Employeeinductionmanual 2

To adapt this manual for your organisation visit www.goodjobs.com.
au/employeeinductionmanual
To adapt this manual for your organisation visit
www.goodjobs.com.au/employeeinductionmanual
Employee induction manual template
Note: Delete this and the next page once you complete tailoring the template for your own
organisation.
Who should use this template?

This manual is designed to be used by any not-for-profit that employs people in its organisation.
Why use an employee induction manual?
In short, this manual helps you to establish a robust structure and a basic set of rules that you will
use to manage your people on a daily basis.
This is important because using a structured approach from day one will help you to ensure that:
 you meet your basic legal obligations
 you help your people managers to make consistent and reliable decisions – this promotes a
culture of fairness and equity
 you have established a clear understanding of expectations, rules and consequences
 you welcome and introduce your employees to your organisation and their new job.
It takes some effort to complete but brings definite long-term benefits as it will minimise the
incidence of people reverting to their own set of rules, which in turn reduces disputes or grievances
caused by confusion, and it adds to the overall professionalism of your organisation’s operations.
How to complete this template

Customise the content
This employee induction manual template is made up of example topics and sections. It is
completely customisable based on your specific requirements, in fact the more time you spend
tailoring it to your specific requirements the more effective it will be.
Guidance text appears throughout the document, marked by the word ‘Guidance’. Where you see a
guidance note, read and then delete it. Guidance has been added to help you complete the template
and should not appear in your final version.
Include what you must and can comply with
This document should be used in conjunction with your contract of employment and any specific
organisational procedures and processes. Read this document carefully and make absolutely certain
what’s written in it is consistent with the legal requirements of any award, workplace agreement or
employment contract relevant to your organisation. If you’re unsure which agreement covers your
employees, visit the Fair Work Ombudsman website or call the Fair Work Ombudsman Infoline on
13 13 94. Only include the commitments you are confident you can comply with, and make sure you
review and update the document regularly.
Update the variables
1. Using Word’s Replace function, search for {Organisation Name} and replace with your
own Organisation Name.
a) In Word’s Home ribbon, choose ‘Replace’ to open the Find and Replace tool. The
Find and Replace dialogue box opens with the ‘Replace’ tab selected.
b) Enter ‘{Organisation Name}’ in the ‘Find what’ field.
c) Enter your own Organisation Name in the ‘Replace with’ field.
Page i of ii
Employee Induction Manual
d) Click ‘Replace All’.
2. Replace {any other items in brackets} with your own wording.

3. Where you see a reference to online documents or policies, insert a link to the policy
that applies in your organisation or delete if this policy is not used in your organisation.
4. Once you have finished work on the template, delete the first two pages of the
document.
5. Lastly refresh the page numbers in the table of contents.
a) Right mouse click on the table of contents
b) In the small menu that appears, choose ‘Update Field’ then ‘Update page numbers
only’.
Other tips
 To stop this employee induction manual sitting on a desk collecting dust, make it a living
document. Ask your employees for their thoughts on how to improve it. Then review it every
six months.
 Use this document as a key resource in your induction process.
 The writing style doesn’t need to be formal or long-winded to be effective. Use simple
sentences and plain English to reduce the chance that an employee or manager will be
confused about the intent of your policy or the way to carry out a procedure.
Disclaimer
Important: While all care has been taken in the preparation of this material, no responsibility is
accepted by the authors or Our Community, its staff, volunteers or partners, for any errors,
omissions or inaccuracies. The material provided in this resource has been prepared to provide
general information only. It is not intended to be relied upon or be a substitute for legal or other
professional advice. No responsibility can be accepted by the authors or Our Community or its
partners for any known or unknown consequences that may result from reliance on any information
provided in this publication.
Page ii of ii
{Organisation Name}
Employee induction manual

Table of contents
Welcome.................................................................................................................................................... 4
Purpose of this manual .............................................................................................................................. 5
About {Organisation Name} ....................................................................................................................... 6
What we do............................................................................................................................................ 6
Our clients.............................................................................................................................................. 6
Our mission, vision and values ................................................................................................................... 7
Mission statement.................................................................................................................................. 7
Vision statement .................................................................................................................................... 7
Values .................................................................................................................................................... 7
Organisational structure ............................................................................................................................ 8
The board............................................................................................................................................... 8
The team ................................................................................................................................................ 8
Our culture ............................................................................................................................................. 8
Communication in the workplace ........................................................................................................... 8
Social activities ....................................................................................................................................... 9
Your employment .................................................................................................................................... 10
Flexibility .............................................................................................................................................. 10
Hours of work....................................................................................................................................... 10
Attendance and punctuality.................................................................................................................. 11
Personnel files ...................................................................................................................................... 11
Payroll .................................................................................................................................................. 11
Changing pay details............................................................................................................................. 11
Superannuation.................................................................................................................................... 11
Termination of employment ................................................................................................................. 12
Reimbursement of expenses................................................................................................................. 12
Travel expenses .................................................................................................................................... 12
The role of your manager ..................................................................................................................... 12
Casual employees ................................................................................................................................. 13
Flu shot ................................................................................................................................................ 13
Facilities and location............................................................................................................................... 14
Office security ...................................................................................................................................... 14
Kitchen facilities ................................................................................................................................... 14
Bathroom/toilet facilities...................................................................................................................... 14
Places to purchase lunch ...................................................................................................................... 15
Bicycles ................................................................................................................................................ 15
Parking ................................................................................................................................................. 15
Public transport .................................................................................................................................... 15
Office etiquette........................................................................................................................................ 16
Equality ................................................................................................................................................ 16
Work areas ........................................................................................................................................... 16
Email .................................................................................................................................................... 16
Kitchen ................................................................................................................................................. 17
In the office .......................................................................................................................................... 17
Meetings .............................................................................................................................................. 17
General ................................................................................................................................................ 17
Code of conduct ....................................................................................................................................... 19
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Principles.............................................................................................................................................. 19
Duties and obligations .......................................................................................................................... 19
Dress code policy ..................................................................................................................................... 22
Office employees.................................................................................................................................. 22
Warehouse/factory employees/drivers................................................................................................. 22
General ................................................................................................................................................ 22
Supply and purchasing .......................................................................................................................... 22
Maintenance ........................................................................................................................................ 22
Induction and training.............................................................................................................................. 23
On commencement .............................................................................................................................. 23
Probationary period and review............................................................................................................ 23
Work-related training policy ................................................................................................................. 23
External study leave ............................................................................................................................. 24
Workplace health and safety ................................................................................................................... 25
Workers’ compensation........................................................................................................................ 25
Injury procedure................................................................................................................................... 25
Manual handling .................................................................................................................................. 26
Smoking and drinking ........................................................................................................................... 26
Illicit substances (drugs)........................................................................................................................ 26
Workplace harassment and bullying ........................................................................................................ 28
Definitions............................................................................................................................................ 28
Discrimination ...................................................................................................................................... 29
Sexual harassment................................................................................................................................ 29
Workplace bullying ............................................................................................................................... 30
Victimisation ........................................................................................................................................ 31
Pregnancy at work ................................................................................................................................... 32
Pregnancy ............................................................................................................................................ 32
Advising of pregnancy........................................................................................................................... 32
Harassment while pregnant .................................................................................................................. 32
Safety at work ...................................................................................................................................... 32
Transfer to a safe job ............................................................................................................................ 33
Working until the birth ......................................................................................................................... 33
Flexible working arrangements ................................................................................................................ 34
Options for flexible work practices........................................................................................................ 35
Remote working (working from home) ................................................................................................. 35
Time in lieu policy................................................................................................................................. 36
General leave policy ................................................................................................................................. 38
Annual leave policy............................................................................................................................... 38
Volunteer leave policy .......................................................................................................................... 38
Personal (sick and carer’s) leave policy ................................................................................................. 39
Unpaid carer’s leave policy ................................................................................................................... 39
Family and domestic violence leave policy ............................................................................................ 39
Compassionate (bereavement) leave policy .......................................................................................... 40
Leave without pay policy ...................................................................................................................... 40
Parental leave policy............................................................................................................................. 40
Public holidays...................................................................................................................................... 43
Long service leave policy ...................................................................................................................... 43
Jury duty leave policy ........................................................................................................................... 44
Community / emergency services leave policy ...................................................................................... 44
Whistleblower policy ............................................................................................................................... 45
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Child protection policy ............................................................................................................................. 46

Reporting suspected child abuse........................................................................................................... 47
Employment of new personnel ............................................................................................................. 47
Working with children checks (WWCC) ................................................................................................. 47
Working with vulnerable people (WWVP) ............................................................................................. 48
Email policy .............................................................................................................................................. 50
Confidentiality ...................................................................................................................................... 50
Maintenance ........................................................................................................................................ 50
Opening/sending inappropriate emails ................................................................................................. 50
Incorrectly addressed mail .................................................................................................................... 51
Internet policy.......................................................................................................................................... 52
Personal use of the internet ................................................................................................................. 52
Telephones and voicemail........................................................................................................................ 53
Computers and electronic files ................................................................................................................. 54
Printing ................................................................................................................................................ 54
Security disposal/shredders .................................................................................................................. 54
Confidentiality, intellectual property, privacy and conflict of interest...................................................... 55
Confidentiality ...................................................................................................................................... 55
Intellectual property............................................................................................................................. 55
Privacy ................................................................................................................................................. 55
Conflict of interest ................................................................................................................................ 56
Company credit-card policy...................................................................................................................... 57
Responsibilities..................................................................................................................................... 57
Basis for using credit cards.................................................................................................................... 57
Reconciliations and acquittals............................................................................................................... 57
Environmental sustainability and waste minimisation policy ................................................................... 59
{Organisation Name}’s commitments.................................................................................................... 59
Energy efficiency .................................................................................................................................. 59
Waste bins ........................................................................................................................................... 60
Recycling bins ....................................................................................................................................... 60
Fire safety and emergency evacuation procedures .................................................................................. 61
Appendix 1: Green cleaning products....................................................................................................... 62
Page 3 of 66
Welcome
Guidance: It is important to welcome people to your organisation as well as explain the purpose
of the manual. Below is an example to get you started.
Congratulations on your appointment and welcome to the team at {Organisation Name}! We are
excited that you have decided to join us and look forward to a long, happy and successful
partnership together. Our organisation is primarily about {insert relevant information such as
delivering exceptional customer service}. You have been employed because we believe you can
help us to deliver these high levels of {customer satisfaction}.
We want to ensure that your interactions with other {Organisation Name} employees and our
customers will reflect the value that {Organisation Name} places on {insert relevant information
such as people, teamwork, bottom-up management and our commitment to superior customer
service}.
This manual is intended as a guide to make you feel as comfortable and well informed as possible
in your new position. It should clarify basic policies and procedures and act as a primary step in
learning about {Organisation Name}.
It will also provide an ongoing source of reference throughout your career with us. We update it
regularly, and we will let you know when a new version is available and what’s been added. We
welcome any feedback about what’s in the manual and any thoughts about how you think it
could be improved.
If there is something that you want to know that’s not covered in here, please feel free to ask
anyone at {Organisation Name}.
The success of {Organisation Name} relies on a combination of your efforts, your talents, your
commitment and our teamwork. Our employees are our most valuable resource, and we
genuinely encourage the innovative and distinctive ideas that come with staff contribution.
Please share your ideas, your thoughts and your wisdom.
Most importantly, our success depends on our ability to do things well and to enjoy what we do.
We trust that your experience with us will be fulfilling and fun.
On behalf of everyone at {Organisation Name}, I would like to welcome you to our team. I look
forward to your contribution to our joint growth, success and the primary focus of our
organisation.
Yours sincerely,
{insert name}
{insert title}
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Purpose of this manual
Guidance: It is important to explain the purpose of the manual and create hyperlinks to additional
online information, such as “about us” and mission, vision and values, if you have them (note
there are example mission, vision and values in this template). Below is an example to get you
started.
The purpose of this manual is to introduce you to {Organisation Name} and give you some
information about our history, our clients and what we do. You will also find information about
your terms and conditions of employment, our expectations around your behaviour and our
policies and procedures. The policies within this manual are easily accessed via the contents
page.
All staff should be familiar with all its contents. The information will help you to understand
{Organisation Name}’s aims and operating procedures.
We hope this will assist you to reach your full potential and forge solid career goals, maximising
the benefit to both parties.
The employee manual should answer most of your questions regarding policies and procedures
within the organisation.
It is a condition of your employment that you strictly adhere to all policies in this manual, and
others that are added from time to time. {Organisation Name} reserves the right to modify, revise
or supplement policies and portions of this manual as appropriate. You will of course be notified
of any such changes to the employee manual as they occur.
This manual should be read in conjunction with other documents supplied to you, including your
contract of employment.
You are also encouraged to read supplementary documents such as our online {insert hyperlinks
to relevant organisation web pages, e.g. about us and mission, vision and values} pages.
Page 5 of 66
About {Organisation Name}
Guidance: In this section you should explain how your organisation started and how it has
evolved into the organisation it is today. Don’t be afraid to tell your personal story so that people
can buy into your vision and values. Below is an example to get you started.
The story of {Organisation Name} starts in 2010 when Jane Citizen and Lucy Smith saw a gap in
the not-for-profit (NFP) sector for quality financial auditing services. There was a need for more
pragmatic, service-focused providers who were willing to partner and grow with organisations
and take on a role of a trusted business advisor.
{Organisation Name} now works with over 100 NFPs in Australia across a broad range of
community sectors.
{Organisation Name} aims to always maintain the upmost levels of service for our customers and
strives to place itself at the forefront of financial auditing services within the community sector.
What we do
Guidance: In this section you should give an overview of the products and/or services offered by
your organisation. Below is an example to get you started.
At {Organisation Name} we provide the following products and services to our clients:
 compliance and risk services
 auditing services
 company secretarial administration
 taxation services
 business advisory services
 general bookkeeping
 reporting.
Our clients
Guidance: In this section you should outline the clients and sectors that you service. Below is an
example to get you started. Delete this entire section if not appropriate.
At {Organisation Name} we service many organisations from a variety of community sectors. We
are proud to list the following clients:
{insert logos of your biggest clients here if appropriate}
Page 6 of 66
Our mission, vision and values
Guidance: It is important to communicate your purpose or roadmap for success. This includes
where you are headed and the expected values and behaviours you want your people to
demonstrate on the way.
Mission statement
Your roadmap should start with your mission. It declares your purpose as an organisation and
serves as the standard against which you weigh your actions and decisions. For example, a
mission statement for a financial auditing organisation may be:
{Organisation Name}’s mission is to help our clients build and develop sustainable, profitable,
compliant organisations. Working together to make our organisation, clients and communities
better.
Vision statement
Our aim is to be known for:

 high-quality financial products
 providing high-quality outcomes
 having a culture of growth, profitability and enthusiasm
Values
 Integrity – dealing with our customers and colleagues in a fair and ethical manner
 Service – promoting the concept of quality in everything we do
 Respect – treating our colleagues with respect will lead to greater productivity and staff
satisfaction
 Enthusiasm – employing and nurturing staff with a passion for providing the highest-level
quality service to our customers
Page 7 of 66
Organisational structure
Guidance: It is important to provide an overview of the structure that underpins your

organisation. Where appropriate, this should include details of your board or committee of
management, an overview of the team the new employee will be joining and how you expect
that team to operate and behave. Include or link to organisational charts and seating plans.
Below is an example to get you started. Delete any text not relevant.
The board
Our board reflects the values and aims of {Organisation Name} to help support a modern, ethical,
strong and feisty not-for-profit sector. By combining highly regarded individuals from the
community and the commercial world, the composition of the board offers strong support for the
sustainability and expansion of the not-for-profit sector.
The members of the board are:
 Nancy Jones (Chair)
 John Smith (Director)
 Joy Johnson (Director)
 Amy West (Director)
The team
Our structure is dynamic so it’s hard to put people into boxes. This is partly because we foster a
real team culture, meaning that any one of us can assist anyone on anything at any time, whether
it’s answering the phone when the front-line staff are busy or helping to stuff envelopes for an
urgent mailout. Our loose structure helps us to move and act more flexibly and effectively.
But in general, we structure the organisation in line with our various activities. An organisational
chart is included as an attachment to this manual.
Your manager will provide you with a seating plan, so you know who sits where and who does
what – if you haven’t been given one, please ask for one.
Our culture
The most important thing for {Organisation Name} is to have an organisation that people love
working at.
We would like to think we are the best employer in the nation – and reciprocally, we would like
to think you would be the best employee in the nation. It is how we work together to ensure our
individual needs are met, as well as the organisation’s needs, that will make all our lives so much
easier and more fulfilling.
Communication in the workplace
We believe that open and constructive communication is imperative to the wellbeing of our
employees. Knowing and understanding your objectives as an employee, and the organisation’s
aspirations for you, is essential.
Page 8 of 66
Staff suggestions can stimulate creative ideas that may benefit {Organisation Name} in both
productivity and revenue. The organisation strongly supports and recommends constructive
communication throughout the organisation.
Please feel free to talk to your manager and share any ideas you have.
Social activities
Social activities, whether shared cakes or barbecues at the office or lunch, dinner or drinks
outside the office, are organised on an ad hoc basis to promote social interaction between team
members and to celebrate our successes. They give people the chance to get to know each other
a little more.
Page 9 of 66
Your employment
Guidance: In this section you should tailor the information based on the general customs and
practices of your organisation. Below are examples of practices you might want to adopt or just
use to get you started. Delete or adapt all of the sub-sections as relevant.
The conditions of your employment have been outlined in your letter of employment, which –
when signed – forms your employment contract. Details will include:
 position description
 remuneration
 benefits
 hours of work
 probationary period.
Conditions may be subject to change from time to time. You will be advised of any changes to
your employment as and when these changes occur.
Flexibility
{Organisation Name} has a policy of embracing flexible work practices wherever possible.
Work practices at {Organisation Name} that allow staff to embrace a work-life balance include
flexible hours of work, time in lieu and remote working (working from home). See the flexible
working arrangements policy for details.
We think workplaces operate at their optimum when everyone pitches in and we appreciate
when staff also provide flexibility to the organisation from time to time. That may mean taking
the odd phone call outside of ordinary hours or checking emails from home when there’s
something urgent that requires your attention. You are not required to do this, but it is very
much appreciated when you do.
Hours of work
Standard office hours are generally between 8 am and 6 pm Monday to Friday, with half an hour
unpaid lunch break. Your hours of work will depend on organisational needs and the
requirements of the work you are assigned. Your manager will work with you to establish your
standard hours of work and break times. {Organisation Name} adopts a common-sense approach
to managing work hours.
Some people have negotiated different working hours and we are generally very accommodating
(we know you have a life as well as a job!). However, we do need to ensure there are enough
staff to cover customer enquiries. If you want to alter your hours for a period or permanently,
please discuss this with your manager.
Flexibility does extend both ways and there may be times when we ask employees to stay later,
start earlier or work on a weekend. We find that if everyone chips in and takes a turn no one is
overly inconvenienced, and the job gets done faster.
The system has been developed to provide maximum flexibility to staff without causing any
disruption to the workflow of the organisation or any inconvenience to the clients of
{Organisation Name}.
Page 10 of 66
Attendance and punctuality
If you’re running a few minutes late, there’s no need to check in with the office unless, of course,
someone is expecting you for a meeting or some other reason. If you’re running horribly late, let
your manager know as soon as you can, along with anyone else who absolutely needs to know. If
you can’t speak to your manager directly, call or email the main office line – {phone number /
email address} – so someone knows where you are. This will minimise any disruption to your
work colleagues and help to protect your safety.
While we don’t like to watch the clock in relation to attendance and punctuality, we do believe
that reliability is one of the fundamental principles of professionalism and a key reflection of an
employee’s attitude and commitment. It also reflects poorly on our organisation if our staff are
unreliable.
If you’re relied on to be in the office at a certain time, or to hit a particular milestone or deadline,
or to do a minimum number of hours and you’re regularly missing the mark, it will be noticed,
and there will eventually be repercussions.
Personnel files
Every {Organisation Name} employee has an electronic/paper personnel file containing the
details of their employment and the associated conditions. Your file will also contain a copy of
your employment documents and any performance issues that have been discussed with you.
You may view your personnel file at any time. Just ask your manager.
It is the employee’s responsibility to notify {Organisation Name} of any changes to their
employment details. This may include change of address, name, phone number or emergency
contact details, as well as any changes related to your tax status.
Payroll
Your pay cycle is {weekly/fortnightly/monthly}. Our pay cycle runs from {Monday to Sunday} over
a {one-week/two-week/monthly} period and pays are processed on {Tuesdays},
{weekly/fortnightly/monthly}. Pay will be automatically deposited electronically into your
nominated bank account.
Taxation payments are automatically deducted from your salary. Superannuation payments are
paid into your nominated fund.
Changing pay details
Please advise the {insert position title} via email should you wish to change any pay details such
as changing or closing your bank account. Please ensure you notify us prior to the date you wish
the change to be effective.
Superannuation
{Organisation Name} makes superannuation contributions in accordance with the

Superannuation Guarantee (Administration) Act 1992 for the benefit of the employee to their
respective super fund. You will need to advise us of your preferred superannuation fund.
Page 11 of 66
If you do not have a preferred superannuation fund {Organisation Name} will arrange for your
superannuation contributions to be directed to our employer-nominated default fund, {e.g.
HESTA Superannuation}.
Termination of employment
Subject to the specific terms of your employment contract, usually either party may terminate
employment on providing written notice of one {week/fortnight/month}.
We may terminate the employment summarily (without notice) if an employee:
 commits any act which may detrimentally affect the organisation, including but not
limited to an act of dishonesty, fraud, wilful disobedience, misconduct or breach of duty
 wilfully and materially breaches the terms of the employment contract and does not
remedy the breach within 14 days after receipt of notice in writing from {Organisation
Name} specifying the breach.
On termination of your employment with {Organisation Name}, whether by mutual agreement or
otherwise, you must return to {Organisation Name} all tangible property of the company
including but not limited to all books, documents, papers, materials, credit cards, mobile phones,
laptops and keys held by you or under your control.
Reimbursement of expenses
{Organisation Name} will reimburse employees for pre-approved expenses incurred by

employees in the proper performance of their duties.
Reimbursement will be subject to employees providing their manager with receipts or other
evidence of payment and of the purpose of each expense. Employees will also be required to
complete the expense reimbursement form.
Alternatively, payments may be made using a company credit card – see the credit-card policy for
details.
Travel expenses
Reasonable travelling expenses, where incurred in the performance of an employee’s duties, will
be reimbursed, provided that all claims are made on the appropriate form, signed by the
appropriate manager and supported with the necessary substantiating documentation. The
payment of expenses is always subject to the prior authorisation of, and at the discretion of
{Organisation Name}.
Employees should arrange travel and accommodation through the {Organisation Name}
preferred travel supplier prior to departure.
Generally, air travel will be by economy class, with a carrier chosen by {Organisation Name}.
The role of your manager
Managers are expected to:

 carry out coaching and manage the performance of staff
 allocate resources and set priorities
 troubleshoot any problems that you or your team may have
 oversee the professional development of staff
Page 12 of 66
 build cross-team culture

 liaise with other managers
 manage time in lieu
 approve leave
 carry out recruitment and induction of new staff
 approve you working from home when needed
If you have any concerns about your manager’s performance of these duties, please raise them
with the {General Manager/CEO}.
Casual employees
All casual employees are required to maintain an accurate attendance record and timesheet.
These are to be signed or acknowledged (via email) by your manager {weekly/fortnightly} and
lodged with the {Finance Manager/HR Manager/Payroll Manager}.
Flu shot
We want a healthy workplace; hence, {Organisation Name} will reimburse staff who elect to
receive a flu shot from one of the mass-delivery services operated, for example, by chemist
franchises. You should present your receipt to the {Finance/Accounts team} for reimbursement.
Page 13 of 66
Facilities and location
practices of your organisation. Below are examples you might want to adopt or just use to get
you started.
Office security
Entry to the {Organisation Name} premises during and/or outside of normal office hours will be
by way of {keys/security pass}.
It is the responsibility of every {Organisation Name} employee to ensure that this {key/security
pass} is kept in safe custody. It must be returned on demand.
If your building access device is lost or misplaced, you must notify your manager immediately so
that it can be cancelled.
Employees must ensure that all confidential or sensitive documents are locked away at night. You
should make sure that your personal belongings and valuables are locked away and secured.
Personal property is not covered by {Organisation Name} insurance.
Kitchen facilities
A kitchen is provided for the office. We are amply supplied with kitchen equipment, including a
fridge, toaster, toasted-sandwich maker, a small oven, microwaves and coffee machine.
{Organisation Name} supplies some kitchen basics – coffee beans and instant coffee, tea (black,
green and peppermint), salt and pepper, Vegemite, peanut butter, margarine/spread, milk (cow,
rice and soy), sauces and olive oil. Sometimes people bring in food from home to share. Most
food items left in the kitchen are assumed to be common property. If you want to store your own
supplies in the kitchen, please make sure they are clearly labelled so people know not to help
themselves. If you’re unsure whether you can take something or not, check with the Office
Manager.
We have a dishwasher – but no maid. Staff are expected to clean up after themselves – it’s really,
really, important that you do your bit. If the dishwasher needs emptying, please empty it. If it
needs turning on, please turn it on.
Please keep the kitchen area clean at all times, cleaning up immediately after use. You should be
mindful that this is a public area and you should be respectful to others by always cleaning up
after yourself.
Bathroom/toilet facilities
{Organisation Name}’s shower is located next to the toilet facilities. You are expected to bring
your own body wash and towel (and to ensure your towel is regularly taken away for washing),
and you should ensure the shower is left clean and tidy at all times.
{Organisation Name} provides a range of toilet basics – soap, toilet paper, tampons and pads. If
the supplies have run out, please let the Office Manager know.
Again, this is a shared, public facility (our visitors use the bathroom as well) – it’s essential that
it’s kept clean and tidy.
Page 14 of 66
Places to purchase lunch
There are a range of takeaway shops and cafes nearby, particularly in {list cafes or streets
nearby}. People often go for a walk at lunchtime to get food, or just to have a stretch or get some
fresh air.
Bicycles
Bicycles can be safely parked in the bike rack in the car park underneath the building. A bike
pump is located next to the bike rack.
Parking
There are several parking options available. There is on-street parking in surrounding streets and
there is also off-street paid parking available. You should be aware the parking inspectors are
checking on a daily basis.
Public transport
{Organisation Name} is a 10-minute walk from {railway station name} railway stations and {street
name} trams. The No. {#} tram is about a five-minute walk from the office.
Page 15 of 66
Office etiquette
practices of your organisation. Below are examples you might want to adopt or just use to get
you started.
Some of the following is about establishing and keeping good practices, some of it is about
helping you to avoid annoying your colleagues. The upshot is that if we all try to abide by office
etiquette, the workplace will be more enjoyable for everyone.
We’re all part of the team (and we’re all human beings):
 Our mission, vision and values spell out how we seek to work and all of us need to strive
to meet all the aspirations identified. It’s not a code simply to stick on the wall and forget,
we need to live by it.
 It’s good to be nice to people – no one likes working with people who are mean, nasty or
miserable. We are here for a long time each day – let’s make our workplace as nice as it
can be.
Equality
While some staff members take responsibility for certain tasks, we are all equal: everyone should
help out; everyone should contribute. There are no “women’s jobs” or “juniors’ jobs” or
“someone else’s jobs”.
Our equal employment opportunity policies are detailed under Workplace harassment and
bullying, below.
Work areas
As many employees work in an open-plan area, it is important that your workstation or desk
remains clean and tidy and free of boxes, papers and magazines. Our expectation is that your
workstation will be cleared and tidied at the end of every day. Any items that require storage
should be put away; hard-copy paper files should be kept to a minimum, with electronic copies of
files stored on the relevant shared drive. Laptops should not be left on desks overnight unless you
have your own lockable office.
Email
 Respond to emails (particularly those from your colleagues) promptly, even if it’s just to
say that you need more time to respond.
 Be wary of overburdening people’s inboxes with trivia or spam. This is particularly
important for part-time employees.
 Help people pick through forwarded emails more quickly by providing a quick summary at
the top of which bit you want them to pay attention to and what you want them to do
(“for info”/ “please respond” etc.).
 If you receive a message intended for another person, don’t ignore it. Forward to the
correct recipient or notify the author of the error.
See the email policy for acceptable use of email.
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Kitchen
 The cleanliness of the kitchen is everyone’s responsibility – don’t leave mess for someone
else to clean up. Wash your dishes and wipe down the surfaces after you’ve prepared
food or made drinks.
 Take your turn to put on and empty the dishwasher. If it’s full, and you’re there, it’s your
turn.
 As we share crockery and cutlery, and provide them for visitors, please take special care
to wash dishes properly.
 Safety first: please mop up any spills immediately. If you make a mess (any kind of mess!),
clean it up.
 Safety first: make sure knives are always handle up in the dishwasher and in the storage
containers.
 Regularly “audit” the fridge to ensure you haven’t forgotten something that’s slowly
converting to penicillin.
 If you spill something in the fridge, wipe it up (properly).
 The kitchen has three large bins: green for organics, yellow for recycling and red for
landfill or general waste. Please make sure you use the correct bin.
In the office
 Don’t leave food scraps or plastic food containers lying around; take them out to the
kitchen bin or outside rubbish bins.
 Leave the aircon on 22 degrees, winter and summer. Rug up if that’s too cold and ask for
a fan if that’s too hot.
 Some like it quiet; some like it noisy, but to keep the peace as much as possible take
particularly noisy conversations (by phone or in person) to an office if you can and turn
your mobile phone to silent.
 If you go to use the photocopier or the shredder or the stapler and you find it
empty/full/non-functional, please don’t just ignore it – try to have a go at fixing it
yourself or ask for help if you need it.
 Please turn your computer off every night – it saves on energy.
 Save costs on printing wherever possible by printing on both sides of the paper. Please
collect all printed matter off the printer and ensure the printer is stocked with paper.
Meetings
If you need to book or use a meeting room, please ensure that you book through the
{Receptionist/Office Manager/booking system}. Please tidy up after meetings: take away your
dirty cups, files, papers, etc. Place chairs back in position and clean all work away.
If using a meeting room at lunchtime or when packing envelopes etc., try to keep the noise down
– people near you need to concentrate.
General
 We’re not drones; personal calls and emails and texts are fine. But this is an office, and
the first priority is work, so messaging (whether by phone or online) all day is an absolute
no-no.
 Restrict use of chat groups and chat software to work-related chat – it’s not appropriate
to be having online personal chats in work time.
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 Save checking of your personal social media accounts for lunchtime.

 Headphones should be used only occasionally (when you need to block out noise to
concentrate on a tricky task, for example). We all have to help answering the phones, so
you need to keep an ear out. Besides, if you hear what is going on around you, you will
understand the organisation a whole lot better.
 Downloading or storing non-work-related music and video files on your computer is not
appropriate.
See the internet policy for acceptable use of the internet.
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Code of conduct
Guidance: This section is the first of a range of policies and procedures that will help you manage
people in your organisation. Some sections and policies are governed by state and federal
legislation and it is important that you continually keep up to date with legal changes. This is not
an exhaustive list of policies and all policies that are not relevant to your organisation should be
deleted.
Principles
This policy affirms {Organisation Name}’s belief in responsible social and ethical behaviour on the
part of both employees and {Organisation Name}.
Our employees contribute to the success of our organisation and that of our clients.
{Organisation Name} fully endorses that all employees are not deprived of their basic human
rights.
Furthermore, our employees have an obligation to {Organisation Name}, our clients and
themselves to observe high standards of integrity and fair dealing. Unlawful and unethical
business practices undermine employee and client trust.
Duties and obligations
Our code of conduct applies to all employees and provides the framework of principles for
conducting business, dealing with other employees, clients and suppliers. {Organisation Name}
expects employees to act with the utmost integrity and trustworthiness, always upholding our
ethical and professional standards.
The code of conduct does not replace legislation and if any part of it is in conflict, then legislation
takes precedence.
Any employee in breach of this policy may be subject to disciplinary action, including termination.
Some of your obligations and duties, and ours, are outlined below.
Your obligations to us
{Organisation Name} expects you to:

 act with and maintain a high standard of integrity and professionalism
 be responsible and scrupulous in the proper use of business information, funds,
equipment and facilities
 comply with the prescribed terms and conditions of employment
 be considerate and respectful of the environment and others
 exercise fairness, equality, courtesy, consideration and sensitivity in dealing with other
employees, clients and suppliers
 avoid apparent conflicts of interest, promptly disclosing to a {Organisation Name} senior
manager any interest which may constitute a conflict or perceived conflict of interest
 promote the interests of {Organisation Name}
 perform duties with skill, honesty, care and diligence
 abide by policies, procedures and lawful directions that relate to your employment with
{Organisation Name} and/or our clients
 avoid the perception that any work transaction may be influenced by offering or
accepting gifts
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 under no circumstances offer or accept money

 perform your duties competently and efficiently
 play a key role in ensuring your job satisfaction and the ongoing improvement of
operations by providing recommendations regarding improved productivity and
efficiency
 be punctual and reliable in attendance
 observe safe working practices (on and off {Organisation Name} premises) so as to not
endanger yourself or any other employees
 treat members of the public, {Organisation Name} partners and colleagues with proper
courtesy
 respect the property of {Organisation Name} and your colleagues
 observe confidentiality in relation to any information concerning all {Organisation Name}
products, services, clients, customers and partners
 be clean, neat and tidy in appearance, particularly when in customer-facing roles or at
customer-facing events
 travel to and from work, and to and from all work-related meetings, functions and
events, in an environmentally conscious manner (note that carpooling is encouraged, and
secure bike storage is available at the office)
 notify your manager of your need to be absent from work as soon as practicable
 not carry out any illegal activity during working hours or on {Organisation Name}
premises.
{Organisation Name}’s obligations to you
You can expect {Organisation Name} to:

 care about your professional/career interests
 be sensitive to personal issues which may affect you from time to time
 provide you with the resources required to perform your duties
 ensure that the channels of communication are always open to allow you to contribute to
the wellbeing of {Organisation Name} and for us to contribute to your wellbeing as well
 reward you appropriately for your work achievements
 recognise merit and equal opportunity in the workplace and foster a work environment
that encourages mutual respect between employees
 provide you with access to training and other learning opportunities and provide
feedback to you on your performance and emerging training needs
 observe your right to bargain collectively and your right to freedom of association
 prohibit discrimination or harassment based on gender, religion, race, physical disability,
political affiliation, status as a parent or carer, and pregnancy
 abide by all relevant laws and all company policies, including our Whistleblower policy
 ensure that any employee who in good faith raises a complaint or discloses an alleged
breach of the code, while following correct reporting procedures, will not be
disadvantaged or prejudiced. All reports will be dealt with in a timely and confidential
manner.
{Organisation Name}’s obligations to the wider community
You should expect to play a role in fulfilling {Organisation Name}’s obligations to:
 do all in our power to ensure our supply chains are free of child labour and forced
compulsory labour
 opt for local suppliers for our organisation wherever practicable.
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Should an employee have doubts about any aspect of the code of conduct, they must seek
clarification from the {insert manager title}. This policy will be regularly reviewed by {Organisation
Name} and any necessary changes will be implemented by the {insert manager title}.
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Dress code policy
Guidance: Delete or adapt as required. Dress code policies must not be implemented in a
discriminatory way. Below are examples you might want to adopt or just use to get you started.
{Organisation Name}’s objective in establishing a safe and comfortable environment includes
setting some standards for a workplace dress code. This is to enable all people to project a
professional image that generates trust for our clients and customers. Because our organisation
requires the appearance of trusted professionals a standard dress code is necessary for everyone.
{Organisation Name} has a uniform that will be provided to every employee.
Office employees
Office employees are expected to dress in smart casual attire during work hours. All office
employees will be given an optional uniform consisting of {a polo, shirt and sweater}.
Warehouse/factory employees/drivers
All factory employees must wear high-visibility clothing at all times. {Organisation Name} supplies
options for high-visibility uniform consisting of {e.g. polo, fleecy sweater and outdoor jacket}. All
{warehouse/workshop} staff are required to wear {insert colour} shorts, jeans or pants. No other
bottoms are permitted. Caps or beanies and jackets should be those offered by {Organisation
Name}. Steel capped boots are to be worn and provided by employees. This is a safety
requirement.
General
Sales staff, management or other employees who attend meetings with clients or potential
clients should wear smart casual clothing. Employees may be asked to wear smart casual clothing
on any given day. This may be due to client visits or any other reason.
Supply and purchasing
Employees will be supplied with a uniform when they commence employment. Uniforms may
need to be ordered in; therefore employees will dress as per instruction from management until
a uniform is distributed. Employees may purchase additional uniforms at cost price. New
uniforms will be issued to staff when required at management’s discretion. When an employee
leaves the organisation, they are required to return all issued uniforms.
Maintenance
All clothing worn, including uniform, should always be clean and presentable.
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Induction and training
Guidance: Do not underestimate the impact of a good induction. HR research has found a
thorough and positive induction radically increases the likelihood the employee will stay with you
long term. Adapt this section so that it is relevant to your workplace. Note: under the National
Employment Standards (NES), you must give all new employees a copy of the Fair Work
Information Statement which can be found at the Fair Work Ombudsman website.
On commencement
{Organisation Name} is focused on providing every employee with an environment where they
can become part of a team and excel in their chosen career. We believe that every employee’s
contribution is valuable, and we work to actively encourage staff involvement.
It’s an important part of every new employee’s development and training to familiarise
themselves with {Organisation Name}’s working environment. As part of the induction process
you will be given this manual (and asked to read it thoroughly), shown around the premises and
introduced to colleagues. You will also need to fill out various forms. These will include your bank
account, tax and superannuation details. You will also be required to sign a deed of
confidentiality.
You will be given on-the-job training to familiarise yourself with your new position. We will
ensure that you have a clear idea of your new responsibilities and we urge you to ask questions
regarding your employment – the more the better.
We have a formal induction process and there is a form at {link to online form or specify location}
that will help guide you and the {Organisation Name} team in your first few weeks with us.
Probationary period and review
Guidance: A probationary period can range from a few weeks to a few months at the start of
employment. It is typical for a probationary period to be three months, and most last no longer
than six months. Check the relevant award or workplace agreement for guidance.
All employees undergo a probationary period. The probationary period is a time for both the
employee and the organisation to assess suitability, fit and competency within the role.
The length of the probationary period will vary according to the position; however, it is usually
three months. During your probationary period you will be given feedback by your manager.
{Organisation Name} commits to reviewing your performance and at the end of this time ongoing
permanent employment will be confirmed.
Your letter of employment (which, when signed, forms your employment contract) will outline
the duration of your probationary period and any conditions that apply. If for any reason your
probationary period is interrupted, these factors will be considered, and the trial period adjusted
accordingly.
In the case of a disagreement between parties, conditions of termination or separation are
outlined in the letter of employment.
Work-related training policy
Guidance: Delete or adapt this section as relevant.
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{Organisation Name} will give employees adequate training to do their job safely and
competently. Training is highly regarded within {Organisation Name}. It serves several purposes,
not least of which is that it ensures that {Organisation Name} remains abreast (if not in front) of
our sector’s developments and evolution. We believe training is a two-way process. We
encourage employees to participate and to highlight any gaps in their own skills or knowledge
they believe they have.
Training includes internal on-the-job training, written instructions such as standard operating
procedures, coaching, external training and courses. Safety training takes precedence.
You may be required by {Organisation Name} to attend various conferences, seminars, in-service
training courses and study courses. {Organisation Name} will pay all reasonable expenses
associated with such attendances.
We’re always open to you suggesting work-related training opportunities to us and we’ll do our
best to fulfil them. A leave of absence, with or without pay, may be granted for approved training
and education purposes.
External study leave

Study leave may be granted to allow a {Organisation Name} employee to undertake further
studies, whether work-related or not. While we will do our best to accommodate such requests,
study leave is not automatically granted; it must be negotiated with and approved by an
employee’s manager.
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Workplace health and safety
Guidance: Safe Work Australia has developed a single set of workplace health and safety (WHS)
laws to be implemented across Australia. These are known as “model” laws (including: model
WHS Act, model WHS Regulations and model Codes of Practice).
WHS regulators in each state and territory are responsible for administering workplace health
and safety laws, regulations and compliance codes in their jurisdictions. For a full explanation of
your legal obligations visit the relevant authority listed below:
Australian Capital Territory: Work Health and Safety ACT
New South Wales: Safe Work NSW
Northern Territory: Work Safe NT
Queensland: Work Safe QLD
South Australia: Safe Work SA
Tasmania: Work Safe TAS
Victoria: Work Safe VIC
Western Australia: Work Safe WA
Delete any of the following sections that do not apply to your business.
{Organisation Name} is committed to maintaining a working environment that is without risks to
the health and safety of our employees, contractors, visitors and members of the public who may
be affected by our work. To do this {Organisation Name} will:
 develop and maintain safe systems of work and a safe working environment
 consult with employees
 provide protective clothing and equipment and enforce its use
 provide information, training and familiarisation enabling staff to work safely
 assess all risks before work starts on new areas of operation, for example, buying new
equipment and setting up new work methods, and regularly review these risks
 remove unacceptable risks to safety
 provide employees and contractors with adequate facilities (such as clean toilets, cool
and clean drinking water and hygienic eating areas)
Ultimately, everyone in the workplace is responsible for ensuring a healthy and safe work
environment. This includes bringing any potential hazards to the attention of a manager and/or
the CEO as a matter of priority. Managers have an additional responsibility for ensuring that all
employees under their supervision work in a safe manner and in a safe and healthy working
environment.
{Organisation Name} demands a positive, proactive attitude and performance with respect to
protecting health, safety and the environment by all employees, irrespective of their position.
Workers’ compensation
Employees may be eligible for workers’ compensation benefits if injured while at work.
Injury procedure
If there is an injury:
1. The first priority is medical attention. The injured worker or nearest colleague should
contact one of {Organisation Name}’s first aiders. For a serious injury call an ambulance.
Page 25 of 66
Note that a first aid kit is located at {list location}.

2. Any employee who is injured on the job or experiences a safety incident or a near miss
must report the incident to their manager.
3. The manager must write a report in the Register of Injuries, Incidents and Near Misses.
This standard report must include:
 employee’s name and job details
 time and date of injury
 exact location the injury/incident occurred
 how the injury/incident happened
 details of the injury and the part/s of the body injured
 names of any witnesses
 name of the person entering details in the register
 date the employer was notified.
4. {Organisation Name} will let the injured employee know in writing that we have received
notification of any injury reported in the register.
The manager must report deaths and serious injuries to the relevant authority immediately.
Manual handling
It is {Organisation Name}’s policy to provide all employees with a safe and healthy workplace by
identifying, assessing and controlling manual-handling risks.
While management is responsible for the health, safety and welfare of all staff, all employees
must report potential and actual manual-handling hazards.
Never lift or manually handle items larger or heavier than you can easily support. If you are in any
doubt, do not hesitate to ask for help.
Smoking and drinking
{Organisation Name} operates a non-smoking environment. Smoking in any form is strictly

prohibited on the premises.
Smokers who need to take breaks should do so in their allotted breaks. These breaks must be
limited to {x} minutes from leaving the workplace to recommencing work. These breaks must not
be taken at the entrance to {Organisation Name} offices.
Employees are expected to arrive at work free from the influence of alcohol and to remain free
from such influence while on {Organisation Name}’s premises, while representing {Organisation
Name} or while performing {Organisation Name} work, except during approved events.
Employees who consume alcohol during approved events, whether during or outside work hours,
on or off premises, should ensure that they behave in an appropriate professional manner at all
times and that their drinking in no way affects their work performance or their relationship with
their colleagues.
Illicit substances (drugs)
The use of illicit drugs can create unnecessary risks to employees and their colleagues. In
addition, any employee using, or handling drugs can cause serious damage to {Organisation
Name}’s reputation and perception in the marketplace.
Page 26 of 66
{Organisation Name} has a zero-tolerance policy in regard to the use of illicit drugs on the
premises or the attending of other business-related premises (e.g. clients) while under the
influence of illicit drugs. Contravening either of these points may lead to instant dismissal.
It follows that the use, consumption, manufacture, distribution, possession or selling of any and
all illicit substances within the workplace or by an employee acting as a representative of
{Organisation Name} is strictly prohibited.
Page 27 of 66
Workplace harassment and bullying
Guidance: Workplace harassment / equal employment opportunity policies and procedures are
important. Employees should be able to easily find out what they are, and managers should know
the process for implementing them. To keep up to date, refer to the Australian Human Rights
Commission website. The commission offers fact sheets, policies and practices, toolkits and
guidelines.
Each state and territory has a governing body responsible for equal employment opportunity and
anti-discrimination. For a full explanation of your legal obligations visit the relevant organisation
listed below:
Australian Capital Territory: ACT Human Rights Commission
New South Wales: Anti-Discrimination Board of NSW
Northern Territory: Northern Territory Anti-Discrimination Commission
Queensland: Anti-Discrimination Commission Queensland
South Australia: Equal Opportunity Commission of South Australia
Tasmania: Office of the Anti-Discrimination Commissioner
Victoria: Victorian Equal Opportunity and Human Rights Commission
Western Australia: Equal Opportunity Commission of Western Australia
The Fair Work Ombudsman also provides education and assistance for employees and employers
on preventing discrimination in the workplace.
This policy applies to all staff including contractors and covers all work-related functions and
activities including external training courses sponsored by {Organisation Name}.
It also applies to all recruitment, selection and promotion decisions.
The objective of {Organisation Name}’s workplace harassment and bullying policy is to improve
organisational success by:
 attracting and retaining the best possible employees
 providing a safe, respectful and flexible work environment
 delivering our services in a safe, respectful and reasonably flexible way.
{Organisation Name} 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 termination of
employment.
For the purposes of this policy, the following definitions apply.
Definitions
Discrimination is treating, or proposing to treat, someone unfavourably because of a personal

characteristic protected by the law, such as sex, age, race or disability.
Direct discrimination occurs when a person or group is treated less favourably because of a
personal characteristic that is protected by law. (For example, a worker is harassed and
humiliated because of their race, or a worker is refused a promotion because they are “too old”.)
Indirect Discrimination occurs when a rule seems neutral but has a discriminatory impact on
certain people. (For example, redundancy is decided based on whether people have made a
worker’s compensation claim rather than on the viability of their roles.)
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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 includes behaviour directed towards 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 impossible tasks.
Discrimination
{Organisation Name} recognises that equal employment opportunity (i.e. the absence of
discrimination) is a matter of employment obligation, as well as a social justice and legal
responsibility. We also recognise that prohibiting discriminatory policies and procedures is sound
management practice.
Our employment decisions are based on real organisational needs and merit, without regard to
non-relevant criteria or distinctions. Every person will be given a fair and equitable chance to
compete for appointment, promotion or transfer and to pursue their career as effectively as
others.
Consistent with this, {Organisation Name} will not condone, and regards as unfair, all forms of
unlawful discrimination or vilification, including that which relates to:
 age, whether young or old, or because of age in general
 disability, disease or injury, including work-related injury
 gender
 HIV/AIDS
 industrial activity, including being a member of an industrial organisation such as a trade
union, taking part in industrial activity or deciding not to join a union
 marital status, whether married, divorced, unmarried or in a de facto relationship or
same-sex relationship
 medical record
 parental status or status as a carer, for example, because they are responsible for caring
for children or other family members
 personal association with someone having any of these characteristics
 physical features
 political activity/belief/opinion
 pregnancy and breastfeeding
 race, colour, descent, national extraction, social origin, ethnic background, ethno-
religious or national origin
 racial classification
 religious activity/belief
 sexual orientation, intersex status or gender identity, including gay, lesbian, bisexual,
transsexual, transgender, queer and heterosexual
 sexuality.
It is also against the law to treat someone unfavourably because you assume, they have a
personal characteristic or may have it at some time in the future.
Sexual harassment
Sexual harassment is a specific and serious form of harassment. Sexual harassment can be
physical, spoken or written and can include:
Page 29 of 66
 comments about a person’s private life, sex life or physical appearance

 sexually suggestive behaviour, such as leering or staring
 deliberate and unnecessary physical contact and touching such as patting, pinching,
brushing up against someone, attempts at kissing
 sexually suggestive comments or jokes
 display of erotic or sexually graphic material including posters, pictures, calendars,
cartoons, graffiti or messages left on boards or desks, offensive screen savers, photos or
objects
 repeated requests for drinks or dates, especially after prior refusal
 requests for sexual favours
 sexually explicit posts on social networking sites or inappropriate advances on social
networking sites
 “humour” such as smutty or sexist jokes or comments
 insults or taunts of a sexual nature
 intrusive questions or statements about a person’s private life
 sending sexually explicit or suggestive letters, emails or text messages
 accessing sexually explicit internet sites
 gestures or body movements of a sexual or intimidatory nature
 gifts of a sexual nature
 behaviour that may also be considered an offence under criminal law, including physical
assault, indecent exposure, sexual assault, stalking or obscene communications.
Just because someone does not object to inappropriate behaviour in the workplace at the time,
does not mean that they are consenting to the behaviour. The intention of the offender is
irrelevant. Sexual harassment is unwelcome and uninvited conduct that is offensive from the
view of the person harassed regardless of any innocent intent on the part of the offender.
Sexual harassment is covered in the workplace when it happens at work, at work-related events,
between people sharing the same workplace, or between colleagues outside of work.
All staff and volunteers have the same rights and responsibilities in relation to sexual harassment.
Sexual harassment and discrimination can be experienced by both men and women and can
include acts or conduct by people of the same sex. A single incident is enough to constitute sexual
harassment – it doesn’t have to be repeated.
All incidents of sexual harassment – no matter how large or small or who is involved – require
employers and managers to respond quickly and appropriately.
{Organisation Name} will not tolerate sexual harassment under any circumstances. All employees
are expected to treat each other with dignity and respect.
Workplace bullying
Workplace bullying can take many forms, including jokes, teasing, nicknames, emails, pictures,
text messages, social isolation or ignoring people or unfair work practices.
Behaviours that may constitute bullying include:
 sarcasm and other forms of demeaning language
 threats, abuse or shouting
 coercion
 isolation
 inappropriate blaming
 ganging up
 constant unconstructive criticism
Page 30 of 66
 deliberately withholding information or equipment that a person needs to do their job or

access their entitlements
 unreasonable refusal of requests for leave, training or other workplace benefits.
Victimisation
Victimisation is subjecting or threatening to subject someone to a detriment because they have

asserted their rights under equal opportunity law, made a complaint, helped someone else make
a complaint or refused to do something because it would be discrimination, sexual harassment or
bullying. It is also victimisation to threaten someone (such as a witness) who may be involved in
investigating an equal opportunity concern or complaint. Victimisation is against the law.
{Organisation Name} believes in fairness, equity and ethical behaviour from all employees. We
expect all employees to treat their colleagues as professionals and with respect and dignity. The
organisation pledges to do the same.
Employees will not be victimised or treated unfairly for raising an issue or making a complaint.
Victimisation is a very serious breach of this policy and is likely (depending of the severity and
circumstances) to result in formal disciplinary action against the perpetrator.
{Organisation Name} has a zero-tolerance approach to victimisation.
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Pregnancy at work
Guidance: Entitlements listed here are based on the Fair Work Act 2009, the National
Employment Standards and the Equal Opportunity legislation.
Where your organisation provides a greater entitlement than the National Employment
Standards, details should be included here. Below in italics are some examples of additional
entitlements your organisation might want to adopt to support women at work during their
pregnancy. Delete or adapt as appropriate.
Pregnancy
We recognise that every woman may experience pregnancy differently. While pregnancy is
undoubtedly a joyful time for most women, it may also represent some physical challenges. Some
women experience excessive tiredness, nausea, hunger, discomfort and swollen legs (among other
things) through all or parts of their pregnancy and may require support from the organisation to
negotiate these and other challenges.
Workplace accommodations may include the following:
 permission to nap, if required, and a comfortable private space in which to do so
 flexibility in your work schedule to allow you to attend medical appointments or to
manage medical issues (including at short notice)
 additional sick leave if required.
Employees should feel free to discuss with their manager any assistance they may need.
Employees may also (but are not required to) confidentially tell their manager about their
pregnancy early to allow discrete accommodations to be put in place.
Advising of pregnancy
{Organisation Name} encourages employees to inform their manager of their pregnancy as soon
as possible. However, we respect that an employee may not wish to advise us of her pregnancy
earlier than the minimum notice period (10 weeks prior to commencing parental leave).
We also respect an employee’s wishes regarding when it is appropriate to tell colleagues about
the pregnancy.
See the parental leave policy about requirements for taking unpaid parental leave, including
notice periods.
Harassment while pregnant
{Organisation Name} is committed to ensuring the safety of pregnant employees and considers
harassment, bullying and discrimination to be unacceptable behaviour.
See the workplace harassment policy for our general policy and procedure on harassment,
bullying and discrimination.
Safety at work
{Organisation Name} understands pregnancy to be a healthy and normal process and recognises
that women have different experiences. When an employee notifies her manager that she is
pregnant, the manager will ask her to let them know if she experiences any changes to her work
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capacity during the pregnancy. The employee and her manager will then discuss what is needed
to keep the employee safe at work and adjustments will be made accordingly where possible.
Options such as reduced hours, change of duties, light duties, rotated tasks, provision of a chair
and provision of additional breaks are common ways to ensure safety at work, and will be
considered on a case-by-case basis.
Transfer to a safe job
If it’s not safe (due to illness, risks or hazards) for a pregnant employee to continue in her usual
position, she can be transferred to a “safe job” with no change to terms and conditions.
The employee needs to provide {Organisation Name} with reasonable evidence that she is fit for
work, but it would be inadvisable to continue in her present position. {Organisation Name} may
insist on a medical certificate.
If {Organisation Name} can’t transfer the employee to a safe job, she may take (or be required by
{Organisation Name} to take) paid “no safe job” leave for the time stated in the medical
certificate or until the pregnancy ends (either by giving birth or otherwise).
No safe job leave is not sick leave – it is a separate paid leave type. This leave will be paid at the
rate specified in the award or agreement, which can be no lower than the employee’s base rate
of pay for her ordinary hours of work. In the six weeks prior to the expected date of birth, an
employer may ask an employee on no safe job leave for medical certificates stating that she
would be fit to perform a safe job, if one were available to her.
An employee may be required to take unpaid parental leave (instead of paid no safe job leave) if
she does not provide a medical certificate within seven days or if she provides a medical
certificate stating she is not fit for any work.
Working until the birth
A pregnant employee may work until the expected date of the birth of her child. If she wishes to
continue working in the last six weeks of her pregnancy, she may be requested to provide a
medical certificate within seven days confirming she is fit to work.
If the medical certificate indicates the employee is not fit for work, she may be required to start
parental leave or take a period of unpaid leave as soon as practicable. See the parental leave
policy.
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Flexible working arrangements
Guidance: Entitlements listed here are based on the National Employment Standards and the
Equal Opportunity legislation. Where your organisation provides a greater entitlement than the
National Employment Standards, details should be included here (an example of additional
entitlements is below in italics).
{Organisation Name} extends this right to all staff members. You should feel free to discuss your
needs with your manager. While we’ll do what we can to accommodate your needs, we do also
need to make sure that {Organisation Name} can function efficiently so not all requests can be
granted.
Employees may request flexible working arrangements based on parental and carer
responsibilities. Employees are encouraged to put the request in writing.
To comply with Equal Opportunity legislation, {Organisation Name} will consider this request, and
consider all relevant facts and circumstances in deciding whether or not to agree to the request.
Such a request will not be refused unless it is reasonable to do so.
Circumstances that may be relevant to determining whether a refusal is or is not reasonable
include:
 the nature of the employee’s work and parental or carer responsibilities
 the nature and cost of the arrangements required for an employee to fulfil their family or
carer responsibilities
 the financial circumstances of the employer
 the size and nature of the workplace and the employer’s work
 the consequences for the employer of having the flexible working arrangements
 the consequences for the employee of not having the flexible working arrangements.
Other factors that might be relevant in a particular case include:
 when the arrangements are to commence
 how long the arrangements will last
 information that has been provided by the employee about their situation
 the accrued entitlements of the employee, such as personal, carer’s or annual leave
 whether any legal or other constraints affect the feasibility of the employer
accommodating the responsibilities, such as workplace health and safety laws or award
penalty rates.
In addition, under Commonwealth law, employees who have worked for an organisation for at
least 12 months are eligible to request flexible working arrangements if they:
 are a parent, or have responsibility for the care, of a child who is school aged or younger
 are a carer (within the meaning of the Carer Recognition Act 2010)
 have a disability
 are 55 or older
 are experiencing family or domestic violence, or
 provide care or support to a member of their household or immediate family who
requires care and support because of family or domestic violence.
Such requests can only be refused on reasonable business grounds. See the Fair Work
Ombudsman website (https://www.fairwork.gov.au/employee-entitlements/flexibility-in-the-
workplace/flexible-working-arrangements).
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Flexible work arrangements will also be considered as a form of reasonable adjustments to allow
people with a disability to work safely and productively.
This right applies to all employees including permanent full-time and part-time employees, as
well as long term casual employees, regardless of role or job function.
Employees must put such a request in writing.
{Organisation Name} will provide a written response granting or refusing the request within 21
days and will only refuse such requests on reasonable business grounds. These reasons will be
detailed in the written refusal.
Options for flexible work practices
Flexible work options which may be considered by {Organisation Name} include:

 permanent, part-time work
 graduated return to work (for employees returning from parental leave), e.g. the
employee returns part time and then builds up to full-time work
 flexible start and finish times for employees to accommodate child care and school pick-
up requirements
 flexible rostering such as working split shifts
 job-sharing – where two or more employees share one full-time position, each working
on a part-time basis
 remote working (working from home)
 purchased leave (48/52 leave) – where employees take an additional four weeks’ leave
per year by adjusting their salary to 48 weeks paid over the full 52 weeks
 compressed hours – where the employee works additional daily hours to provide for a
shorter working week or fortnight.
This is not an exhaustive list, and other options may be agreed.
{Organisation Name} values fairness and equity and commits that employees utilising flexible
work practices will be treated no less favourably than any other employee. Flexible working is not
a barrier to promotion or supervisory responsibilities.
Remote working (working from home)
Guidance: If your organisation supports employees working remotely, below is an example policy
you could adopt or adapt for your business. Delete or adapt this section as relevant.
In order to provide greater flexibility {Organisation Name} believes it is appropriate for some
positions and situations and on certain days for employees to work from home instead of coming
into the workplace. Normally this needs to be of benefit to the workplace and productivity, but
sometimes you might have a need to stay home for domestic or family reasons, and in most
circumstances, this is quite OK.
The following guidelines provide details on how and when {Organisation Name} employees can
work remotely and sets the minimum standards to work effectively and ensure {Organisation
Name} and all employees strictly adhere to workplace health and safety standards.
We realise some people may prefer not to work remotely due to noise or insufficient space or
facilities or personal preference. Correspondingly, approval to work remotely is not a given.
Approval must be sought from your manager and may not be granted unless all the following
conditions are adhered to:
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 You may need to fulfil a qualifying period of employment, as determined by your

manager.
 Your decision or preference to work from home must not clash with {Organisation
Name}’s work needs, as determined by your manager.
 You must have available any and all tools you need to carry out your work as safely and
efficiently as you could do in the office.
 You must always comply with all expectations set out in the employee manual.
 Health and safety requirements are equally important at home as in the workplace and
must be strictly adhered to.
 You must be 100% sure that your remote/home environment is safe and there are no
hazards.
 You must be contactable via email and phone during working hours and if your work
team is using any other technology tools to keep in touch, they must also be available.
 You should be able to access {Organisation Name} planning and management tools if
used by your team.
 You must mark your calendar with a tentative appointment for days you are working
remotely.
 If you need to adjust your hours (e.g. to attend a personal appointment) please get this
approved in advance, so it’s clear when you are working and when you are not.
 You are expected to be available for meetings; you must let the meeting organiser know
they will need to support you to join the meeting remotely.
 You are responsible for making sure you’re productive.
 You must ensure you have an appropriate headset and a quiet working space, as
required.
 You must try to communicate with the team: don’t become invisible. Say hi, keep others
updated and check your work in regularly.
 You must take a short break from your computer every hour to stretch your legs and rest
your eyes (you should also do this in the office).
Important additional notes: For the {Organisation Name} team to function effectively, it’s
important that we get the chance to see each other and interact in person as often as possible.
Unless otherwise agreed, it is expected that you will work mostly from the office and will not
work remotely on two consecutive days.
Remote working should not be used in lieu of sick leave. If you are unwell, take appropriate sick
leave for either a full day or part day, as required, and get proper rest. Advise your manager as
soon as you become aware you are unfit to work.
If you feel fit enough to work but not fit enough to come to the office, call your manager to
determine what is the best use of your time.
Working from home days must be approved by your manager in advance.
Time in lieu policy
Guidance: Overtime might be payable instead of time in lieu. This will be specified in the relevant
award or workplace agreement. Make sure you know and follow the procedures set by an award
or agreement covering your workplace. Check by calling the Fair Work Ombudsman Infoline on 13
13 94. Below is an example of a time in lieu policy to get you started.
Some employees may at times be required to work longer or abnormal hours to accommodate
pressing work issues, deliver training, attend meetings or represent the organisation outside of
ordinary working hours.
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{Organisation Name} likes to provide a flexible working environment that supports a genuine
work-life balance, rather than putting in place stringent rules. As such, managers and staff should
discuss and agree between them appropriate time in lieu provisions (for example days off or late
starts).
As a rule of thumb:
 The arrangement that is agreed upon should be designed to ensure that an employee is
not working excessive hours and that they can maintain an appropriate work-life balance.
 Employees are not required to keep records, unless requested to do so by their manager
or the management team.
 Employees must advise their manager when they have accrued time in lieu and when
they plan to take time in lieu.
 Any time that is accrued should, wherever possible, be taken within a month (it’s not
designed to be built up).
 Individuals who choose to commence work early or stay late to complete ordinary tasks
will not, in general, be entitled to accrue time in lieu.
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General leave policy
Unless specified otherwise, employees referred to in this policy mean permanent full-time or
part-time employees.
All employees are entitled to leave in accordance with the relevant awards or agreements and
statutory provisions. Where the entitlements or practices in this document conflict, the
applicable award, workplace agreement, employment contract or employment law takes
precedence.
All planned leave must be mutually agreed and take into account workloads and the employee’s
needs. Leave must be approved in advance, except when the employee can’t anticipate the
absence. Any documents regarding leave will be kept on the employee’s personnel file.
Annual leave policy
Guidance: Typically, annual leave is four weeks’ paid leave accrued for each 12 months of
employment. This varies in some awards and workplace or employment agreements. A holiday
close-down may be specified in the award or workplace agreement.
Most employees are entitled to a minimum of {four weeks} annual leave a year. Part-time
employees are entitled to the equivalent pro-rata amount. Leave entitlements are calculated
from the date you start work and accrue in accordance with workplace relations legislation or
industrial instruments. Accumulation of annual leave should not exceed {eight weeks – typically
two years of entitlements}. Where {eight weeks} have been accrued {Organisation Name} may
require the employee to take the excessive leave.
Annual leave counts towards continuous service (used when calculating long service leave).
Applications for annual leave need to be lodged {X weeks} in advance.
An employee is expected to take accrued annual leave for organisation close-down periods. If
insufficient leave is accrued, {Organisation Name} may direct an employee to take unpaid leave.
{Organisation Name} will decide on a case-by-case basis whether it will agree with an employee
to “cash out” annual leave as permitted by workplace relations legislation or any industrial
instrument.
In some circumstances, leave in advance (that has not yet accrued) may be approved. This is
conditional on the employee agreeing to the organisation deducting any advance in the event of
termination, or to the employee accepting leave without pay.
Volunteer leave policy
Guidance: Delete or adapt volunteer leave to suit your organisation – information should be
based on the general customs and practices of your business. Below is an example to get you
started.
{Organisation Name} provides each employee with {x} days of paid volunteer leave annually for
volunteering work of your choice (a pro rata entitlement is available for part-time employees).
You should provide details of the organisation you are volunteering for and the type of voluntary
work you will be doing when you apply for leave. You will also need to provide {Organisation
Name} with a contact name and number at the organisation so we can verify the details. You
should not confirm any arrangements until your manager has approved the leave.
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Volunteer leave cannot be accrued from year to year. The new year begins on July 1 – at this time
each employee has {x} days (or the pro rata equivalent) added to their entitlement. At June 30
each year, what’s left from the previous year’s entitlement is extinguished.
Personal (sick and carer’s) leave policy
Guidance: Sick leave is part of personal/carer’s leave. Personal/carer’s leave is an employee

entitlement which is contained in the National Employment Standards. It is separate to workers’
compensation, which is paid to compensate for an injury or illness incurred while at work.
An employee is entitled to a minimum of {10 days} of personal/carer’s leave every 12 months.
Part-time employees are entitled to the equivalent pro-rata amount. Personal leave is cumulative
from year to year but will not be paid out on termination of employment.
An employee can take paid sick leave when they cannot work because of a personal illness or
injury. This can include stress and pregnancy-related illnesses.
An employee can take paid carer’s leave to care for or support a member of their immediate
family or household who is sick, injured or has an unexpected emergency.
An immediate family member is a:
 spouse or former spouse, de facto partner or former de facto partner, child, parent,
grandparent, grandchild, sibling, or
 child, parent, grandparent, grandchild or sibling of the employee’s spouse or de facto
partner (or former spouse or de facto partner).
This definition includes step-relations (e.g. step-parents and step-children) as well as adoptive
relations.
A household member is any person who lives with the employee.
An employee should notify their manager as soon as possible if they are unable to attend work
due to illness or injury. Management, at its discretion, may request evidence such as a medical
certificate showing that the employee was entitled to take personal leave during the relevant
period.
Unpaid carer’s leave policy
All employees, including casual employees, are entitled to two days unpaid carer’s leave each
time an immediate family member or household member of the employee needs care and
support because of illness, injury or an unexpected emergency.
Full-time and part-time employees can only get unpaid carer’s leave if they don’t have any paid
personal (sick and carer’s) leave left.
Family and domestic violence leave policy
Guidance: Delete or adapt family violence leave to suit your organisation – information should be
based on the general customs and practices of your organisation. Where your organisation
provides a greater entitlement than the National Employment Standards, details should be
included here.
Below in italics is an example of additional entitlements your organisation might want to adopt to
support employees experiencing family and domestic violence. Delete or adapt as appropriate.
Under the National Employment Standards all employees (including part-time and casual
employees) are entitled to five days unpaid family and domestic violence leave each year.
Page 39 of 66
{Organisation Name} recognises family violence as an important issue that can have a significant
impact on employees’ lives. An additional 10 days’ paid leave is available to employees who are
dealing with this issue.
Please discuss this with your manager, HR or the CEO if you prefer.
Compassionate (bereavement) leave policy
{Organisation Name} is sensitive to the needs of employees who may need to take leave to
attend to a life-threatening illness of a loved one or to attend a funeral. All full-time and part-time
employees are entitled to two days paid compassionate leave (also known as bereavement leave)
for each occasion where a family member has died, or the employee needs to spend time with a
seriously ill family member.
The policy applies to immediate family, which is defined as an employee’s spouse or former
spouse, de facto partner or former de facto partner, child, parent, grandparent, grandchild,
sibling or a child, parent, grandparent, grandchild or sibling of the employee’s spouse or de factor
partner (or former spouse or de facto partner).
This definition includes step-relations (e.g. step-parents and step-children) as well as adoptive
relations.
Employees will be able to take compassionate leave for other relatives (e.g. cousins, aunts and
uncles) if they are a member of the employee’s household, or if the employer agrees to this.
Compassionate leave is non-cumulative. Additional unpaid leave may be granted at
management’s discretion. Casual employees are entitled to two days unpaid compassionate leave
for each occasion.
Leave without pay policy
Guidance: Leave without pay may or may not count towards long service leave, depending on the
conditions of employment of your employees. Seek advice from an employer organisation or by
calling the Fair Work Ombudsman Infoline on 13 13 94. Delete or adapt as appropriate.
Management has the discretion to approve leave without pay that an employee is not otherwise
entitled to. Please discuss requests with your manager or HR if you prefer.
Study leave may be granted to allow a {Organisation Name} employee to undertake further
studies, whether work-related or not. Study leave must be negotiated with and approved by an
employee’s manager.
Parental leave policy
Guidance: Entitlements listed here are based on the National Employment Standards. Where
your organisation provides a greater entitlement than the National Employment Standards,
details should be included here. In italics are some examples of additional entitlements your
organisation might want to adopt to support employees applying for parental leave. Delete or
adapt as appropriate.
{Organisation Name} seeks to play a part in ensuring the entry into the world of a baby is as
healthy, positive and stress-free for the parents as possible. We also wish to support staff who
adopt a child.
Under existing laws, parental leave can be taken when:
 you give birth
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 your spouse or de facto partner gives birth

 you adopt a child under 16 years of age.
Unpaid parental leave
Parental leave types available include:

 maternity leave
 paternity and partner leave
 adoption leave
 special maternity leave.
To be eligible for unpaid parental leave you must have worked continuously with {Organisation
Name} for at least 12 months before the date or expected date of birth or adoption. You do not
need to work for another 12 months before you can take a second period of parental leave.
Casual employees need to have worked on a regular and systematic basis for {Organisation
Name} for at least 12 months.
Eligible employees (including a de facto or same-sex partner or a single person) who are
expecting a child or adopting a child make take up to 12 months of unpaid parental leave when a
child is born or adopted. Employees who are pregnant may commence leave up to six weeks
before the expected birth date.
Employees may request to extend their leave by a further 12 months (for a total of 24 months
maximum). The request is to be submitted in writing at least four weeks before the end of the
original 12 months unpaid parental leave.
{Organisation Name} will respond in writing within 21 days and may refuse the request only on
reasonable business grounds. The written response will include details if the request is refused.
Special maternity leave
Unpaid special maternity leave is available to pregnant employees in the case of pregnancy-
related illness or pregnancy loss after 12 weeks.
If an employee takes special maternity leave because of a pregnancy-related illness, the leave will
end when the pregnancy or illness ends, whichever is earlier. If an employee takes leave because
of a pregnancy loss (miscarriage, termination or still birth) the leave can continue until the
employee is fit for work.
Special maternity leave does not reduce the amount of unpaid parental leave that an employee
can take.
{Organisation Name} seeks to go beyond the statutory minimum and will provide whatever
support is necessary for any employee suffering pregnancy loss (at any stage in the pregnancy) or
pregnancy-related illness.
{Organisation Name} will also support employees undertaking treatment for infertility by
providing access to flexible hours and additional leave entitlements as required. Please talk to
your manager if you require such assistance.
Paid parental leave
Guidance: This section includes reference to the government-funded Paid Parental Leave scheme.
If your organisation provides greater levels of support for parents such as paid parental leave,
include the details here, including eligibility, length of leave and options for pay during leave.
Page 41 of 66
Examples of additional support are provided in italics below – delete if not available in your
organisation.
In addition to the provisions relating to unpaid parental leave outlined above, eligible employees
who are the primary carer of a newborn or adopted child are entitled to 18 weeks’ leave paid by
the federal government at the national minimum wage as part of the government’s paid parental
leave scheme. (See https://www.humanservices.gov.au/individuals/services/centrelink/parental-
leave-pay.)
Eligible secondary carers (including same-sex partners) are entitled to two weeks’ leave paid by
the federal government at the national minimum wage. (See
https://www.humanservices.gov.au/individuals/services/centrelink/dad-and-partner-pay.)
{Organisation Name} contribution to paid parental leave
{Organisation Name} seeks to go above and beyond the statutory minimum in supporting new
and adoptive parents/carers, whether your family consists of mum and dad, mum and mum or
dad and dad.
On top of the government-provided entitlements, {Organisation Name} will provide to eligible
employees:
 for birth parents or primary adoptive/foster carers: six weeks’ parental leave, paid at your
ordinary wage
 for non-birth parents/secondary carers: six weeks’ parental leave, paid at your ordinary
wage.
This includes adoption or permanent fostering of a child aged up to 18 years.
Keeping in touch days
Employees who are on unpaid parental leave are entitled to 10 paid “keeping in touch” days,
which allow you to return to work for a few days as your schedule allows. According to the Fair
Work Ombudsman (https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/fact-
sheets/minimum-workplace-entitlements/parental-leave-and-related-entitlements), work on a
“keeping in touch” day may include:
 participating in a planning day
 doing training
 attending a conference.
The Department of Human Services
(https://www.humanservices.gov.au/organisations/business/enablers/keeping-touch-your-
employee-getting-parental-leave-pay/26541#a2) says, “a day of work is a keeping in touch day if
the paid work you do enables you to stay connected with your workplace or help you transition
back into work”.
It does not affect your right to continue your parental leave so long as you don’t exceed 10 days.
{Organisation Name} welcomes employees’ participation in this scheme.
Returning to work
Guidance: Entitlements listed here are based on the National Employment Standards. If your
organisation has any special return-to-work programs or activities, include the details here. Below
in italics are examples you may want to adopt or adapt in your organisation or just to get you
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started. Other examples include child-care location assistance, return-to-work buddy, parents
club, mini-induction back into work.
{Organisation Name} recognises that the post-pregnancy period, including the return to work
after parental leave, can present additional joys and challenges. Again, we seek to make this
transition period as stress-free as possible for both the primary and non-primary carers.
Support includes:
 allowing new parents to have as much or as little communication with the workplace as
they like while they are on parental leave (though managers will check in regularly to see
how you’re getting along)
 providing a private and comfortable place for breastfeeding and expressing and storage
of breast milk
 accommodating, wherever possible, temporary or permanent requests for altered work
hours (including trial periods to test options)
 understanding the increase in caring duties that children may place on an employee and
making attitudinal and structural accommodations for these.
If the employee has agreed to contact during leave, then towards the end of the leave period, the
manager should confirm the employee’s intention to return on the agreed date. The employee
also may want to discuss any requests for flexible work arrangements at this time. See the
flexible working arrangements policy.
An employee must provide four weeks’ notice if they want to extend their leave beyond the
return date that was initially advised. See the unpaid parental leave policy.
The employee on parental leave has the right to return to the job they held prior to going on
leave, including any promotion. If an employee was placed in a “safe job” prior to leave, the
employee is entitled to return to the position they held immediately before the safe job position.
If the pre-parental leave position no longer exists, {Organisation Name} will follow its
redeployment and redundancy procedures to determine if a suitable alternative position is
available.
Public holidays
All permanent full-time and part-time staff are entitled to all proclaimed public holidays in the
state of their office on a fully paid basis when falling between Monday and Friday.
Staff are credited with their normal hours of duty on a public holiday. Part-time staff are eligible
to be paid for public holidays that fall on their normal rostered working days.
Long service leave policy
Guidance: Federal awards, state laws and workplace agreements set out entitlements to long
service leave. For a full explanation of your legal obligations visit the relevant authority listed
below:
Australian Capital Territory: ACT Long Service Leave
New South Wales: NSW Long Service Leave
Northern Territory: NT Long Service Leave
Queensland: QLD Long Service Leave
South Australia: SA Long Service Leave
Tasmania: TAS Long Service Leave
Victoria: VIC Long Service Leave
Page 43 of 66
Western Australia: WA Long Service Leave

Employees are entitled to long service leave in line with the {relevant state/award/agreement}
long service leave laws.
Your exact entitlement will depend on how long you have worked with us, how much long service
leave you have taken previously, and what breaks in service you might have had. You can check
with your manager regarding your entitlement.
Such leave should be taken at such times as are mutually agreeable to {Organisation Name} and
to you.
Jury duty leave policy
Full-time and part-time employees are entitled to paid leave for jury selection and jury duty, also
known as jury service, in accordance with legislation. An employee on jury service should supply
the official request to attend, the details of attendance and the amount the court has paid them.
{Organisation Name} will pay “make-up pay” for the first 10 days of jury selection and jury duty.
Make-up pay is the difference between any jury duty payment the employee receives (excluding
any expense-related allowances) from the court and the employee’s base pay rate for the
ordinary hours they would have worked.
If an employee is absent because of jury duty of more than 10 days in total, the additional days
will be unpaid leave.
Community / emergency services leave policy
Guidance: Entitlements listed here are based on the National Employment Standards. Where
your organisation provides a greater entitlement, such as paid leave, you should provide details
here.
If an employee needs to take a temporary absence from work because of voluntary emergency
management activities (for example, dealing with an emergency or natural disaster as a member
of SES, CFA or Defence Reserve) then they should ask management for leave as soon as possible
after they become aware of the need to take leave.
{Organisation Name} will support such activities wherever possible, as an important community
service. Typically, leave for voluntary emergency services is unpaid leave.
{Organisation Name} may require evidence of these activities at its discretion.
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Whistleblower policy
Guidance: If your organisation is seeking to promote a culture of compliance, honesty and ethical
behaviour, you may consider adopting or adapting the example policy below.
{Organisation Name} values a culture of compliance, honesty and ethical behaviour. The aim of
this policy is to encourage staff to report any wrongdoing in good faith and in an environment
free from victimisation.
Examples of wrongdoing include, but are not limited to:
 a breach of regulations or laws
 a breach of {Organisation Name} policies
 dishonest or corrupt behaviour, including soliciting, accepting or offering a bribe,
facilitation of payments or other such benefits
 fraudulent activity
 illegal activity (including theft, drug sale / use, violence or threatened violence and
property damage)
 impeding internal or external audit processes
 improper behaviour relating to accounting, internal accounting controls, actuarial or
audit matters
 an activity that poses a substantial risk to the environment
 a serious impropriety
 conduct endangering health or safety
 a substantial mismanagement of {Organisation Name}’s resources
 conduct that is detrimental to {Organisation Name}’s financial position or reputation
 concealment of wrongdoing.
Any employee may report wrongdoing in one of three ways – to their direct manager, to the CEO,
or anonymously. Where a staff member wishes to report a wrongdoing anonymously, they
should do so by written communication addressed to the CEO.
Any employee who submits or receives a report must treat the matter confidentially. Staff who
report wrongdoing will be protected.
Investigations of alleged wrongdoing will be conducted in a manner that is confidential, fair and
objective. The investigation processes will vary depending on the nature of the alleged
wrongdoing and the amount of information provided. For a report to be investigated, it must
contain sufficient information to form a reasonable basis for investigation.
A staff member reporting anonymously should provide as much information as possible so as not
to compromise the ability to fully investigate the report.
Where the report of wrongdoing was not made anonymously, the whistleblower will be informed
of the outcome of the investigation. In cases where the investigator has not substantiated the
allegations, an appropriate explanation will be made to the whistleblower, subject to any privacy
and confidentiality rights.
Page 45 of 66
Child protection policy
Guidance: If your organisation is not engaged in child-related work, you may consider adapting as
relevant the example policy below that supports the care and protection of children.
If your organisation is engaged in child-related work, you should ensure you meet the minimum
requirements of the national Child Safe Standards. See the Child Safety Toolkit – ICDA Resources
and Child Protection Policy – ICDA Policy Bank.
{Organisation Name} is committed to promoting and protecting at all times the best interests of
children. We have zero tolerance for child sexual, physical or emotional abuse.
From time to time, staff may come into contact with children as part of their role at {Organisation
Name} – for example, a colleague may bring children in, or a trainee may bring a child along to a
conference/training session.
Everyone working at {Organisation Name} is responsible for the care and protection of children
and for reporting information about suspected child abuse.
Everyone working at {Organisation Name} is responsible for providing an environment that is
supportive of all children’s emotional and physical safety. Everyone must treat children with
respect, value their ideas and opinions, respect their privacy and aim to act as a positive role
model.
No person shall:
 shame, humiliate, oppress, belittle or degrade children or young people
 unlawfully discriminate against any child
 engage in any activity with a child or young person that is likely to physically or
emotionally harm them
 initiate unnecessary physical contact with a child or young person, or do things of a
personal nature for them that they can do for themselves
 be alone with a child or young person unnecessarily and for more than a very short time
 develop a “special” relationship with a specific child or young person for their own needs
 show favouritism through the provision of gifts or inappropriate attention
 arrange contact, including online contact, with children or young people outside of the
organisation’s programs and activities
 photograph or video a child or young person without the consent of the child and their
parents or guardians
 work with children or young people while under the influence of alcohol or illegal drugs
 engage in open discussions of a mature or adult nature in the presence of children
 use inappropriate language in the presence of children
If you breach this policy you will face disciplinary action, which may result in the termination of
employment with {Organisation Name}.
“Child” means a person below the age of 18 years. “Child abuse” means all forms of physical
abuse, emotional ill-treatment, sexual abuse and exploitation, neglect or negligent treatment,
commercial (e.g. for financial gain) or other exploitation of a child and includes any actions that
result in actual or potential harm to a child.
Page 46 of 66
Reporting suspected child abuse
All staff/volunteers/contractors must:

 report any reasonable belief that a child’s safety is at risk to the relevant authorities (such
as the police and/or the {relevant state} child protection service)
 report any suspicion that a child’s safety may be at risk to the CEO and/or their manager
(or, if their manager is involved in the suspicion, to the CEO or another responsible
person at {Organisation Name}).
If any person believes a child is in immediate risk of abuse, telephone 000 and report it to your
manager and/or the CEO and/or another responsible person.
If the appropriate child protection service or the police decide to conduct an investigation of this
report, all employees, contractors or volunteers must co-operate fully with the investigation. An
internal investigation may also be instituted.
If it is alleged that a member of staff, contractor or volunteer may have committed an offence,
the person concerned will be prevented from working with children if they present an
unacceptable risk or may be stood down (with pay, where applicable) while an investigation is
conducted.
If the investigation concludes that on the balance of probabilities an offence (or a breach of the
child protection policy) has occurred then disciplinary action may follow, up to and including
dismissal. The findings of the investigation will also be reported to any external body as required.
Employment of new personnel
{Organisation Name} undertakes a comprehensive recruitment and screening process for all
workers and volunteers which aims to:
 promote and protect the safety of all children under the care of {Organisation Name}
 identify the safest and most suitable people, who share {Organisation Name}’s values and
commitment to protect children
 prevent a person from working at {Organisation Name} if they pose a risk to children.
We require all workers and volunteers to pass through our recruitment and screening processes
prior to commencing their employment. This includes reference checks.
Additionally, {Organisation Name} requires applicants to provide a police check in accordance
with the law and as appropriate, before they commence working and during their time with
{Organisation Name} at regular intervals.
Working with children checks (WWCC)

Employees or volunteers who are required to do child-related work and who are not exempt may
need a working with children check (WWCC). “Child-related work” involves contact with a child
(anyone under the age of 18) that is direct and a part of an employee’s duties. WWCCs are used
in New South Wales, the Northern Territory, Queensland, Victoria and Western Australia.
Effective from 1 July 2019, South Australia is introducing WWCCs.
Page 47 of 66
You must ensure you meet your legal obligations in relation to the relevant Working with
Children legislation: make absolutely certain what’s written in this section is consistent with
legislation.
For a full explanation of your legal obligations visit the relevant authority listed below:
New South Wales: Working With Children
Northern Territory: Working with Children
Queensland: Working with Children
South Australia: Working With Children
Victoria: Working with Children
Western Australia: Working with Children
The working with children check is one of the safety measures {Organisation Name} has in place
to protect children from sexual and physical harm by ensuring that people who work with, or care
for, children are subject to a screening process. All employees and volunteers undertaking child-
related work, who don’t qualify for an exemption, are required to hold a current working with
children check. {Organisation Name} has also introduced the following strategies and principles to
ensure our culture supports and maintains a child-safe approach.
{Organisation Name}:
 understands the importance of child safety
 has clear procedures to help prevent the possibility of harm
 encourages children to engage in decisions that affect them
 recognises and respects distinct needs of children from diverse cultures and backgrounds
 takes all reports of suspected harm seriously by reporting it immediately to the
appropriate authorities
 welcomes and values open communication
 ensures that children know who they can talk to if they are feeling unsafe
 promotes a safe and open environment which supports the disclosure of suspected harm.
Everyone working at {Organisation Name} is responsible for the care and protection of children
and for reporting information about suspected sexual or physical abuse.
Working with vulnerable people (WWVP)

Employees or volunteers in the Australian Capital Territory and Tasmania who are providing
regulated activities to children or adults experiencing disadvantage require a working with
vulnerable people check (WWVP). A list of regulated activities is defined in the legislative links
below. You must ensure you meet your legal obligations in relation to the relevant Working with
Vulnerable People Act: make absolutely certain what’s written in this section is consistent with
legislation.
For a full explanation of your legal obligations visit the relevant authority listed below:
Australian Capital Territory: Working with Vulnerable People
Tasmania: Working with Vulnerable People
{Organisation Name} is committed to promoting and protecting at all times the best interests of
children and vulnerable adults. A person is defined as being vulnerable if they are a child under
the age of 18 years or an adult who is experiencing disadvantage and accesses a regulated activity
Page 48 of 66
or service related to the disadvantage. A vulnerable person may also be an adult who cannot
communicate in English.
Everyone working at {Organisation Name} is responsible for providing an environment that is
supportive of all vulnerable people’s emotional and physical safety. Everyone must treat
vulnerable people with respect, value their ideas and opinions, respect their privacy, and aim to
act as a positive role model.
The working with vulnerable people check is one of the safety measures {Organisation Name} has
in place to protect vulnerable people from harm by ensuring that people who are providing
regulated activities are subject to a screening process. All employees and volunteers providing
regulated activities or services on a regular basis are required to have a background check and be
registered.
Everyone working at {Organisation Name} is responsible for the care and protection of vulnerable
people and for reporting information about suspected harm or abuse.
Page 49 of 66
Email policy

The purpose of this policy is to provide guidelines on how and when to use email.
Confidentiality
Assume any message you send to anyone is a public record – email communication is much easier
to copy, file and distribute than paper-based communications.
Remember the recipient can send a copy to anyone they choose without your knowledge or
consent.
Information you receive via internal email is considered confidential information. You are not to
disclose or make use of any confidential information to any unauthorised person. Confidential
information includes, but is not limited to, information relating to {Organisation Name}’s clients or
management, technical knowledge, concepts, ideas, designs, programs, processes, procedures,
innovations, inventions and other information (including market intelligence and database
information) and various supporting or associated documents except those which are lawfully in
the public domain.
Maintenance
Continued maintenance of your email system will ensure optimal usage. Non-essential emails,
both sent and received, should be deleted on a regular basis. Anything in your inbox should be
something that needs to be read or actioned. The deleted folder also needs to be cleared
regularly to avoid congestion.
An option is available to set your email to automatically clear all deleted items when your email is
shut down at the end of each day.
Opening/sending inappropriate emails
To protect {Organisation Name} from the potential effects of the misuse and abuse of email, the
following instructions are for all users:
 No material is to be sent as email that is defamatory, in breach of copyright or business
confidentiality, or prejudicial to the good standing of {Organisation Name} in the
community or to its relationship with staff, customers, suppliers and any other person or
organisation with whom it has a relationship.
 Email must not contain material that amounts to gossip about colleagues or that could be
offensive, demeaning, persistently irritating, threatening or discriminatory, or involves
the harassment of others or concerns personal relationships.
 The email records of other persons are not to be accessed except by management (or
persons authorised by management) to ensure compliance with this policy, or by
authorised staff who have been requested to attend to a fault, upgrade or similar
situation. Access in each case will be limited to the minimum needed for the task.
 When using email, a person must not pretend to be another person or use another
person’s computer without permission.
 Excessive private use, including mass mailing and “reply to all” emails that are not part of
the person’s duties, is not permitted.
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Great care must be taken when opening attachments to emails. Many computer viruses are
passed on via email.
Please also think carefully before sending humorous or joke emails, internally or externally. One
person’s humour could very easily offend someone else and may be in contravention of
{Organisation Name}’s workplace policies as outlined in this manual.
Emails containing sexual jokes, sexual photographs/pictures, or any offensive, racist or
demeaning pictures or reading matter are totally inappropriate and should not be sent under any
circumstances.
Failure to comply with these instructions may result in disciplinary action.
Incorrectly addressed mail
If you receive a message intended for another person, don’t ignore it. Forward the message if you
know for whom it was intended, with a copy to the originating author. Otherwise, notify the
author of the error.
Page 51 of 66
Internet policy

The purpose of this policy is to provide important guidelines about the use of {Organisation
Name}’s access to the internet. Access to the internet is provided to staff to support work
purposes. Use of the internet should not conflict with the primary organisational purpose of
{Organisation Name} or with applicable laws and regulations.
As a condition of continued employment, each user is personally responsible for ensuring that
these guidelines are followed.
{Organisation Name} may monitor usage of the internet by employees, including reviewing a list
of sites accessed by an individual. No individual should have any expectation of privacy regarding
their usage of the internet at work.
In addition, {Organisation Name} may restrict access to certain sites that are deemed
unnecessary for work purposes.
Connection to the internet may not be used for any of the following activities:
 to access, create, transmit, print or download material that is derogatory, defamatory,
obscene or offensive, such as slurs, epithets or anything that may be construed as
harassment or disparaging based on race, colour, national origin, sex, sexual orientation,
age, disability or religious or political beliefs
 to access, send, receive or solicit sexually oriented messages or images
 to download software, except where prior approval has been obtained
 to disclose confidential information
 to send or participate in chain letters, pyramid schemes or other illegal schemes
 to solicit others for commercial purposes.
Personal use of the internet
We accept that from time to time you may want or need to use the internet for non-work-related
purposes. You should strictly adhere to the guidelines above even when using the internet for
personal purposes.
Use of the internet in the office or using office equipment should not extend to using chat groups
or chat software unless it is part of your work.
Use of social media, except in the course of your work, should be restricted to lunchtime.
Page 52 of 66
Telephones and voicemail

Voicemail has been provided primarily to improve customer service and it should not be used
solely to avoid accepting calls (this applies to external and internal calls). Messages should be
retrieved and responded to promptly and discarded from the system once you have the details.
Most staff have their own unique telephone number which means people can call them directly.
In addition, we have a number of general numbers for {Organisation Name} and no calls should
go unanswered. If a phone rings more than twice, please hop in and pick it up.
The general rule when dealing with phone calls is that the customer is always right. However, we
do not tolerate staff being abused. If someone rings who is very angry or aggressive, and you
don’t feel confident or comfortable dealing with them, say, “I can hear that you are very upset.
Can I ask you to please hold while I find someone who can help you”, and then pass the call to a
manager.
Page 53 of 66
Computers and electronic files

{Organisation Name} has a diverse network of computers running a range of operating systems,
including versions of Windows and Mac OS. Staff generally have some choice with regard to the
operating system that they use.
We use a cloud-based system for email and file serving.
We use a range of systems for handling and storing electronic files. Some of those will be
particular to the area of the organisation in which you work. You will be taken through the
relevant systems during your induction.
All employees have access to {Organisation Name}’s shared file directory. Company files should
not be moved to any other hard drive, USB sticks or cloud-based storage solution (e.g. Dropbox,
OneDrive, Google Drive) without the express permission of your manager.
Please note that files saved locally on your hard drive are not backed up. Any important files
should be saved either to the shared file directory (mapped to Drive S:) or your personal directory
(mapped to Drive P:). Both of these are backed up to our local server and the cloud.
The above directories should be used for work only. Personal libraries (insofar as they are
necessary) should be kept on your local drive.
Printing
Save costs on printing wherever possible by printing on both sides of paper. Please pick up all
printed matter off the printer and ensure that the printer is stocked with paper. Colour printing
should be kept to a minimum.
Security disposal/shredders
Paperwork with any sensitive or confidential {Organisation Name} information needs to be

disposed of by either being shredded or placed into the locked security disposal bin. The key for
this bin will be the responsibility of the Office Manager. Documents to be placed in the security
bins include but are not limited to:
 organisational information
 client information
 forms
 terms and conditions
 policies.
Page 54 of 66
Confidentiality, intellectual property, privacy and conflict of

interest
Confidentiality
During the period of your employment with {Organisation Name} and at all times thereafter, you
are not to disclose or make use of any confidential information to any unauthorised person. All staff
will be required to sign an agreement to this effect on starting with {Organisation Name} (if you do
not believe you have signed one please alert your manager).
Employees may be given access to confidential information, keys to premises, data, work
property, technical knowledge, concepts, ideas, designs, programs, processes, manuals, policies,
reports, procedures, innovations, inventions and other information (including market intelligence
and database information) or any other business-related property/information or associated
documents in the performance of their duties.
You must not divulge, either directly or indirectly, knowingly or inadvertently, any knowledge or
information concerning the organisation, affairs and property or clients of {Organisation Name}
other than:
 as required by law
 to legal or financial advisors for the purpose of obtaining professional advice, or
 to the extent necessary to perform your duties.
Employees must act in good faith towards {Organisation Name} and must prevent (or if
impractical, report) the unauthorised disclosure of any confidential information. Failure to
comply with this policy may result in disciplinary action, and {Organisation Name} may also
pursue monetary damages or other remedies.
All confidential materials acquired by you in the course of your employment shall be the property of
{Organisation Name} and must be returned to {Organisation Name} on termination or upon the
request of {Organisation Name}.
Intellectual property
All intellectual property developed by employees during their employment with {Organisation
Name}, including discoveries or inventions made in the performance of their duties related in any
way to the work of {Organisation Name}, will remain the property of {Organisation Name}.
The termination of an employee’s contract shall not put an end to the obligations imposed on you
under this section of the employee manual.
Privacy
{Organisation Name} takes privacy very seriously. We operate under an approach that can roughly
be described as “do unto others as you would have done unto you” – i.e. treat other people’s
privacy as you would like your own to be treated: with the utmost respect.
Our privacy policy is available online at {insert hyperlink to your online privacy policy if
applicable}.
Page 55 of 66
All staff must read the entire privacy policy and ensure you comply with it at all times. If you have
any doubts about whether or not you are complying, please raise them with your manager.
Conflict of interest
Conflict of interest arises whenever the personal, professional or business interests of an

employee are potentially at odds with the best interests of {Organisation Name}.
All employees are required to act in good faith towards {Organisation Name}. Employees need to
be aware of the potential for a conflict of interest to arise and should always act in the best
interests of {Organisation Name}.
As individuals, employees may from time to time have private interests, or their relatives or
friends may have interests, that conflict or appear to conflict with their employment with
{Organisation Name}. Where such a conflict occurs (or is perceived to occur), the interests of
{Organisation Name} will be balanced against the interests of the employee and, unless
exceptional circumstances exist, resolved in favour of {Organisation Name}.
It is impossible to define all potential areas of conflict of interest. You should apply a low
threshold when deciding if you have (or could be perceived to have) a conflict of interest – if in
doubt, you should raise the matter with your manager.
Employees must:
 declare any potential, actual or perceived conflicts of interest that exist on becoming
employed by {Organisation Name} to management
 declare any potential, actual or perceived conflicts of interest that arise or are likely to
arise during employment by {Organisation Name} to management
 avoid being placed in a situation where there is potential, actual or perceived conflict of
interest if at all possible.
If an employee declares such an interest, {Organisation Name} will review the potential areas of
conflict with the employee and mutually agree on practical arrangements to resolve the situation.
Employees must disclose any other employment that might cause a conflict of interest with
{Organisation Name} to their manager. Where there are external involvements that do not
represent a conflict of interest, these must not affect performance or attendance while working
at {Organisation Name}. If such involvement does affect performance or attendance it will be
considered a conflict of interest.
Employees must not set up or engage in private business or undertake other employment in
direct or indirect competition with {Organisation Name} using knowledge and/or materials gained
during the course of employment with {Organisation Name}.
Engaging in other business interests during work hours may result in disciplinary action.
Failure to declare a potential, actual or perceived conflict of interest or to take remedial action
agreed with {Organisation Name}, in a timely manner, may result in disciplinary action, including
dismissal.
Page 56 of 66
Company credit-card policy

This policy provides guidelines for the use of {Organisation Name} credit cards.
Responsibilities
Cardholders must sign the back of the card and are responsible for all transactions made against
that card.
The authorised signatory is responsible for all card transactions and should closely supervise its
use.
Credit cards are to be maintained in a secure manner and guarded against improper use.
Where a work credit card is lost or stolen, then the owner of this card is to notify the card
provider, {e.g. Organisation Name Banking Institution}, and the Finance Manager as soon as
possible.
Where an unauthorised transaction is detected or suspected, the Finance Manager is to be
notified immediately.
Credit limits are not to be exceeded. Where credit limits are inadvertently exceeded, please advise
the Finance Manager so appropriate steps can be taken to ensure sufficient funds are available.
The {Organisation Name} credit card can only be used for work expenses and not personal
expenses.
Cash advances are not allowed against the {Organisation Name} credit card.
All {Organisation Name} credit cards are to be returned to the organisation when the cardholder
is no longer an employee of the organisation, or at the request of the Finance Manager or your
manager.
Basis for using credit cards
Cards are best used for: travel, accommodation, online purchases and one-off purchases. Where
expenditure is to be ongoing and invoiced in advance or of a large amount, consider setting up a
supplier account where purchases can be settled by EFT.
Expenditure on any single amount in excess of $1,000.00 requires prior approval from the CEO or
delegate.
Reconciliations and acquittals
Credit-card statements will be issued to the relevant cardholder at the end of each month.
All holders of {Organisation Name} credit cards are required to provide documentation describing:
 the type of goods/services purchased
 quantity of goods/services purchased
 the price paid for the goods/services.
Supporting documentation should preferably be in the form of a tax (GST) invoice, or where this is
not possible, an invoice or a receipt. Please be aware that we cannot claim a GST deduction when
there is no GST tax invoice supplied.
Page 57 of 66
All these documents are to be filed with the relevant credit-card statement at {Organisation Name
shared file directory location} within seven days of receipt of the credit-card statement.
Page 58 of 66
Environmental sustainability and waste minimisation policy
Guidance: Below are some examples of things your organisation can do to be more
environmentally sustainable. Keep the items you will adopt or that are relevant to your
organisation and delete the rest. Being more sustainable will usually reduce energy and water
bills and the cost of waste disposal. It also identifies your organisation as being environmentally
responsible.
{Organisation Name}’s commitments
{Organisation Name} will comply with all local, state and federal laws and regulations on:
 disposing of hazardous waste (including EPA’s list of prescribed industrial waste), trade
waste (i.e. waste added to the sewer) and waste water
 safe handling, storage and transport of hazardous waste and dangerous goods
 noise
 land use
 air pollution and carbon emissions.
{Organisation Name} will set targets each year to increase energy and water efficiency and seek
opportunities for reducing and recycling waste. As part of our contribution to environmental
sustainability {Organisation Name} will strive to reduce and reuse when possible, and recycle
and compost when not. To do this, we will:
General
 investigate ways to reduce consumption or recycle waste
 give preference to maintenance and other contractors using green products
 use green cleaning products wherever possible (see Appendix 1 – green cleaning
products)
Energy
 buy electrical and lighting systems rated as energy efficient
 use accredited GreenPower, either in part or whole
Water
 buy appliances rated as water efficient
 buy plumbing devices (e.g. taps) with built-in flow restrictors in kitchen and washing up
areas, or add these to existing fittings
Waste
 look for opportunities to improve waste management.
Energy efficiency
Some simple ways you can contribute to reducing our energy consumption include:
 turning your computer off at the end of the day, and putting it to sleep when you are not
using it for short periods of time
 switching off the lights when you leave a room (e.g. meeting rooms)
Page 59 of 66
 keeping the office temperature controlled by not turning the thermostat too high or low
and closing doors when it is in use
 being mindful of any personal heating/cooling devices and switching them off when not
needed.
Waste bins
Most individuals will have these under their desks. These bins should be used for any items which
are not recyclable, e.g. plastics, metal, a pen, etc. Please use your discretion and be mindful of
disposing of food scraps in the office. Liquids should not be poured or placed into bins.
Recycling bins
Please recycle where you can by using the appropriate bins. Only paper and cardboard with no
company, client or candidate information is to be placed into these bins. No general rubbish is to
be placed in these bins.
Page 60 of 66
Fire safety and emergency evacuation procedures

In the event of fire, employees are required to:
 conduct an orderly evacuation to a safe place of assembly
 assist and follow the instructions of emergency services personnel
 operate portable fire-fighting equipment in the building if safe to do so.
Guidance: Detail where fire hoses and extinguishers are – provide maps as necessary. Ensure
these are identified for all employees during induction. Also identify exits in the building,
nominated fire wardens and emergency assembly areas.
If an evacuation of the building is required, please wait (if practical to do so) to be given
instructions. You will then be taken to the nearest exit where you should leave the building in a
calm and orderly manner and proceed to the emergency assembly area.
Guidance: Include a map of evacuation assembly areas if appropriate.
If you must evacuate the building before you have been instructed to do so, please proceed to
the assembly area.
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Appendix 1: Green cleaning products
Guidance: Below are some examples of products your organisation can use to be more
environmentally sustainable. Running an environmentally friendly organisation helps you reduce
your impact on the environment and preserves natural resources. Using environmentally
sustainable products in your organisation can boost morale and generate goodwill as every
employee can contribute to your environmental goals. Promoting your environmentally friendly
methods can also set your organisation apart from your competitors. Keep the items your
organisation will use and delete the rest.
{Organisation Name} encourages all employees to buy environmentally sustainable products for
home, just as we do at work. Here are some suggestions.
Bathroom
{Organisation Name} buys {Organisation Name} You can buy You can buy it
buys it from from
Merino Earthwise 1114 toilet Winc. Safe 100% recycled toilet tissue 2ply IGA
tissue 2 ply 400 sheets (Work Incorporated) 400 sheets Food Works
Woolworths
Buy EcoGreen
Packaging also made from recycled

Merino Earthwise paper paper!
products are manufactured
using 100% recycled paper.
All Earthwise products are
manufactured without
bleaching to produce the
highest quality
biodegradable, fragrance-
free products available.
Proudly Australian owned.
Made from 100% recycled Naturale 100% recycled toilet tissue Woolworths
clean office waste paper –
Coles
Reducing paper going to
landfill.
Paper is not re-bleached and
no fragrance is added to the
manufacturing process.
Strong and gentle tissue - You
will be pleasantly surprised Who Gives a Crap 100% recycled Who gives a
by its softness. toilet paper crap
Biodegradable and safe for all
systems – rapidly breaks
down once in contact with
water.
Page 62 of 66
buys it from from
Clean Conscience - www.ecooffice.com.au Ecostore Bathroom and Shower Ecostore
Bathroom Cleaner Cleaner IGA
Multi-purpose bathroom
cleaner deodorises and
cleans washrooms with the
fresh aroma of eucalyptus. Earth Choice Shower Cleaner Coles
Suitable for all bathroom Woolworths
surfaces including bath, taps,
vanity, toilet, tiles and
benchtops.
- 100% Australian made and
owned
- Palm oil free
- Cruelty free and vegan
Ingredients: pure
Tasmanian spring
water, castile soap
and eucalyptus oil.
Earth Choice Toilet Cleaner Liquid Coles

Aqua Woolworths
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Kitchen
buys it from from
Enviroclean Dishwasher www.ecooffice.com.au Earth Choice Dish Tablets Coles
Powder - Super Concentrate Woolworths
IGA
- Australian made Ecostore Auto Dishwashing Ecostore

- Suitable for dishwasher Powder Woolworths
machines
IGA
- No residues or toxic fumes
- No fillers or perfume
- No chlorine
- Biodegradable
- Septic, sewerage and bio
system safe
- Grey water safe for the Bottle also made from recycled
garden plastic!
- Not tested on animals
Ecostore dishwasher tablets Ecostore

IGA
Enviroclean Dishwasher Rinse www.ecooffice.com.au Ecostore Lemon Rinse Aid Ecostore

Aid - Concentrate IGA
Extra sparkle for your glass,

stainless steel and cutlery.
Add rinse aid liquid to your
machine’s dispenser for a
streak-free wash when used in
conjunction with dishwasher
powder.
Made from natural ingredients
which prevents calcium
deposits.
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- Suitable for use in dishwasher

machines (used in conjunction
with dishwasher powder)
- Australian made
- Biodegradable
- Grey water safe for the
garden
system safe
buys it from from
Clean Conscience - Kitchen www.ecooffice.com.au Ecostore Multi-Purpose Kitchen Ecostore
Cleaner Cleaner
Multi-purpose Kitchen Cleaner

cuts easily through grease and
grime and leaves surfaces
fresh and clean with a pleasant
citrus aroma.
Suitable for all kitchen surfaces
including benchtops, Earth Choice Kitchen Cleaner Woolworths
whitegoods, sinks, porcelain,
vinyl and ceramics.
- 100% Australian made and
owned
- Palm oil free
- Cruelty free and vegan
Ingredients: pure
Tasmanian spring
water, castile soap and
sweet orange pure
essential oil. Earth Choice Multi-Purpose Coles
Cleaner Woolworths
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buys it from from
Enviroclean Dishwash Liquid – www.ecooffice.com.au Earth Choice Dishwash Coles

Concentrate Woolworths
Concentrate
Ecostore Dish Liquid Ecostore

An effective, fresh-mint- Woolworths
smelling, grease-cutting
IGA
formulation for washing up
that leaves crockery, cutlery,
glassware, cookware and food-
handling equipment sparkling
clean, while not harming our
waterways or environment.
Contains vegetable glycerine
to protect hands and soften
hard water.
- Suitable for washing up by
hand (not suitable for
dishwasher machines)
- Concentrated and economical
to use
- Biodegradable
system safe
- Grey water safe for the
garden
- Not tested on animals
The entire Enviroclean product
range is Australian-made,
environmentally responsible,
readily biodegradable, and is
septic, sewerage and bio
system safe. Products contain
no fillers, petrochemicals,
phosphates, chlorine, SLS or
SLES, have no harsh fumes or
chemical residues, and are not
tested on animals.
Page 66 of 66

Employeeinductionmanual 2

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Employeeinductionmanual 2

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To adapt this manual for your organisation visit www.goodjobs.com.

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d) Click ‘Replace All’.

2. Replace {any other items in brackets} with your own wording.

Employee induction manual

Child protection policy ............................................................................................................................. 46

Purpose of this manual

About {Organisation Name}

Our mission, vision and values

Our aim is to be known for:

Guidance: It is important to provide an overview of the structure that underpins your

Communication in the workplace

Attendance and punctuality

Changing pay details

{Organisation Name} makes superannuation contributions in accordance with the

{Organisation Name} will reimburse employees for pre-approved expenses incurred by

The role of your manager

Managers are expected to:

 build cross-team culture

Facilities and location

Places to purchase lunch

See the email policy for acceptable use of email.

 Save checking of your personal social media accounts for lunchtime.

See the internet policy for acceptable use of the internet.

Duties and obligations

{Organisation Name} expects you to:

 under no circumstances offer or accept money

{Organisation Name}’s obligations to you

You can expect {Organisation Name} to:

{Organisation Name}’s obligations to the wider community

Dress code policy

Supply and purchasing

Induction and training

Probationary period and review

Work-related training policy

Guidance: Delete or adapt this section as relevant.

External study leave

Guidance: Delete or adapt this section as relevant.

Workplace health and safety

Note that a first aid kit is located at {list location}.

Smoking and drinking

{Organisation Name} operates a non-smoking environment. Smoking in any form is strictly

Illicit substances (drugs)

Workplace harassment and bullying

Discrimination is treating, or proposing to treat, someone unfavourably because of a personal

Sexual harassment includes unwelcome conduct of a sexual nature in circumstances in which it

 comments about a person’s private life, sex life or physical appearance

 deliberately withholding information or equipment that a person needs to do their job or

Victimisation is subjecting or threatening to subject someone to a detriment because they have

Harassment while pregnant

Transfer to a safe job

Working until the birth

Flexible working arrangements

Options for flexible work practices

Flexible work options which may be considered by {Organisation Name} include:

Remote working (working from home)

 You may need to fulfil a qualifying period of employment, as determined by your

Time in lieu policy

General leave policy

Annual leave policy

Volunteer leave policy