to the correct policy or procedure. 6. The manager will allow the employee to respond before making a decision and consider the employee&s responses. The employee may have a support person present at such meetings. 7. The manager will decide if more action is needed. O. If a written warning is to follow, the manager is to: document it and give the employee a copy give the employee the opportunity 1and their support person the opportunity3 to sign the warning keep a copy on file ?. The warning must clearly define: the deficiency a clear explanation of the expected standard by when the employee needs to achieve it how the business will help the employee achieve the improvement required consequences of failing to improve ,. The manager concerned will keep a record of all meetings, training and=or coaching given and a summary of discussions, and put a copy on the employee&s personnel file. This should include date, location and time of discussion. *>. They will continue to support the employee and note the support they give, for example, training or counselling. **. If the employee&s performance or conduct doesn&t improve, the manager will give the employee a final written warning and follow steps -*> above. This document needs to warn the employee in clear terms ./usiness0 will terminate their employment if there is not enough improvement, and a sustained improvement in, their performance. Note: some circumstances ustify going straight to a second or final warning.

(8oss o8 se80o/s 40s:on@/:t 9o60:;

Fummary 1instant3 dismissal for gross or very serious misconduct is possible 1depending on the facts involved3. Canagement should seek advice before taking this step.

P8o:e@/8e
*. The manager is to investigate the alleged offence thoroughly, including talking to witnesses, if any.

4. The manager should ask the employee for their response to the allegation 1taking notes of this discussion3 and allow them to have representation. The manager should also have a witness present. The manager shall give genuine consideration to the employee&s response and circumstances. +. If still appropriate, following a thorough investigation, the manager can terminate=dismiss the employee. -. The manager should keep a file of all evidence collected and action taken in these circumstances. 6. ./usiness0 will send the employee a letter of termination noting brief details.

GREIVANCE COMPLAINTS
Po60:;
./usiness0 supports the right of every employee to lodge a grievance with their manager if they believe a decision, behaviour or action affecting their employment is unfair. )n employee may raise a grievance about any performance improvement action taken against them. (e aim to resolve problems and grievances promptly and as close to the source as possible. (hen necessary, ./usiness0 will escalate a grievance to the next higher level of authority for more discussion and resolution, and continue escalating it to the level above until it is resolved. Canagers will do their utmost to action grievances ob ectively, discreetly and promptly. /e aware that grievances that are misconceived, vexatious, and lacking substance may result in disciplinary action being taken against the employee lodging the grievance.

P8o:e@/8e
*. The employee should try to resolve the grievance as close to the source as possible. This can be informal and verbal. )t this stage, every possible effort should be made to settle a grievance before the formal grievance process starts. If the matter still can&t be resolved, the process continues and becomes formal. 4. To start the formal grievance the complainants must fully describe their grievance in writing, with dates and locations wherever possible and how they have already tried to settle the grievance. +. The person1s3 against whom the grievance=complaint is made should be given the full details of the allegation1s3 against them. They should have the opportunity and a reasonable time to respond before the process continues. -. If the grievance still can&t be resolved, refer the matter to the most senior manager for consideration and a final decision. ) grievance taken to this level must be in writing from the employee.

CONFLICT OF INTEREST
Po60:;
Aonflict of interest arises whenever the personal, professional or business interests of an employee are potentially at odds with the best interests of ./usiness0. )ll employees are required to act in good faith towards ./usiness0. 2mployees need to be aware of the potential for a conflict of interest to arise and should always act in the best interests of ./usiness0. )s individuals, employees may have private interests that from time to time conflict, or appear to conflict, with their employment with ./usiness0. 2mployees should aim to avoid being put in a situation where there may be a conflict between the interests of ./usiness0 and their own personal or professional interests, or those of relatives or friends. (here such a conflict occurs 1or is perceived to occur3, the interests of ./usiness0 will be balanced against the interests of the staff member and, unless exceptional circumstances exist, resolved in favour of ./usiness0. It is impossible to define all potential areas of conflict of interest. If an employee is in doubt if a conflict exists, they should raise the matter with their manager.

P8o:e@/8e
2mployees must: declare any potential, actual or perceived conflicts of interest that exist on becoming employed by ./usiness0 to management declare any potential, actual or perceived conflicts of interest that arise or are likely to arise during employment by ./usiness0 to management avoid being placed in a situation where there is potential, actual or perceived conflict of interest if at all possible If an employee declares such an interest, ./usiness0 will review the potential areas of conflict with the employee and mutually agree on practical arrangements to resolve the situation. 2mployees must disclose any other employment that might cause a conflict of interest with ./usiness0 to their manager. (here there are external involvements that do not represent a conflict of interest, these must not affect performance or attendance whilst working at ./usiness0. If such involvement does affect performance or attendance it will be considered a conflict of interest. 2mployees must not set up or engage in private business or undertake other employment in direct or indirect competition with ./usiness0 using knowledge and=or materials gained during the course of employment with ./usiness0. 2ngaging in other business interests during work hours will result in strong performance improvement action.

'ailure to declare a potential, actual or perceived conflict of interest or to take remedial action agreed with ./usiness0, in a timely manner, may result in performance improvement proceedings including dismissal.

INTELLECTUAL PROPERTY & SECURITY

)ll intellectual property developed by employees during their employment with ./usiness0, including discoveries or inventions made in the performance of their duties related in any way to the business of ./usiness0, will remain the property of ./usiness0. 2mployees may be given access to confidential information, data, business property, keys to premises or any other business related property=information in the performance of their duties. This must be protected and used only in the interests of ./usiness0. 2mployees must not: disclose or use any part of any confidential information outside of the performance of their duties and in the interests of ./usiness0L or authorise or be involved in the improper use or disclosure of confidential informationL during or after their employment without the 2mployerPs written consent, other than as required by law. 9Aonfidential information& includes any information in any form relating to ./usiness0 and related bodies, clients or businesses, which is not in the public domain. 2mployees must act in good faith towards ./usiness0 and must prevent 1or if impractical, report3 the unauthorised disclosure of any confidential information. 'ailure to comply with this policy may result in performance improvement proceedings including dismissal, and ./usiness0 may also pursue monetary damages or other remedies.

ENVIRONMENTAL BEST PRACTICE

Guidance note (delete later): Feep the items you will do or are rele"ant# and delete the rest. eing more sustaina!le will usually reduce energy and water !ills and the cost of disposing waste. It also identifies the !usiness as !eing en"ironmentally responsi!le. (e"eral schemes are a"aila!le for ad"ice and support. 1hec' the =1reating a Hreen usiness> section of the usiness :ictoria we!site (!usiness."ic.go".au) for more details.

Po60:;
./usiness0 will comply with all local, state and federal laws and regulations on: disposing of haKardous waste 1including 2@)&s list of prescribed industrial waste3, trade waste 1i.e. waste added to the sewer3 and waste water safe handling, storage and transport of haKardous waste and dangerous goods noise land use air pollution and carbon emissions

P8o:e@/8e
./usiness0 will set targets each year to increase energy and water efficiency, and seek opportunities for reducing and recycling waste. To do this, we will: Ieneral investigate ways to reduce consumption or recycle waste publish monthly energy and water use on the staff notice board including savings made, and report on greenhouse gas emissions give preference to maintenance and other contractors using green products 2nergy buy electrical and lighting systems rated as energy efficient use accredited Ireen@ower, either in part or whole (ater buy appliances rated as water efficient buy plumbing devices 1e.g. taps3 with built!in flow restrictors in kitchen and washing up areas, or add these to existing fittings (aste look for opportunities to exchange waste on the waste exchange database website %wastee.change.net.au&

<Bu !"# $ % POLICIES & DECLARATION

Guidance note (delete later): Including this section is important to ensure you can manage your employees when !reaches of policies and procedures occur. Feep this page in your employee files to ensure you can performance manage later. &elete policies that do not apply to your !usiness.
%ou must read all the policies contained in this document and listed below. Aompany policies are a part of your employment contract and therefore must be read and understood to ensure you are fully aware of your responsibilities as an employee of /usiness!. #lease read and tick off each of these policies to indicate you are aware of the rules and responsibilities you have whilst employed by %usiness!. *. Aode of Aonduct @olicy 4. <ress Aode @olicy +. IT, 2mail and Internet @olicy -. #ecruitment H Felection @olicy 6. Induction @olicy 7. Training H <evelopment @olicy O. @robation @olicy ?. $ccupational "ealth H Fafety @olicy ,. 22$ and )nti!/ullying @olicy *>. @regnancy at work policy **. 'lexible (ork )rrangements @olicy *4. 8eave @olicy *+. @erformance Canagement @olicy *-. @erformance Improvement @olicy *6. Iross H Ferious Cisconduct @olicy *7. Irievance and Aomplaint @olicy *O. Aonflict of interest @olicy *?. Intellectual @roperty H Fecurity @olicy *,. 2nvironmental /est @ractice

E496o;ee De:6383t0on5
I have read and understand the contents of this manual along with the above policies and I agree to the terms of conditions of these documents. -mployees Name: -mployees .ignature:

Date: