Equal Employment Opportunity (EEO) Policy. 6
Anti-Discrimination, Anti-Harassment and Anti-Bullying Policy. 8
Remuneration and Performance Appraisal Policy. 18
Occupational Health and Safety (OHS) Policy. 20
Appendix 1: CoffeeVille privacy statement 22
Appendix 2: Induction Checklist 23
Business name: CoffeeVille Pty Ltd
Business structure: Partnership
ABN: 3000000000
Business location: 3216 Collins Street Melbourne Vic 3000
Date established: 1 July 2009
Business owner(s): Emma Belcastran; Rufus Belcastran
CoffeeVille provides high quality, fair trade, coffee, superior hot and cold gourmet food and beverages, and a consistently high level of expert and knowledgeable, fast and friendly service. Research indicates a growing demand for this product/service combination.
Rufus Belcastran has an MBA from the University of Melbourne and 15 years’ experience in financial management and operating various small businesses, including cafés. Emma Belcastran has a Diploma of Marketing from Swinburne TAFE and 13 years’ experience in customer service, sales and marketing.
Products/services
CoffeeVille provides:
- high quality, fair trade coffee
- superior hot and cold gourmet food and beverages
- consistently high level of expert and knowledgeable, fast and friendly service.
| Job Title | Name | Expected staff turnover | Skills or strengths |
| Owner | Rufus Belcastran | – | MBA from the University of Melbourne and 15 years’ experience in financial management and operating various small businesses including cafés. |
| Owner | Emma Belcastran | – | Emma Belcastran has a Diploma of Marketing from Swinburne TAFE 13 years’ experience in customer service, sales and marketing. |
| Manager | Joe Belfone | 24 months | Joe Belfone came to CoffeeVille with 5 years’ experience as a barista and had also managed a fast food franchise for three years. |
| Cashier/barista | Michael Roux | 12 months | Michael has been with company for two years and is good with customers but can come into conflict with other team members. |
| Cashier/barista | Oliver Chan | 12 months | Oliver has two months experience with CoffeeVille. He has good customer skills but low food and beverage skills. Has clear aptitude and willingness to train. |
| Cashier/barista | Lucy Ospensky | 12 months | Lucy has been with CoffeeVille six months. Lucy has adequate customer service and food/beverage preparation skills. |
| Cashier/barista | Anna Frye | 12 months | Anna has been with company one year. Anna has three months’ experience with CoffeeVille. Anna has superb customer service skills. |
Required staff
| Job Title | Quantity | Expected staff turnover | Skills necessary | Date required |
| Café Manager | 1 | 2–3 years | Relevant qualifications in operating small business. Financial and performance management skills. Five years’ experience. | December |
Recruitment options
Staff will be recruited through word-of-mouth, using a shop window/noticeboard advertisement and/or through social media.
At least two staff should form the selection panel and could be comprised of the owners, Emma and Rufus and the longest-standing manager (currently Joe Belfone).
Induction and ongoing training programs
Induction is critical for setting employees up for success in their job roles. Induction ensures that staff understand the requirements of their roles and are introduced to CoffeeVille’s ‘way of doing things’.
Ongoing training is crucial to CoffeeVille’s service offering. CoffeeVille will implement training programs on coffee/food preparation and customer service monthly. Training will be conducted by internal managers and partner Emma Belcastran.
Vision statement
Within five years, the company will have established itself as a premier provider of gourmet coffee and food for the ethically and socially aware Melbourne coffee drinker. CoffeeVille will have expanded to a number of key locations in the Melbourne CBD.
Strategic directions for the coming 12 months:
- Increase revenue through targeted marketing campaigns.
- Control direct and indirect operational costs.
- Maintain superior product and service quality standards.
- Establish CoffeeVille brand as ethical and environmentally responsible company.
- Maintain highly trained and motivated staff.
Process
CoffeeVille grinds and prepares coffee and prepares fresh food on site daily. Bread, muffins and prepared pastries are delivered daily from suppliers.
Food and beverages are prepared by café employees in accordance with kitchen procedures and CoffeeVille food and hygiene standards, available to staff in the employment handbook provided to all staff on induction.
The profile for a CoffeeVille customer consists of the following geographic, demographic, and behaviour factors:
- Overview CBD
- large percentage of office workers (80% of daytime trade)
- area population growing at 8% per year
- Geographic
- our immediate geographic target is the area of within 500 metres of the café.
- the total area population is estimated at 45,000
- Demographics
- male and female
- ages 20–60; this is the age-group that makes up 83% of the available daytime market
- full-time employment
- an income over $50,000
- Behaviour Factors
- eat out most times for lunch in a week
- tend to patronise fast service cafés
- enjoy a high quality meal
- value quality
- value ethical and sustainable practices.
Customer management
CoffeeVille will communicate with customers through social media campaigns. The company will encourage feedback through email and social media and will highlight positive company responses to feedback in marketing messages.
Equal Employment Opportunity (EEO) Policy
| Purpose | The purpose of this policy is to outline CoffeeVille’s approach to employment in regards to giving fair opportunity to all people to apply and be selected for job roles at CoffeeVille. CoffeeVille is committed to providing a workplace free from all forms of discrimination. |
| Relevant legislation | Workplace Gender Equality Act 2012 (Cwlth)Disability Discrimination Act 1992 (Cwlth)Equal Opportunity Act 2010 (Vic) |
Guiding principles
CoffeeVille is guided by the principle of equal opportunity in all of its activities. CoffeeVille 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 CoffeeVille.
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.
CoffeeVille 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.
CoffeeVille will assist staff in meeting these objectives with clear policy, education, training and practice.
Definitions and application
CoffeeVille 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.
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, not assimilated or tolerated.
Strategic advantages can result from incorporating a wide variety of approaches and perspectives in 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. Diversity also allows for more flexibility in rostering.
CoffeeVille 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. This may include the provision of reasonable adjustments. For more information on reasonable adjustments, see the anti-discrimination, anti-harassment and anti-bullying policy.
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.
Updated/authorised
2020 – Rufus Belcastran (Owner CoffeeVille)
Anti-Discrimination, Anti-Harassment and Anti-Bullying Policy
| Purpose | The purpose of this policy is to provide 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. |
| Relevant legislation | Racial Discrimination Act 1975 (Cwlth)Sex Discrimination Act 1984 (Cwlth)Disability Discrimination Act 1992 (Cwlth)Age Discrimination Act 2004 (Cwlth)Racial and Religious Tolerance Act 2001 (Vic). |
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 a minimum height requirement of 175 cm for a particular job 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.
- 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 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 individuals; or giving difficult or unpleasant tasks to particular staff members.
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:
| agebreastfeedingcarer statusdisabilityemployment activitygender identityindustrial activitylawful sexual activitymarital statusparental status | physical featurespolitical activity/beliefpregnancyracereligious activity/beliefsexsexual orientationpersonal association with someone having any of these characteristics. |
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 manager is implicated in the inappropriate behaviour, to an owner: Rufus or Emma Belcastran.
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.
CoffeeVille will make reasonable adjustments for a person with a disability who:
- applies for a job, is offered employment, or is an employee; and
- requires the adjustments in order to participate in the recruitment process or perform the genuine and reasonable requirements of the job.
Examples of reasonable adjustments can include:
- reviewing and, if necessary, adjusting 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
- increasing font sizes on organisational documents or purchasing screen reading software for employees with a vision impairment
- approving more regular breaks for people with chronic pain or fatigue.
When thinking about reasonable adjustments CoffeeVille 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 is not likely to be reasonable.
In some cases CoffeeVille 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.
- 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).
- If the unwelcome behaviour continues, contact your supervisor or manager for support.
- If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact one of the owners. Employees may also lodge a complaint with the Victorian Equal Opportunity and Human Rights Commission, 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.
Updated/authorised
2020 – Rufus Belcastran (Owner CoffeeVille)
| Purpose | The purpose of this policy is to establish guidelines for the recruitment and selection of employees. CoffeeVille aims to attract and employ the most suitable person for the position who will support the organisation’s values, culture and goals in order to achieve its strategic directions. Recruitment and selection of employees will comply with all legal requirements, and with relevant equal opportunity, affirmative action and human resource management principles, policies and guidelines adopted by the organisation. |
| Relevant legislation | Income Tax Assessment Act 1997 (Cwlth)Superannuation Guarantee (Administration) Act 1992 (Cwlth)Fair Work Act 2009 (Cwlth)Racial and Religious Tolerance Act 2001 (Vic)Equal Opportunity Act 2010 (Vic)Occupational Health and Safety Act 2004 (Vic). |
| Updated/ authorised | 09/2020 – Emma Belcastran |
Principles and workforce strategy
The following principles guide decision-making in relation to recruitment and selection of employees.
- The aim of the recruitment and selection process is to appoint the most suitable person to the position.
- Recruitment of new employees will only be undertaken after capabilities of existing employees have been taken into account and training options sufficiently explored.
- Recruitment and selection will be informed by the organisation’s strategic directions and priorities and will take place following an evaluation of the need for the role given the staffing requirements to achieve these directions and priorities.
- Recruitment and selection will be guided by requirements of relevant legislation and other relevant human resource management policies in use by the organisation such as equal opportunity and anti-discrimination policies.
- Recruitment and selection processes will be conducted on the basis of fair, equitable and respectful treatment of all applicants.
- Positions will be advertised using advertising channels of minimal cost: word-of-mouth, social media, referrals, and posting a notice in the café window.
- All appointments will be made on the basis of careful and consistent application of the principle of merit and adherence to the key selection criteria and requirements of the position as outlined in the position description.
- All recruitment and selection processes will be conducted so as to ensure the confidentiality of the applicants and to preserve the integrity of the process.
CoffeeVille’s strategy around recruitment involves:
- striving for diversity: incorporating a wide variety of approaches and perspectives in the workplace
- expanding hours of operation: hire another manager and train baristas to take on limited supervisory functions to improve CoffeeVille’s ability to provide quality service at all times
- hire the right person for the job: ensure that job descriptions effectively cover the requirements of the role without incorporating unnecessary exclusions (e.g. only specify qualifications when they are necessary for the role).
To recruit employees
1. New jobs and job vacancies
The job description must always be reviewed and/or developed for a new hire.
Approval for hiring a new employee must be obtained from one of the owners: Rufus or Emma Belcastran.
A job description is a key document in the recruitment process, and must be finalised prior to taking any other steps. It must include:
| the job title (which must be gender neutral) the location of the job wage or salary scale for the positionwho the job role reports to | the work type (casual, part-time, full-time ) and hoursmain purpose of the job main duties and responsibilities any special working conditions (e.g. evening or weekend work). |
3. Selection criteria
The selection criteria – the knowledge (including necessary qualifications), skills and abilities, experience, aptitudes required to do the job – must be determined prior to advertising and interviewing. The selection criteria should be specific, related to the job, and not unnecessarily restrictive, for example, only qualifications strictly needed to do the job should be specified.
Great care must be taken if physical requirements are specified. Anti-discrimination legislation requires employers to make reasonable adjustments to jobs to make them suitable for people with a disability. It is important that any physical requirement is stated in terms of the job that needs to be done. For example a job may require that the appointee ‘must be able to travel to a number of different locations’. In this instance, it will be necessary to consider if an ability to drive is required, or whether or not reasonable adjustments can be made for non-drivers.
4. Advertising the position
CoffeeVille’s job advertisement template should be used to complete the job advertisement.
The first item of the template requires the writer to identify the advertising channel that will be used to advertise the position. The advertising channel should be a low-cost option.
The advertisement must also include the following details:
| job titlelocationsalaryapplication closing date | a role descriptionrequired and preferred qualifications, experience, skills and personal traitsdetails on how to apply. |
The advertisement should also include a statement about privacy in relation to job applications, such as ‘CoffeeVille will treat your application confidentially, in accordance with our privacy statement which will be made available upon request’.
The job advertisement must support CoffeeVille’s diversity strategy by mentioning in the body of the advertisement that CoffeeVille promotes a culture which respects, values and actively pursues the benefits of diversity at CoffeeVille. The advertisement should also be written in plain English.
5. Processing applications
Staff must be aware that when dealing with enquiries about vacancies that it is unlawful to state or imply that applications from a particular gender, racial group, age group, sexual orientation or religion/belief would be preferred, (unless a genuine occupational qualification or requirement applies) and to do so may lead to a complaint of unlawful discrimination.
Care must also be taken that all applicants are treated in the same way, for example with regard to informal meetings to discuss the vacancy, and provision of information. However, it is acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation.
The confidentiality of applications must be respected by all of those involved in the selection process.
5. Short-listing
After the closing date has passed, applications from candidates may be short-listed. This decision should be based on evidence that the applicant has met the requirements of the selection criteria.
The original applications from all applicants as well as interview notes, must be retained for a minimum of six months from the date that an appointment decision is notified, in case of complaint to an employment tribunal. All photocopies of application forms must be shredded after six months.
6. Arrangements for interviews
Letters, emails or phone calls to short-listed candidates should include:
- date, time and place of their interview
- travel directions to the interview venue
- a request that they contact the author of the letter/message if they have any special requirements in relation to the interview (related to access to the venue or any other special need related to a disability)
- if appropriate, details of any test or presentation they will be required to do, or anything that they should bring with them (e.g., examples of work or proof of qualifications that are essential to the post).
Interviews should be scheduled as soon after the closing date as reasonably possible.
The structure of interviews should be decided in advance by determining what areas of questioning are required to cover all of the selection criteria. The questions should be agreed on by all panel members prior to the interview to avoid overlap or repetition.
The same areas of questioning should be covered with all candidates. Interview questions should be phrased so that they do not favour any one candidate and should be designed to seek evidence of how the interviewee meets the selection criteria. Supplementary questions should be used to probe for further information or clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be construed as discriminatory (e.g., questions about personal circumstances that are unrelated to the job).
Interviewer panels act for the organisation in making selection decisions and are accountable for them. Interview notes must be taken to help make an informed decision based on the content of the interviews. Such notes must relate to how candidates demonstrate their knowledge, skills, experience and abilities in relation to the selection criteria. Applicants can request disclosure of such notes in the event of a complaint. Any inappropriate or personally derogatory comments contained within the notes could be considered discriminatory and are unacceptable.
Disabled applicants
Where the candidate being interviewed has a disability for which adjustments may need to be considered, the candidate’s requirements should be discussed with him/her once the planned questioning is complete. The outcome of these discussions must not influence the consideration of the candidate’s application (unless their disability precludes them from performing essential tasks, even with the addition of reasonable adjustments). If the disabled candidate best meets the selection criteria, consideration must be made regarding what would be ‘reasonable adjustments’ to accommodate the needs of the person in question. If it is considered that the adaptations needed would not be deemed to be ‘reasonable’ under anti-discrimination legislation, the manager will draft a letter to the applicant explaining why the adaptations cannot be made. Reasons for not making adjustments to the working environment must be both material and substantial, and must be documented.
8. Making a decision after interview
The information obtained in the application, the interview, and in any selection tests will allow candidates to be assessed against the selection criteria and allow the panel to make a selection decision. Owners, Rufus and Emma Belcastran, must ensure that a written note of the reasons for selecting the successful candidate and rejecting others is made and placed on the recruitment file, together with the original applications and notes of all panel members, for a minimum of six months after the appointment decision has been notified to the candidates.
The selected applicant will be made a provisional offer subject to satisfactory references and disclosures (if appropriate) being received.
9. Feedback
It is good practice to offer applicants feedback after interviews and it is our policy to respond if requested. Feedback should be specific and honest. Panel members giving feedback must ensure that any feedback they give relates to the selection criteria for the position and that the words that they use could not be taken to infer unlawful discrimination.
10. Pre-employment checks
Reference checks must be undertaken before a formal offer of employment can be made. It must be ensured that any offer of employment given, is a ‘provisional’ one, subject to receipt of documentation as shown below.
References
References should only be used after interview to confirm, but not influence, a decision.
Appropriate referees are those who have direct experience of a candidate’s work, education or training, preferably in a supervisory capacity and a reference must be obtained from the current or previous employer.
References are confidential and must be sought ‘in confidence’. Panel members must return all copies of any references with the application forms and their interview notes to the manager on completion of the recruitment process. References must only be kept in the personal file.
14. Appointment
Offering the job
Applicants are offered a position once they have been approved by either owner and the offer is communicated through a letter of offer.
The offer should clearly indicate:
- new employee’s name
- nature of the job e.g. fulltime, part time, casual
- remuneration
- annual leave, sick leave, maternity/paternity leave
- terms and conditions of resignation/termination, including notice period
- instructions for returning relevant documentation (employment contract).
To comply with the Fair Work Act 2009, the Fair Work Information Statement is enclosed with the letter of offer. The Fair Work Information sheet can be directly downloaded from www.fairwork.gov.au/fwis or found through the Fair Work Ombudsman website at www.fairwork.gov.au.
In addition to the Fair Work Information Statement, the contract of employment and CoffeeVille’s Privacy Statement (provided in Appendix 1) should also be enclosed with the letter of offer.
Informing staff of the new appointment
Once the selected applicant has confirmed that they will take the position, it is necessary to notify CoffeeVille staff of the new hire.
When advising staff of the new hire, email the staff with the following information:
- the name of the new hire
- the job role that they will fill
- the new hire’s starting date
- instructions for staff to welcome the new hire
Notifying unsuccessful candidates
All unsuccessful interviewees are sent a letter to inform them that they were not successful in securing the job role. Ensure to:
- thank the applicant for their application
- express regret that CoffeeVille is unable to hire them at this time
- inform them that their application and personal details will be destroyed securely according to the privacy statement (Appendix 1)
- wish them well in future job searches.
All new staff will undergo a probationary period during which they will be introduced to the main duties and responsibilities of their post. Under the legislation, the staff member must still be provided with at least minimum entitlements and must be given at least 1 week of notice if their employment is to be terminated (provided there has been no serious misconduct).
For each new employee, an induction plan must be prepared before their start date. Use the induction checklist (Appendix 2) to ensure that all necessary tasks are included in the induction plan.
16. Record-keeping
All records relating to the recruitment and selection procedure will be retained only for as long as is necessary (generally six months), and will be securely destroyed thereafter in accordance with CoffeeVille’s privacy statement (Appendix 1).
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 and an annual bonus based on performance. The total of these components make up the employee’s remuneration package.
Underlying Common Rule Award
Staff covered by the relevant underlying award, Restaurant Industry Award 2010, will be paid no less than the rate of pay set out in that award for the relevant position.
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 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 Café owners, Rufus and Emma Belcastran.
The underlying principles of job evaluation include:
- salary levels will be paid no less than the rate of pay set out in the relevant underlying award, Restaurant Industry Award 2010
- 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 by the owners
- 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/workplans 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, workplans are agreed upon after the July/August performance review has been conducted.
The performance plans/workplans 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, the performance/workplans will include specific project and personal development goals.
Updated/authorised
2020 – Rufus Belcastran (Owner CoffeeVille)
Occupational Health and Safety (OHS) Policy
CoffeeVille recognises its responsibility to provide a healthy and safe working environment for employees, contractors, clients and visitors. CoffeeVille 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.
Objectives
In order to ensure a healthy and safe working environment, CoffeeVille 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
- Occupational Health and Safety Act 2004 (Vic)
- Dangerous Goods Act 1985 (Vic)
Both of these Acts are administered by WorkSafe Victoria.
Responsibility and Authority
The business owners are ultimately responsible for ensuring that safe systems of work are established, implemented and maintained.
The 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 employee
- 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 OHS commitment, including an up-to-date first aid kit.
Individual employees are responsible for:
- following all OHS 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 will be reviewed regularly by CoffeeVille owners to ensure compliance with legislation, industry standards and organisational changes.
Updated/authorised
2020 – Rufus Belcastran (Owner CoffeeVille)
Appendix 1: CoffeeVille privacy statement
CoffeeVille collects personal information from prospective employees for the purposes of administering a recruitment process.
We use the personal information of CoffeeVille staff for the purposes of administering their employment with CoffeeVille. This may include using and disclosing personal information for:
- general management of employment
- performance management (misconduct, grievance, probation)
- financial, legal, security, information technology and communications matters related to a staff member’s employment.
Personal information collected by CoffeeVille is treated as confidential. CoffeeVille will treat your personal information in accordance to the following:
- CoffeeVille collects the personal information provided by you to assist CoffeeVille in assessing your suitability for the vacancies advertised.
- CoffeeVille may disclose your personal information collected to assist CoffeeVille staff involved in assessing your application, referees and other third parties involved in assisting CoffeeVille with the recruitment process and if you are a successful applicant, to those involved in the CoffeeVille induction process.
- If you do not provide CoffeeVille with the information requested, CoffeeVille will be limited in our ability to assess your suitability for the position you are applying for or, for successful applicants, to finalise your engagement.
- If you provide personal information during a recruitment process and are unsuccessful in securing the position, we will destroy your personal records 6 months after the application date. Interview records are kept for 6 months in the event of a dispute relating to CoffeeVille’s selection decision.
- Personal information provided by you for the purposes of processing payroll are stored securely and are only accessed for the purposes of processing payroll and Australian Taxation Office reporting. They are only accessible by the business owners Emma and Rufus Belcastran.
- You will be able to access and update your personal information by directly contacting Emma or Rufus Belcastran.
Appendix 2: Induction Checklist
This checklist is used to guide the induction process for new employees. Once the induction checklist is completed, both the supervisor and new employee should sign-off as it is completed.
Note: The term supervisor refers to the person who will train the new inductee into the new role.
The completed checklist will form part of the new employee’s training records.
| Name: Position: Supervisor: | Starting date: Reviewed by: Reviewed date: |
| Item | Responsible officer | Completed (sign-off and date) |
| Introductions | ||
| Hand out organisational policies and procedures | Supervisor | |
| Introductions to all staff on-shift. | Supervisor | |
| Role, Responsibilities & Performance Expectations | ||
| Provide position description | Supervisor | |
| Workplan/performance expectations | Supervisor | |
| Performance evaluation | Supervisor | |
| Reporting relationships. | Supervisor | |
| Organisational Overview | ||
| Mission, values and relevant areas of business plan/objectives. | Supervisor | |
| Overview of CoffeeVille’s product areas | Supervisor | |
| Introduction to stakeholders business owners | Supervisor | |
| Administrative Arrangements | ||
| Collect paperwork to enable processing of payroll and superannuation. | Supervisor | |
| Office Facilities & Equipment | ||
| Set up a POS (point of sale) user ID. | ||
| Bathroom, kitchen, use of photocopier and phone system | Supervisor | |
| Emergency exits, emergency procedures and occupational health and safety officer | ||
| Introduction to email, electronic filing of invoices, pilferage reports, stock control reports | Supervisor | |
| Organisational Policies and Conditions of Employment | ||
| Terms and conditions of employment | Owner/Business Partner | |
| Human resources policies | Owner/Business Partner | |
| Dress code | Supervisor | |
| Equal employment opportunity (EEO), harassment and discrimination | Supervisor | |
| Employee details form | Supervisor | |
| Grievance and complaints | Supervisor | |
| Health and safety | Supervisor | |
| Privacy | Supervisor | |
| Staff remuneration and performance appraisal | Supervisor | |
| Staff training and development | Supervisor | |
| Statement of values | Supervisor | |
| Tax file number declaration form | Supervisor | |
| Choice of superannuation fund information and application form | Supervisor | |
| Leave application form | Supervisor | |
| CoffeeVille organisational chart | Supervisor | |
| Emergency evacuation procedures | Supervisor | |
| Café security and keys | Supervisor |
I have received the information and participated in the activities checked above. I understand employment duties and the conditions of my employment.
Employee: Date:
Supervisor: Date:
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