Case Study

Simulated Business Case Study
Poll IT Call Centre
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Table of Contents
Section 1 – Business plan (excerpt) ............................................................................3

Section 2 – Organisational chart and management profiles .....................................4
Section 3 – Summary of Individual Personality Traits ................................................5
Section 4 – Operational risk register ...........................................................................7
Section 5 – Work Health and Safety (WHS) Policy .....................................................8
Section 6 – Anti-discrimination policy ...................................................................... 10
Section 7 – Procurement policy and procedures .................................................... 11
Section 8 – List of pre-approved suppliers .............................................................. 15
Section 9 – Communication protocols ..................................................................... 16
Section 10 – Scope of your project .......................................................................... 18
Section 11 – Proposed floor plan, budget and timelines for project…………….. 20
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BSBPMG522A Undertake project work Poll IT Call Centre (simulated business)
Section 1 – Business plan (excerpt)
From Poll IT Call Centre business plan FY 2014/15

About Poll IT Call Centre
Poll IT Call Centre was founded in 2008 by a sales executive named Michael Ryan. The
company currently employs approximately 25 people.
Poll IT primarily generates their business revenue from Outcall Sales Campaigns for
various companies in the client base.
Poll IT Call Centre has established itself as a reputable sales and marketing company
amongst several industries including telecommunications, energy and insurance to
name just a few.
Mission:
● To achieve the highest returns for our clients and to deliver a client experience
that is second to none in the industry.
Vision:
● To establish, within five years, the Poll IT brand based around the highest ethical
standards with best-in-breed performance in sales and customer service for our
clients.
Objectives:
 To grow client base by 15% in the next 12 months. This could be done by
expanding to New Zealand
 To increase revenue by 10% in the next 12 months.
Values:
● Integrity
● Client-focus
● Active encouragement of excellence, innovation and continuous improvement
● Teamwork
● Recognition of the diversity and expertise of POLL IT employees and agents.
Strategic direction:
Poll IT Call Centre will achieve its mission and vision through:
● Actively engaging with customers and clients
● Building goodwill and a reputation for integrity
● Supporting innovative thinking, management and leadership skills
● Creating a high-performing, highly profitable organisation.
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Section 2 – Organisational chart and staff profiles
Poll IT Call-Centre’s organisational chart
Managing Director
Max Lionel
Call-Centre
Finance Manager Operations
Riz Mehra Manager
Kim Sweeney
Online Sales Marketing Project Manager

Team Leader IT Manager
Manager Manager
Les Goodale Peter Mitchell (You)
Sam Lee Pat Mifsud
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Section 3 – Summary of Individual Personality Traits
Managing Director
The MD Max is an experienced Sales Professional in his early 40s. He is a focused and results-oriented individual, but this can lead to some
hasty decision making without in depth analysis in some situations.
Finance Manager
Riz, the Finance manager, is a veteran with over 30 years experience in his field. He is a bit ‘old school’ but also a very well organised
individual. He is not very fond of change and often reacts negatively to situationsif he feels this might lead to change in his daily operations. Riz
drives to work on daily basis as he is not comfortable using Public Transport because of his age. He has a car space in the current premises
but when he looked at the plans for the new premises, he noticed that a space had not been allocated to him.
Call Centre Operations Manager

The Operations manager is Kim, a young professional with a passion to drive his career successfully. He leads by example and is an open and
friendly guy and has very good relationship building skills. He is not very happy that the MD chose the person with the least amount of time at
Poll IT to be the project manager for the relocation. He feels he has far more experience and would have done a much better job.
Team Leader
The Team Leader is Les, a young Marketing Graduate. He has a passion for Sales and Customer Service. Though he is a good performer, he
tends to react too much in certain situations even if the situation could be handled simply. This attitude has lead to unease amongst some call
centre team members who feel his over-reacting just further complicates certain situations.
Online Sales manager

Samantha, or Sam, is the Online Sales manager. Sam is a young female who only recently joined Poll IT. Sam has a background in Online
Marketing in various industries. Her key strength is in Search Engine Optimisation and social media campaigns. She has been employed to
generate new business opportunities for Poll IT. She is of Asian background and a smart online marketer.
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Marketing Manager
Pat is Poll IT’s Marketing Manager. Pat is in her late 30s and a well reputed Sales and Marketing professional in the industry. She has loads of
experience and has established a good professional profile in her field. A results-oriented, though calm, individual, Pat gets on very well with
her fellow employees. She is a choosy individual and values her office with a window and is very concerned whether there will be sufficient
office with windows in the new premises.
IT Manager
The IT Manager is Peter, a young IT Graduate of South Asian background. He is an excellent worker and has proved himself to be a productive
and reliable IT professional. His English speaking skills arequite poor because of his background but he gets along with others very well due to
his open and respectful attitude.
Project Manager (YOU)

You have worked at Poll IT for some nine months as a call centre operator and enjoy your work and hope to move up the corporate ladder in
time. You have almost finished your business diploma but have one last unit to complete, Undertake Project Work. As a workplace based
project, you asked the MD if you could project manage the relocation to new premises. The MD was happy to put you in charge, but some at
Poll IT don’t think you have enough experience and are concerned about how you will manage the project.
Section 4 – Operational risk register
Poll IT Call Centre risk register FY 2014/2015
Identified risk Probability Impact Current controls Future actions
Failure to recruit experienced Medium High ● Appropriate HR policies and ● Industry benchmarking
telemarketers due to increased procedures in place. in all areas of
competition. organisational
● Employee performance plans align
performance.
with business plan and six-monthly
Failure to realise revenue gains due to High High
review process in place. ● Conduct regular reviews
recent slump in the industry.
of call centre operators’
● Managers encouraged and
Inadequate insurance cover. Low High performance.
incentivised to follow performance
management policy. ● Staff trained in use of
technology as needed.
● Appropriate insurances held and
Non-compliance on anti-discrimination. Medium High
coverage reviewed annually. ● Keep abreast of changes
in potential liabilities.
● All office equipment regularly
Perception of discriminatory practice Medium High reviewed and updated as required; ● Review and develop HR
reducing client and tenant base. IT security monitored and related policies where
maintained. required.
Poor organisational culture; low level of Medium Medium
● Project to raise awareness of anti- ● Development of ethical
staff engagement and morale.
discrimination, WHS and other charter, including
legislation/codes of conduct principles all call centre
Loss of knowledge and capability Low High
among agents, clients, tenants. operators must follow.
through departing staff.
● WHS management system in
Failure to meet occupational health and Low High place.
safety requirements.
Section5 – Work Health and Safety (WHS) Policy
Poll IT Call Centre WHS policy

Poll IT Call Centre recognises its responsibility to provide a healthy and safe working
environment for employees, contractors, clients and visitors. Poll IT Call Centre is
committed to the continued wellbeing of its employees and to ensuring that all employees
are safe from injury and health risks whilst undertaking work-related duties, including
home-based work.
Purpose The purpose of this policy is to ensure the acquisition of resources

is carried out consistently, fairly and transparently and in
accordance with organisational requirements.
In order to ensure a healthy and safe working environment, Poll IT
Call Centre will (in accordance withthe WHS management system):
● undertake risk assessments and implement procedures to
adequately manage any risks in the working environment
● provide written procedures and instructions for safe working
practices
● ensure compliance with all relevant legislation
● maintain safe systems of work including the work premises

and environment
● provide appropriate support, instruction, training and
supervision to employees to ensure safe working practices.
Scope The scope of this policy covers employees and contractors of Poll IT
Call Centre.
Responsibility Poll IT Call Centre management and employees are ultimately

responsible for ensuring that safe systems of work are established,
implemented and maintained.
Management is responsible for:
● the effective implementation and regular review of WHS
procedures
● consultation with employees regarding health and safety
issues and changes to legislation and/or working practices
which may affect the health, safety or welfare of employee
● providing and maintaining a safe system of working practices
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● providing support, training, and supervision to employees to

ensure safe and healthy workplace practices are carried out,
including relevant first aid training where appropriate
● the provision of adequate resources for employees to meet
the WHS commitment, including an up-to-date first aid kit.
Individual employees are responsible for:

● following all WHS policies and procedures
● ensuring they report all potential and actual risks to partners

or managers/supervisors
● taking care to protect their own health and safety and that of
their colleagues at work
● ensuring their own or others health and safety is not
adversely affected by the consumption of drugs or alcohol
● encouraging others to follow healthy and safe working
practices in the workplace.
Policy This policy has been established and implemented through the
Implementation human resource functions of the organisation and will be reviewed
and Review regularly in consultation with Poll IT management and employees to
ensure compliance with legislation, industry standards and
organisational changes.
Relevant ● Privacy Act 1988 (Cwlth)

legislation, etc. ● Equal Opportunity Act 2010 (Vic)
● Occupational Health and Safety Act 2004
● Dangerous Goods Act 1985(Vic)
● AS/NZS 4804:2001 Occupational health and safety

management systems – General guidelines on principles,
systems and supporting techniques
Updated/ 10/2014 – Managing Director

authorised
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Section 6 – Anti-discrimination policy
Poll IT Call CentreAnti-discriminationPolicy

Poll IT is committed to ensuring that the working environment is free from discrimination
and harassment and that discrimination and harassment will not be tolerated under any
circumstances and disciplinary action will be taken against any employee (or agent) who
breaches the policy.
Purpose The purpose of this policy is to ensure transactions with clients,

customers and other employees are handled fairly and
transparently and in accordance with organisational and legal
requirements. Generally it is unlawful to discriminate on the
basis of the following characteristics:
● sex ● political belief or political
activity
● relationship status
● trade union activity
● pregnancy
● lawful sexual activity
● parental status
● gender identity
● breastfeeding
● sexuality
● age
● family responsibilities
● race
● association with, or
● impairment
relation to, a person
● religious belief or identified on the basis of
religious activity the above.
Scope The scope of this policy covers all employees and contractors of
Poll IT Call Centre
Responsibility Responsibility for the implementation of this policy rests with all
employees, contractors and management of Poll IT Call Centre.

legislation, etc. ● Equal Opportunity Act 2010 (Vic)
● Age Discrimination Act 2004 (Cwlth)
● Disability Discrimination Act 1992 (Cwlth)
● Racial Discrimination Act 1975 (Cwlth)
● Sex Discrimination Act 1984 (Cwlth)

authorised
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Section 7 – Procurement policy and procedures
Poll IT Call Centre procurement policy

Procurement is the process of acquisition of external goods, services and works. This
process spans the whole life cycle from initial concept through to the end of the useful life
of an asset (including disposal) or the end of a service contract.e-Procurement is integral
to the overall development of procurement processes and involves the use of an
electronic system/s to acquire and pay for supplies, services` and works
Purpose The purpose of this policy is to ensure the acquisition of

resources is carried out consistently, fairly and transparently
and in accordance with organisational requirements.
Scope The scope of this policy covers the purchasing and acquisition of
resources by employees and contractors of Poll IT Call Centre.
Responsibility Responsibility for the implementation of this policy rests with

employees and management of Poll IT Call Centre with
responsibility for purchasing resources.

legislation etc. ● Equal Opportunity Act 2010 (Vic)
● Corporations Act 2001 (Cwlth)
● A New Tax System (Goods and Services Tax) Act 1999

(Cwlth)
● Income Tax Assessment Act 1997 (Cwlth)
● Fair Work Act 2009 (Cwlth)
● Occupational Health and Safety Act 2004 (Vic)

authorised
Case Study.docx
Principles governing the Poll IT Call Centreprocurement process

Overarching Principle
The benefits of every purchase are weighed against the costs necessary for the optimum
results for Poll IT. Poll IT is not required to accept the lowest tender. Instead, Poll IT will
take into account issues of quality, cost, the accessibility of the service and other factors
relevant to the overall objectives of the company.
1. Ethical behaviour
The principle of ethical behaviour governs the conduct of all procurement activities.
Employees who have authority to procure goods and services must comply with the
standards of integrity, professional conduct and ethical behaviour. Employees or directors
must not seek to benefit from supplier practices that may be dishonest or unethical.
2. Value for money

Value for money is the core principle underpinning procurement at Poll IT. Contracted
organisations must be cost effective and efficient in the use of resources whilst upholding
the highest standards of ethical behaviour and integrity. In general, a competitive process
carried out in an open, objective and transparent manner can achieve the best value for
money in procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential contracted suppliers should
have the same opportunities to compete for business and must be treated equitably
based on their suitability for the intended purpose.
4. Risk management
Risk management involves the systematic identification, analysis, treatment and
implementation of appropriate risk-mitigation strategies in relation to procurement
related activities. The risks associated with procurement activity must be managed in
accordance with the organisation’s risk management policy.
5. Responsible financial management

The principle of responsible financial management must be applied to all procurement
activities. Factors that should be considered include:
● the availability of funds within an existing approved budget
● staff approving the expenditure of funds strictly within their delegations
● measures to contain costs of the procurement without compromising any

procurement principles.
6. Procurement planning
In order to achieve value for money, each procurement process must be well planned and
conducted in accordance with the principles contained in this document and comply with
all of the organisation’s policies and relevant legal and regulatory requirements.
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7. Buy Australian Made/support for Australian industry

Employees who are involved in procurement activities must make a conscious effort to
maximise opportunities for Australian manufacturers and suppliers to provide products
where practicable and where there is economic value. In making a value for money
judgement between locally-made and overseas-sourced goods, employees are to take
into account:
● whole-of-life costs associated with the good or service
● the quality of locally made products
● the record of performance and delivery of local suppliers
● the flexibility, convenience and capacity of local suppliers for follow on orders
8. Pre-registered list of preferred suppliers

Poll IT Call Centre shall maintain a pre-registered list of preferred suppliers, following a
request for expressions of interest and an evaluation of the submissions. Suppliers can
request to be evaluated for inclusion on the existing pre-register list at any time.
All purchases under $5,000 may be made from preferred suppliers without undertaking a
competitive process. Purchases above $5,000 where a preferred supplier exists should
include a competitive process if practicable.
This list is reviewed at regular intervals with admission of interested parties on a rolling
basis. Care should be taken to ensure that such lists are used in an open and
non-discriminatory manner. Poll IT Call Centre encourages new contractors to provide
information on their experience, expertise, capabilities, pricing, fees, and current
availability. It is in the interest of the organisation that the pool of potential suppliers is
actively maintained and updated.
9. Avoid conflicts of interest

Employees and directors are required to be free of interests or relationships in all aspects
of the procurement process.Employees and directors are not permitted to personally gain
from any aspect of a procurement process.
Employees and directors shall ensure that to the best of their knowledge, information and
belief, that at the date of engaging a contractor no conflict of interest exists or is likely to
arise in the performance of the contractor’s obligations under their contract.
Should employees or directors become aware of potential conflicts of interest during the
contract period, they must advise the CEO and theBoard of Directors immediately.
Prior to any situation arising with potential for a conflict of interest, complete disclosure
shall be made to the CEO and the Board of Directors to allow sufficient time for a review.
10. Report collusive tendering

Employees should be aware of anti-competitive practices such as collusive tendering. Any
evidence of suspected collusion in tendering should be brought to the attention of the
CEO and the Board of Directors.
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13. Evaluation and contract award

For projects being awarded, consideration will be given not only to the most economically
advantageous tender, but also to the track record of the tender respondent and the
degree of confidence that the panel has in the quality of the bid. It will be the normal
practice to have the evaluation of tenders carried out by a team with the requisite
competency.
14. Results of tendering process

All tender respondents should be informed in writing of the result of a tendering process
immediately after a contract has been awarded.
Summary of procurement policy delegations
Authority Purchase amount Required number Comment

of quotes
ManagingDirector Authority to sign Two or more Detailed services

contracts for competitive quotes contract required.
products and for contracts over
services over $75,000.
$75,000.
FinanceManager Authority to sign One or more Provided they are

contracts for competitive quotes within the approved
Marketing
products and preferred. budget and
Manager
services under consistent with
Operations $30,000. business/operational
Manager and strategic
IT Manager planning.
Delegated
authority only
through MD
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Section 8 – List of pre-approved suppliers
Poll IT Call Centre

List of preferred suppliers and contractors
● Intranet IT Services: IT and Telecommunications Supplies/Services Providers
● Officeworks: Printing Equipment, Refills and Stationary Supplies
● Orbital Australia: Software Development and IP Management company
● Sententia: Network and Cyber Security Service Provider
● The Gadget Shop: IT and telecommunication suppliers (headphones etc)
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Section 9 – Communication Protocols

Definitions:
 External communication is an exchange of information which occurs between the
organisation and external parties.
 Internal communication is an exchange of information which occurs within the
organisation.
Procedure
General
Poll IT has its own communication protocols. The information provided below should be
used asinternal or externalcommunication protocols of Poll IT.
Methods of communication
Internal communication
Use the following communication methods:
• Emailwhenever possible to save time and to provide a written record
which is dated.
• Direct manager/supervisor should be added where appropriate in internal
communication by ‘cc’ email.
• Telephone calls between individual employees, to discuss and negotiate.
Confirm with an email if necessary.
• Memorandumsformally communicate information to other employees.
• Meetingsare a collaborative activity, and should be called if collaboration
is necessary or decisions or plans are being made that affect more than
one person.Meetings can be time-consuming but are important when
communication by telephone, email and memorandums cannot achieve
the desired outcome.
External communication
Use the following communication methods:
• Emails where time is an important issue.
• Telephone calls to discuss or negotiate. Confirm any decisions by email
fax or letter.
• Faxunlike with email and mobile text messaging, with faxes the receiving
fax machine must acknowledge that the document was received
successfully. Your notification is proof that your document has been
successfully delivered to the recipient. Use fax also when you do not know
the email address of the recipient.
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• When contacting suppliers for orders or payments, ‘cc’ the email/fax to

the supervisor/manager
• Letters to formally communicate information, when time is not an issue.
Responding to communications
Generally, respond using the same method as the original communication (eg. if you
receive an email, reply by email).
Timeframes
Respond in the following timeframes wherever possible:
• Email should be responded to on the same day
• Memos should be responded to within three (3) working days of receipt
• Fax should be responded to on the same day
• Letters should be responded to within three (3) working days of receipt
Communication formats
The following general guidelines apply:
• Use courtesy titles (Mr, Ms, etc) in the inside address of external
correspondence. Use the addressee’s first name if the person is well
known to you.
• Do not use courtesy titles in internal correspondence (memos and
emails).
• Letters should close with Yours sincerely if the addressee’s name is
shown in the inside address; Yours faithfully if the addressee’s name is
not shown in the inside address.
Inclusive language
• Comply with cultural protocols by using correct titles, e.g. Mr. Ms. Dr. etc.
• Use non-sexist and non-racist language by:
• Avoiding male-dominated terms. For example, use ‘chair’ or ‘chairperson’
instead of ‘chairman’.
• Eliminating the unnecessary use of the person’s gender, e.g. ‘female
manager’
• Avoiding the use of pronouns such as ‘he’ or ‘she’. Use ‘their’ instead of
‘his’ or ‘her’.
Signatures
When communicating on behalf of Poll IT, please ensure the correct manager’s signature
is included or approval obtained to sign on their behalf.
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Section 10 – Current Projects

Poll IT is currently working on two projects and the details of each are as follows:
New Phone System:
Poll IT has recently planned and agreed to update their entiretelecommunicationssystem.
Due to the increase in demand and business, Poll IT requires a more streamlined Phone
system with better functionality related to call transfers and efficient waiting
periods/queuing for calls as well as providing better reporting of call durations and
productivity of the call centre team.
The new system specification has been written to address all the above requirements.
New Customer Service Client:

Until recently, Poll IT was conducting its business purely as a telemarketing company
making telesales (out-going calls) for its clients. Recently, Poll IT successfully secured a
large multinational company to take over their customer service function, mainly their in-
bound customer enquiry calls. Further, Sam, the online sales manager has used her
social media and search engine optimisation expertise to secure some consulting
business for new clients looking to improve their online sales and marketing activities.
Due to this shift towards creating a more versatile Contact Centre and anticipating
increased HR requirements, Poll IT is planning to acquire larger premises to
accommodate the new business model.
Your Project:
Planning and moving to the new premise
Due to recent expansion and new contracts, the business is growing and the call centre
has outgrown its original offices and a decision has been made to move to a new location.
After approaching the Managing Director to discuss your studies and tell him that you
need to find a workplace based project, it was decided that you will assume the role of
Project Manager for Poll ITto relocate their Call Centre. The new location is not far from
the current premises but larger and more appropriate to the call centre’s needs.
Your role will be to project manage the relocation whilst ensuring minimal disruption to
both employees and clients. As part of your brief you have been provided with the
address of the new location, a floor plan and a proposed budget. The lease at the current
premises runs out in three months and the new office is available to you immediately to
start the new fit out, moving and IT related tasks such as network and cabling, new
offices, backup of data, moving services, setting up of phones & computers etc.
Other project related information:
The new premises will have new Phone systems and computer networking installed
before the move. Therefore, all the phone lines and other communication channels
should be shifted during non-business hours. Management has provided the maximum
allowable down time of ONE hour.
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The following items are not part of your responsibility as, Max the Managing Director, is
negotiating these directly with the Landlord. These are:
 Disabled access to the new premises
 Installation of security cameras
 Security Access Cards for employees to restrict access to the office only to
authorised individuals
 Max also plans to discuss parking with theLandlordas, presently there are only
two spaces available onsite, whereas the current premises have sufficient car
parking for five staff. The landlord mentioned to Max that the premises next door
may be willing to give up three of their carspots, but the cost of this is yet to be
negotiated.
Your immediate team are aware of the project and you have shared the budget and
proposed project plan with them for review and input. You decide to call a meeting to
consult further with team members to ensure you take their views into consideration as
you develop and finalise your project plan.
Now you will follow the Assessment template to further develop, implement and report
the project plan and its outcomes.
Stakeholders’ demands:
Several staff havespecified their individual demands. The Finance Manager has raised his
concerns about the lack of car parkingand he is already worrying about his daily
commute, as he doesn’t like taking public transport. Pat, the Marketing Manager has
insisted on an office with a window in the new premises. You are aware that there is only
one wall with outside windows in the new premises and the Managing Director has
already instructed you to set-up his office where he can have natural light. You are
already starting to wonder how you are going to manage this project.
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Proposed Floor Plan
Proposed Budget and Timelines:

As your current lease is due to end in the next three months, you are expected to get the
new premises up and running before the lease expires and with absolute minimal
disruption to the business. The company has allocated the total budget of $25,000 for
this relocation project. The MD has told you that there may be some room to discuss any
changes in the given budget based on your project plan.
Case Study.docx

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Simulated Business Case Study

Poll IT Call Centre

Section 1 – Business plan (excerpt) ............................................................................3

Section 1 – Business plan (excerpt)

From Poll IT Call Centre business plan FY 2014/15

Section 2 – Organisational chart and staff profiles

Poll IT Call-Centre’s organisational chart

Online Sales Marketing Project Manager

Section 3 – Summary of Individual Personality Traits

Call Centre Operations Manager

Online Sales manager

Project Manager (YOU)

Section 4 – Operational risk register

Poll IT Call Centre risk register FY 2014/2015

Identified risk Probability Impact Current controls Future actions

Section5 – Work Health and Safety (WHS) Policy

Poll IT Call Centre WHS policy

Purpose The purpose of this policy is to ensure the acquisition of resources

● maintain safe systems of work including the work premises

Responsibility Poll IT Call Centre management and employees are ultimately

● providing support, training, and supervision to employees to

Individual employees are responsible for:

● ensuring they report all potential and actual risks to partners

Relevant ● Privacy Act 1988 (Cwlth)

● Occupational Health and Safety Act 2004

● Dangerous Goods Act 1985(Vic)

● AS/NZS 4804:2001 Occupational health and safety

Updated/ 10/2014 – Managing Director

Section 6 – Anti-discrimination policy

Poll IT Call CentreAnti-discriminationPolicy

Purpose The purpose of this policy is to ensure transactions with clients,

Relevant ● Privacy Act 1988 (Cwlth)

● Age Discrimination Act 2004 (Cwlth)

● Disability Discrimination Act 1992 (Cwlth)

● Racial Discrimination Act 1975 (Cwlth)

● Sex Discrimination Act 1984 (Cwlth)

Updated/ 10/2014 – Managing Director

Section 7 – Procurement policy and procedures

Poll IT Call Centre procurement policy

Purpose The purpose of this policy is to ensure the acquisition of

Responsibility Responsibility for the implementation of this policy rests with

Relevant ● Privacy Act 1988 (Cwlth)

● Corporations Act 2001 (Cwlth)

● A New Tax System (Goods and Services Tax) Act 1999

● Fair Work Act 2009 (Cwlth)

● Occupational Health and Safety Act 2004 (Vic)

Updated/ 10/2014 – Managing Director

Principles governing the Poll IT Call Centreprocurement process

2. Value for money

5. Responsible financial management

● staff approving the expenditure of funds strictly within their delegations

● measures to contain costs of the procurement without compromising any

7. Buy Australian Made/support for Australian industry

● the quality of locally made products

● the record of performance and delivery of local suppliers

8. Pre-registered list of preferred suppliers

9. Avoid conflicts of interest

10. Report collusive tendering

13. Evaluation and contract award

14. Results of tendering process

Summary of procurement policy delegations

Authority Purchase amount Required number Comment

ManagingDirector Authority to sign Two or more Detailed services