CA City Retail Group

Policies and Procedures

1234 Corporate CA City Lane, Cleveland, QLD 4000

 CA City Retail Group Policies and Procedures

Contents

Customer service policy 4

Customer complaints 4
Telephone courtesy 4
Dress code 5
Management/employee relations policy 5
Meetings 5
Teamwork 6
Communication 6
Equal employment opportunity (EEO) policy 6
Equal employment opportunity and diversity 6
Anti-discrimination, anti-harassment and anti-bullying policy 7
Reasonable adjustments 8
Procedure: To make a complaint 9
Procedure: To receive a complaint 10
Procedure: To investigate a complaint 10
Possible outcomes 11
Remuneration and performance appraisal policy 11
Policy and purpose 11
Definitions 11
Policy coverage 11
Determining base salary levels 11
Staff performance plans 12
Performance appraisals 12
Performance management policy 13
Scope 13
Purpose and aims 13
Relevant legislation 13
Roles and responsibilities 13

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To conduct performance review 14

Flow Chart of the performance review process 16
Performance management plan template 17
Performance management policy 18
Procedure 18
Gross or serious misconduct policy 19
Procedure 19
Grievance policy 19
Procedure 20
Workplace health and safety (WHS) policy 20
Objectives 21
Relevant legislation 21
Responsibility and authority 21
Policy implementation and review 21
Conservation and Recycling Policy 22
Procedures 22
Smoking policy 22
Risk management policy 22
Introduction 22
Policy 23
Responsibility and authority 23
Role of store managers/partners 23
Role of company employees 23
CA City Retail Group risk management framework 24
Policies and procedures 24
Procedure: Development of a risk management profile 24
CA City Retail Group’s risk areas 26

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Customer service policy

CA City Retail Group can only succeed with the patronage of customers, and in particular,
repeat customers. As a result, taking care of our customers is our highest priority. At CA
City Retail Group the customer always comes first!

Customer complaints
Nobody enjoys being the recipient of customer complaints, but complaints are to be
expected. Complaints can give us insights as to how to make our business better.
Demanding customers force us to be our best and resolving complaints satisfactorily can
even increase customer loyalty if handled properly.
When faced with a customer complaint:
 Listen to the full complaint without interrupting or getting defensive
 If the complaint is product related, remove the offending item immediately
 Apologise for the problem and tell the customer you will take care of the problem,
and get a manager
 Always inform a manager of the incident
Do everything you can to let the customer know you care and that this isn’t the kind of
experience you want them to have at CA City Retail Group.

Telephone courtesy
It is everyone’s responsibility to answer the phone. Always try to answer the phone
promptly, within three rings. Always answer in a friendly, polite manner: ‘Good (morning,
afternoon, evening), welcome to CA City Retail Group, how may I help you?’
If you’re certain of the answer to the customer’s question, you should respond clearly
and politely. If you are uncertain, ask the caller if you may put them on hold for a
moment. If there a staff member nearby who can provide you with the correct
information, then return to the call and provide the customer with the necessary
information. If there are no staff members nearby that can help promptly, then ask the
caller for their name and put the caller through to a manager, making sure that you brief
the manager on the callers’ name and the nature of their enquiry. Always thank the
person for calling.

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Dress code
All employees of CA City Retail Group are expected to represent the business in a
professional and courteous manner. Clothing which is faded, tattered or contains holes
is not acceptable. All staff members are required to wear black or khaki coloured skirts
or trousers and CA City Retail Group branded polo shirts. You will be provided with at
least one polo shirt at no cost, to be returned upon completion of your contract. You
may purchase extra polo shirts for your use at $20.00 each.
Shirts and trousers should be ironed and neat in appearance, shirt tucked in, and a belt
worn with the trousers. Closed toed footwear with rubber soles is required.

Management/employee relations policy

Our managers are committed individuals, and are trained to provide you with the tools
and positive working environment you need to do your job to the best of your ability.
You will be treated with respect and dignity by all of our management personnel and we
will try our best to recognise and reward your hard work and accomplishments.
We recognise there may be occasional misunderstandings. We want to clear up these
types of situations in a fair and timely manner, and in order to do this we need your help
in bringing them to our attention. We want you to know that management is never too
busy to be informed of work-related problems, complaints or disputes by any employee.
If you have such a problem, you should promptly talk to a manager. They will listen in an
open, objective and courteous manner. We want to understand and help try resolving
any issues. If the problem is not resolved to your satisfaction, you should take up the
matter with your assigned Human Resources representative.
Every necessary action will be taken to resolve a problem or settle a dispute in a fair and
equitable manner. We recognise our employees as one of our most valuable resources
and we take all employee problems and complaints very seriously. No problem is too
small and each issue will be given the utmost attention and consideration.

Meetings
Staff meetings will be held on a weekly basis at the various outlets. Meetings are held for
a variety of reasons and can include new product/menu offerings, upcoming promotions
and events, training, policies/procedures, etc. Meetings will be scheduled to allow
maximum attendance. Attendance is required where possible. Meetings are considered
as a shift and paid accordingly. Only management-approved absences will be accepted.
Most meetings offer employees the opportunity to provide valuable input for feedback
and provide suggestions to enhance our working environment and the operation of the
organisation.

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Teamwork
We cannot achieve our goals and provide the highest levels of service to our customers
without working together as a team. Pay attention to the workload of other employees
so that you can identify where another staff member may be struggling to keep up. If a
co-worker is overloaded and you’re not, help them in any way you can. Always help a
customer where you can, even if your role is not a direct customer service role. If
another employee hasn’t quite caught on to something and you have, ask if you may
suggest another way to do it. Genuine teamwork makes for a much more enjoyable and
satisfying work experience and results in happier (and more generous) customers.

Communication
It is important for every employee to have a good sense of ‘what’s going on’ in the CA City
Retail Group. It is management’s responsibility to keep everyone informed of ongoing
changes and news affecting CA City Retail Group and our people.
Such communication takes place primarily in staff meetings, via email and by posting
notices and information to the bulletin board located onsite at each of the CA City Retail
Group outlets.

Equal employment opportunity (EEO) policy

CA City Retail Group is guided by the principle of equal opportunity in all of its activities.
CA City Retail Group aims to create a positive, equitable, and productive working
environment. This includes providing staff with an environment that is safe, flexible, fair,
culturally appropriate, friendly and professional. Equity principles are a core element of
the planning, recruitment, interview, selection, and appointment of new employees of CA
City Retail Group.
It is critical to the achievement of our business goals that we have a culture which
respects, values and actively pursues the benefits of diversity.
CA City Retail Group is committed to an equitable and inclusive work environment that is
free from discrimination and harassment. The organisation has implemented policies
and procedures to promote a discrimination and harassment free work environment for
all staff to ensure that they are able to work effectively within the organisation and with
its clients and stakeholders.
CA City Retail Group will assist staff in meeting these objectives with clear policy,
education, training and practice.

Equal employment opportunity and diversity

CA City Retail Group is responsible for ensuring that equal employment opportunities
exist for all current and future employees. Staff will be selected or promoted according
to merit irrespective of personal attributes.

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Diversity is any collective mixture characterised by differences and similarities. In relation

to staff, diversity can refer to function, experience, discipline, education, socio-economic
background, marital status, personality profile, gender, age, language, ethnicity, culture,
sexual orientation, religion, family responsibility, etc.
Managing diversity is about creating an environment in which everyone can achieve his
or her full potential.
Employees are happier and more productive if they are appreciated and included.
Strategic advantages can result from incorporating a wide variety of approaches and
perspectives and the workplace. Improved innovation and creativity are documented
benefits of diversity. Teams that are diverse and inclusive find more innovative, feasible
and effective ways to overcome challenges. They bring a variety of perspectives to a
situation and thus offer a wider range of solutions.
CA City Retail Group is committed to identifying and eliminating the barriers that may be
encountered by staff, including the elimination of discriminatory selection criteria and
providing equal access to training and development, support and mentoring.
Equal employment opportunity and merit-based management and recruitment requires
you to avoid discrimination. For more information on anti-discrimination, see the anti-
discrimination, anti-harassment, and anti-bullying policy.

Anti-discrimination, anti-harassment and anti-bullying

policy
CA City Retail Group is committed to providing a workplace free from discrimination,
sexual harassment, and bullying.
Behaviour that constitutes discrimination, sexual harassment, or bullying will not be
tolerated and will lead to action being taken, which may include dismissal.
For the purposes of this policy, the following definitions apply:
 Direct discrimination occurs when someone is treated unfavourably because of a
personal characteristic.
 Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory
impact on certain people. For example, requiring all employees to read and write
English fluently when this is not needed for all jobs within the company.
 Sexual 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.
 Workplace bullying may include verbal, physical, social or psychological abuse that is
directed toward an employee, or group of employees, that creates a risk to health and
safety, including excluding or isolating individuals, or giving difficult or unpleasant
tasks to particular staff members.

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CA City Retail Group provides equal opportunity in employment. Discrimination based

on a personal characteristic mentioned under state and federal equal opportunity
legislation is strictly forbidden.
Under state legislation, characteristics that must not result in discrimination 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
Any employee found to have contravened this policy will be subject to disciplinary action,
which may include dismissal as outlined in the complaint procedure below.
Employees must report any behaviour that constitutes sexual harassment, bullying or
discrimination to their manager, or, where the supervisor is implicated in the
inappropriate behaviour, to a member of senior management.
Employees will not be victimised or treated unfairly for raising an issue or making a
complaint.

Reasonable adjustments
Reasonable adjustments are changes that allow people with a disability to work safely
and productively.
CA City Retail Group will make reasonable adjustments for a person with a disability
who:
 Applies for a job, is offered employment, or is an employee
 Requires the adjustments in order to participate in the recruitment process or
perform the genuine and reasonable requirements of the job

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Examples of reasonable adjustments can include:

 Reviewing and, if necessary, adjust the performance requirements of the job
 Arranging flexibility in work hours (see ‘flexible work arrangements’)
 Providing telephone typewriter (TTY) 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 adjustable heights for people using a wheelchair
When thinking about reasonable adjustments, CA City Retail Group will weigh up the
need for change with the expense or effort involved in making it. If making the
adjustment means a very high cost or great disruption to the workplace, it may not be
likely to be reasonable.
In some cases CA City Retail Group can discriminate on the basis of disability, if:
 The adjustments needed are not reasonable, or
 The person with the disability could not perform the genuine and reasonable
requirements of the job even if the adjustments were made

Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or
bullied, you should follow this procedure:
1. Tell the offender the behaviour is offensive, unwelcome, and against business policy
and should stop (only if you feel comfortable enough to approach them directly,
otherwise speak to your manager). Keep a written record of the incident(s).
2. If the unwelcome behaviour continues, contact your supervisor or manager for
support.
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact
another relevant senior manager. Employees may also lodge a complaint the
Australian Human Rights Commission, or take action under the Fair Work Act 2009.
Employees should feel confident that any complaint they make is to be treated as
confidential as far as possible.

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Procedure: To receive a complaint

When a manager receives a complaint or becomes aware of an incident that may
contravene CA City Retail Group EEO Policies, they should follow this procedure:
1. Listen to the complaint seriously and treat the complaint confidentially. Allow the
complainant to bring another person to the interview if they choose to.
2. Ask the complainant for the full story, including what happened, step by step.
3. Take notes, using the complainant’s own words.
4. Ask the complainant to check your notes to ensure your record of the conversation is
accurate.
5. Explain and agree on the next action with the complainant.
If investigation is not requested (and the manager is satisfied that the conduct
complained is not in breach of CA City Retail Group EEO policies) then the manager
should:
 Act promptly
 Maintain confidentiality
 Pass any notes on to the other managing staff
If an investigation is requested or is appropriate, follow the next procedure.

Procedure: To investigate a complaint

When a manager investigates a complaint, they should follow this procedure:
1. Do not assume guilt.
2. Advise on the potential outcomes of the investigation if the allegations are
substantiated.
3. Interview all directly concerned, separately.
4. Interview witnesses, separately.
5. Keep records of interviews and the investigation.
6. Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exactly what they are being accused of. Give them a chance to
respond to the accusation. Make it clear they do not have to answer any questions;
however, management will still make a decision regardless.
7. Listen carefully and record details.
8. Ensure confidentiality, minimise disclosure.
9. Decide on appropriate action based on investigation and evidence collected.
10. Check to ensure the action meets the needs of the complainant and CA City Retail
Group.
11. 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.
12. Discuss any outcomes affecting the complainant with them to make sure where
appropriate you meet their needs.

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Possible outcomes
If after investigation management finds the complaint is justified, management will
discuss with the complainant the appropriate outcomes which may include:
 disciplinary action to be taken against the perpetrator (counselling, warning or
dismissal)
 staff training
 additional training for the perpetrator or all staff, as appropriate
 counselling for the complainant
 an apology (the particulars of such an apology to be agreed between all involved).

Remuneration and performance appraisal policy

Policy and purpose
This policy establishes the framework and guidelines to be used by the organisation in
determining remuneration arrangements for its employees and to assist staff in
understanding the organisation’s position on staff remuneration.
The purpose of the policy is to:
 attract and retain employees of the required quality
 ensure the staff are appropriately compensated for the services they provide to the
organisation
 ensure that remuneration levels are competitive with the external market
 encourage and motivate staff to achieve the organisation’s strategic business
objectives
 promote and reinforce the organisation’s key values and appropriate employee
behaviours
 ensure a level of equity, consistency and transparency in employee remuneration.

Definitions
Remuneration will comprise base salary, an ‘at risk’ performance pay component,
employer guaranteed superannuation, and motor vehicle allowance where this is
included in an employee’s employment package. The total of these components make
up the employee’s remuneration package.

Policy coverage
The staff remuneration policy covers all employees, at all levels of the organisation.

Determining base salary levels

Base salary levels will be determined by job evaluation. Job evaluation is the evaluation
of the position from the information in the relevant position description, in terms of the

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level of required skills, competencies and knowledge, and criteria such as the level and
impact of decision-making and authority to act.
Job evaluation will be carried out by the relevant store manager or partner. The
underlying principles of job evaluation include:
 salary levels are to be benchmarked on an annual basis (as part of the annual
budgeting process) against the external market using salary surveys to establish
competitiveness with similar positions in the external market
 if the job changes as determined by a job evaluation, the base level remuneration
should be altered to reflect the change in the employee’s role and responsibilities
 decisions on broad salary increases (those that apply to all employees), such as cpi or
cost of living based increases will be made on an annual basis in consultation with
partners
 staff will have the opportunity to raise remuneration issues at six monthly
performance review meetings with their manager.

Staff performance plans

Staff will be provided with individual performance plans/work plans for the subsequent
financial year. For new employees, a performance plan will be provided at the end of the
probation period (first three months of employment). In further years, work plans are
agreed upon after the July/August performance review has been conducted.
The performance plans/work plans set out the role that the position is expected to play
in the organisation achieving its strategic plans and objectives; the actions or activities
required to achieve those objectives; and the criteria or standards used to assess the
achievement of the objectives. In addition to business plans outcomes,
performance/work plans will include specific project and personal development goals.

Performance appraisals
Performance appraisals will be conducted on a six monthly basis, in late July/early
August, and in late January/early February.
The July/August reviews will comprise an assessment of the achievement of the targets
and outcomes set out in the previous year’s performance plan/work plan, an assessment
by the employee’s manager/supervisor of the employee’s performance outcomes, and
discussion with the employee about the employer’s outcome and performance
expectations for the subsequent financial year.
The outcomes of this review will be the finalisation of the performance outcomes for the
previous financial year ending June, and discussion and sign-off of the performance plan
for the subsequent financial year commencing July.
The January/February review is to assess progress towards the achievement of the
employee’s performance plan targets.

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The appraisals are also to provide a formal avenue for employees and their
managers/supervisors to discuss issues relating to or affecting the employee’s job
performance and to discuss and clarify the manager’s/supervisor’s expectations of the
employee and vice versa. It is also an opportunity to discuss remuneration and
employee training and development needs and opportunities.

Performance management policy

Scope
The scope of this policy covers the performance management process by employees and
contractors of CA City Retail Group.

Purpose and aims

The development and progress of individual employees are fundamental to CA City
Retail Group’s future performance. In addition to providing the opportunities for
professional development, CA City Retail Group aims to help individuals by monitoring
and supporting them in their personal growth and development.
The aims of this policy are to ensure:
 employee development opportunities are recognised and implemented efficiently
and effectively
 consistent employee development practices and principles are applied across the
organisation
 employees are developed systematically on the basis of defined needs and
development undertaken is cost-effective and meets agreed standards.

Relevant legislation
This policy is guided by the procedures set by industrial law, awards, and employment
agreements that apply to CA City Retail Group. Among others they include:
 Privacy Act 1988 (Cwlth)
 Fair Work Act 2009 (Cwlth)

Roles and responsibilities

Managers will:
 carry out biannual formal performance review discussions
 monitor individual performance throughout the year, recording key events,
observations of importance which relate to performance, positive and negative
 refer to the performance management guidelines when carrying out tasks related to
performance management
 use the performance management documentation to record formal and informal
performance reviews

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 provide employees with the opportunity to participate and contribute to their

professional and personal development
 provide employees with access to training and development, as reflected in the
individual’s development plan
 provide employees with coaching and development throughout review period
 provide employees with an opportunity to communicate their career development
goals
 ensure employees complete their responsibilities in accordance with the performance
management policy and process.
Employees will:
 participate in the formal review discussions openly and honestly
 complete personal assessment and provide it to the manager as requested
 contribute their thoughts on both positive and negative performance as assessed by their
manager
 participate in identified training and development plans as agreed with their manager
 provide information and documentation as requested by their manager relating to their
performance and activities throughout the assessment period.

To conduct performance review

The employee’s performance will be monitored and evaluated regularly throughout the year.
The performance review encompasses three elements:
 an annual formal review discussion
 a six month follow-up discussion
 continuous monitoring of the employee’s performance.
1. Annual discussion
The annual discussion is a key step in the performance review process. Essentially, this step
involves compiling all the information collected and assessed throughout the year relating to
the employee’s performance. However, there should be no surprises in this discussion; it is
merely a summary and review of the informal and formal reviews conducted throughout the
year.
The key elements of the annual discussion are to:
 reflect on performance during the year
 clarify key responsibilities of the role and review the job description
 discuss successes as well as areas for improvement
 set agreed targets and performance standards for the next six months
 agree on key areas of development for effective performance in the role.
2. Documentation
The performance review documentation provides an important guide to record standards
set, targets and development plans. It is important to use the correct forms to maintain the

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integrity of the information, and to help the manager and employee ensure the review is
completed correctly.
3. Timing
Employee performance to be formally reviewed every 12 months with a follow-up review in
six months. A new plan should be completed at each annual appraisal discussion.
4. Six month follow-up discussion
The follow-up review provides an opportunity for managers and employees to re-visit
targets, standards and development plans to:
 establish that progress is on track
 identify changes impacting on the achievement of targets and standards set
 discuss development plan progress or establish development plan
 modify standards and targets, if required.

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Flow Chart of the performance review process

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Performance management plan template

Name and position:

Manager: Review period:

Reference from Indicator of

Key result area By when Status report
operational plan success/performance

Achievements: Areas of Opportunity:

Manager’s comments:

Signature: Date:

Staff member’s comments:

Signature: Date:

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Performance management policy

A performance improvement policy needs to promote a fair process using a robust
procedure. Managers and employees should know their role and be able to respond quickly.
Where warranted, CA City Retail Group will use improvement processes to improve
performance. Should such improvement processes be unsuccessful in improving an
employee’s performance, CA City Retail Group may decide to end an employee’s employment.
Depending on the circumstances, performance improvement action may include verbal or
written warnings, counselling or re-training.
CA City Retail Group requires a minimum standard of conduct and performance which will be
made clear to employees at induction and in performance reviews. If an employee does not
meet this standard, CA City Retail Group will take appropriate corrective action, such as
training. Formal 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,
CA City Retail Group may start improvement procedures, or, in cases of serious misconduct or
breach of policy, may dismiss an employee.
Each employee must understand their responsibilities, be counselled and given the
opportunity to reach the standards expected of them. CA City Retail Group will give an
employee the opportunity to defend themselves before management takes further action.
Note: If employees have a disability that requires reasonable adjustments to be made to the
workplace or job to allow you to work safely and productively, they should raise this with their
manager. CA City Retail Group will only refuse such requests on reasonable business grounds.

Procedure
1. CA City Retail Group will advise the employee of any shortfall in their performance. 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. The employee should be given an
opportunity to respond.
2. Once they respond, the manager will consider their response and decide if performance
improvement action should be taken. CA City Retail Group will provide support such as
training where appropriate.
3. If the employee is given a verbal warning, the manager should make a note of it, date it and
sign it. The manager will allow the employee to respond before making a decision and
consider the employee’s responses. The manager should determine whether the issue
requires a written warning or a performance management meeting. The employee may
have a support person present at such meetings.
4. If a written warning is to follow, the manager is to:
a. Document it and give the employee a copy.

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b. Give the employee the opportunity (and their support person the opportunity) to sign
the warning.
c. Keep a copy on file.
2. The warning (written or discussed in a meeting) must clearly define:
a. The deficiency.
b. A clear explanation of the expected standard.
c. By when the employee needs to achieve the standard.
d. How the business will help the employee achieve the improvement
required.
e. The consequences of failing to improve.
3. 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.
4. They will continue to support the employee and keep records of the support they give, for
example, training or counselling.
5. If the employee’s performance or conduct doesn’t improve, the manager will give the
employee a final written warning and follow steps 4–10 above. This document needs to
warn the employee in clear terms CA City Retail Group will terminate their employment if
there is not enough improvement in their performance.
Note: some circumstances justify going straight to a second or final warning.

Gross or serious misconduct policy

Summary (instant) dismissal for gross or very serious misconduct is possible (depending on
the facts involved). Management should seek advice before taking this step.

Procedure
1. The manager is to investigate the alleged offence thoroughly, including talking to
witnesses, if any.
2. The manager should ask the employee for their response to the allegation (taking notes of
this discussion) 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.
3. If still appropriate, following a thorough investigation, the manager can terminate/dismiss
the employee.
4. The manager should keep a file of all evidence collected and action taken in these
circumstances.
5. CA City Retail Group will send the employee a letter of termination noting brief details.

Grievance policy
CA City Retail Group 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.

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An employee may raise a grievance about any performance improvement action taken against
them.
Where a grievance may contravene CA City Retail Group’s equal employment and
opportunity (EEO) policy or where the grievance constitutes bullying, discrimination or
harassment, the grievance should be resolved in line with the procedures outlined in
the EEO policy and procedures document.
We aim to resolve problems and grievances promptly and as close to the source as
possible. When necessary, CA City Retail Group 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.
Managers will do their utmost to action grievances objectively, discreetly and
promptly. Be aware that grievances that are misconceived, vexatious, and lacking
substance may result in disciplinary action being taken against the employee lodging
the grievance.

Procedure
1. The employee should try to resolve the grievance as close to the source as possible. This
can be informal and verbal. At 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.
2. To start formal grievance procedures the complainant must fully describe their grievance
in writing, with dates and locations wherever possible and how they have already tried to
settle the grievance.
3. The person(s) against whom the grievance/complaint is made should be given the full
details of the allegation(s) against them. They should have the opportunity and a
reasonable time to respond in writing before the process continues.
4. A manager should have a discussion with both parties in an effort to resolve the grievance
at the workplace level.
5. If the grievance still can’t be resolved, refer the matter to the most senior manager for
consideration and a final decision. A grievance taken to this level must be in writing from
the employee.
6. Should the issue recur, a review may be undertaken at any stage thereafter by the most
senior manager or owner. Further reviews may be held if required.

Workplace health and safety (WHS) policy

CA City Retail Group recognises its responsibility to provide a healthy and safe working
environment for employees, contractors, clients and visitors. CA City Retail Group 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.

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Objectives
In order to ensure a healthy and safe working environment, CA City Retail Group will:
 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.

Relevant legislation
 Work Health and Safety Act 2011

Responsibility and authority

The partners and business owners are ultimately responsible for ensuring that safe systems
of work are established, implemented and maintained.
The partners and business owners are responsible for:
 the effective implementation and regular review of ohs 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 employees
 providing and maintaining a safe system of working practices
 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 implementation and review

This policy has been established and implemented through the human resource functions of
the organisation and will be reviewed regularly in consultation with CA City Retail Group
management/partners and employees to ensure compliance with legislation, industry
standards and organisational changes.

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Conservation and Recycling Policy

CA City Retail Group’s policy is to help conserve the environment. Wherever possible, staff are
expected to prevent wastage, to recycle materials, to use water-saving practices and to
employ energy conservation strategies.
Staff should observe the following procedures to help realise this aim.

Procedures
 recycle used envelopes for notes and 'to do' lists
 photocopy both sides of the paper wherever possible
 shred confidential documents only and keep the reverse side photocopied 'drafts' for
internal use
 remove all staples, paper clips and 'post-it' notes before placing used paper in recycle bins
located near photocopiers and printers
 estimate the quantities needed to complete a job and return unused materials to the store
 place old fax report sheets in recycle bins
 do not place any other items in paper recycling bins.

Impact of waste from CA City Retail Group on current systems:

 energy consumption currently greater than annual forecast = higher costs
 water consumption currently 12% higher per person than national average = higher costs
 recycled waste component less than forecast = reduced savings, reduced passive income
from on-selling recyclable materials.

Smoking policy
CA City Retail Group provides a healthy and safe workplace for employees. The workplace is
smoke free and smoking breaks are not included in contracts of employment.
Smoking inside any buildings is prohibited by law. Areas immediately outside any CA City
Retail Group buildings are unsuitable for smoking for all customers and staff. Each business
within CA City Retail Group will have designated smoking areas. Refer to the venue specific
policies and procedures for this area.

Risk management policy

Introduction
CA City Retail Group recognises that risk management is an essential component of good
management practice. CA City Retail Group is committed to ensuring the implementation of
risk management processes that focus on the proactive management of risks across the
organisation.
This risk management policy forms part of CA City Retail Group’s internal controls and
corporate governance arrangements. The risk management policy is designed to:

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 identify, evaluate, control and manage risks

 ensure potential threats and opportunities are identified and managed
 inform management and staff members about their roles, responsibilities and reporting
procedures with regards to risk management
 ensure risk management is an integral part of planning at all levels of the organisation.

Policy
CA City Retail Group is committed to achieving its vision, business objectives and quality
objectives by the proactive management of risk at all levels of the organisation.
CA City Retail Group will identify, evaluate, control and manage risk throughout the
organisation in accordance with the ‘CA City Retail Group Risk Management Framework’. See
risk management strategy for framework details.

Responsibility and authority

Management and employees of CA City Retail Group have responsibility for implementing
aspects of this policy.

Role of store managers/partners

Key roles of the senior management team are to:
 determine what types of risk are acceptable and which are not
 set the standards and expectations of staff with respect to conduct
 approve major decisions affecting ca city retail group’s risk profile or exposure
 monitor the management of significant risks to reduce the likelihood of potential
organisational risks and threats or failure
 perform annual review of ca city retail group’s approach to risk management and approval
of changes or improvements to key elements of its processes and procedures
 implement policies on risk management and internal control where this is deemed
appropriate
 identify and evaluate areas of significant risks potentially faced by ca city retail group for
consideration by the managers and partners
 identify areas where risk management is not adequately addressed and advise the partners
accordingly
 review and update the risk management strategy
 undertake an annual review of the effectiveness of systems of internal control and provide
an annual report for partners, including a summary review and respective
recommendations.

Role of company employees

Key roles of the employees are to:

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 familiarise themselves with the content of the risk management policy and clarify any
aspects necessary with a senior team member
 consider any risks they feel could impact on them meeting their objectives and either
manage the risk if it is in their control to do so, or inform management/partners of their
concerns
 advise store management/partners about any fraud or unethical behaviour.

CA City Retail Group risk management framework

This framework encompasses a number of elements that together facilitate an effective and
efficient operation, enabling CA City Retail Group to respond to a variety of operational,
financial, commercial and strategic risks. These elements include:

Policies and procedures

A series of policies underpin the internal control process. These policies are endorsed by the
partners and are implemented and communicated by the store management to all staff. These
policies include:
 Human resources policies
– staff travel policy
– harassment policy
– WHS Policy
– return to work policy
– work/life balance policy
– equity/discrimination/diversity policy
– parental leave policy
– organisational culture policy
 Financial policies
– bad debt policy
– cash reserving policy
– revenue/expenditure recognition policy
 Monthly reporting
Decisions to rectify problems are made at regular meetings of the partners.
Comprehensive reporting at staff meetings is designed to monitor key risks and their
controls.
 Business planning and budgeting
The business planning and budgeting process is used to set objectives, agree on action
plans, and allocate resources. Progress towards meeting business plan objectives is
monitored regularly by store managers and partners.

Procedure: Development of a risk management profile

The following outlines the process for developing a risk management profile.
1. Establish the context

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Define and identify environment, characteristics and stakeholders, their goals and
objectives, and scope of the specific risk management process. Develop criteria against
which risks are evaluated and identify structure for risk management.
2. Identify and describe risks
Risks are best identified through a collaborative approach involving a cross section of CA
City Retail Group stakeholders. All conceivable risks must be considered. Ensure any
certainties are identified as problems and addressed in the risk management profile.
3. Conduct current risk analysis
An analysis of the risks is conducted to determine their causes, and estimate their
probability and consequences. This analysis provides the basis for working on the ‘right’
risks.
4. Conduct risk evaluation
Risks are considered and prioritised according to their potential impact, and each risk is
assessed to determine its level of acceptability.
5. Develop and implement proposed risk treatments
Risk treatments are developed to cost-effectively reduce, contain and control risk. Formal
risk management reporting mechanisms are defined and documented. Categorise the risk
likelihood.
6. Monitor, report, update and manage risks
As risks change constantly, the risk profile is continuously monitored, reviewed and
updated by management. New risks may be identified as more information becomes
available and existing risks may be eliminated through the effectiveness of the risk
treatments/actions. Record risks identified through regular audit on the risk audit log.
Record risk management activities on the risk management register.

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CA City Retail Group’s risk areas

The following are four broad areas where potential for risk to CA City Retail Group has been
identified. Under each area, examples of possible risks are detailed.
1. Operational/organisational
 Legal and regulatory compliance  Marketing and market needs
 Technology  Product quality
 Insurance  Communications
 Resources: human and physical  Infrastructure, plant and equipment
 Logistics  Customer interaction
2. Financial
 Accountability  Interest rates
 Fraud or theft  Loss of income
 Capital investment  Funding/finance
3. Governance
 Conflict of interest
4. Project management
 Procedures and tools for project management
 Stakeholders – strength of relationships/conflict of interest
 Human and Financial resources

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