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Contents Page

The Company engages and employees a number of staff types consisting of Contractors
and Employees. Employee types at the Company include permanent, casual and sessional.
Trainer and Assessors may be contractors or employees. The policies for each staff type are
broken down below.

Please review the relevant sections before confirming your understanding of the Company
Handbook.

Part A - All Staff (Employees and Contractors)

 WELCOME ........................................................................... 3
 OUR COMPANY ..................................................................... 4
 OUR COMPANY VALUES ........................................................... 5
 OUR STUDENTS ..................................................................... 6
 CODE OF CONDUCT ................................................................ 7
 BUSINESS ENVIRONMENT ......................................................... 8
 CLEAR DESK POLICY ............................................................. 10
 DRESS CODE POLICY ............................................................ 11
 IT, INTERNET, EMAIL & SOCIAL MEDIA POLICIES ............................. 12
 RECRUITMENT .................................................................... 15
 WORK HEALTH & SAFETY ....................................................... 16
 RETURN TO WORK PROGRAM .................................................. 24
 EQUAL EMPLOYMENT OPPORTUNITY (EEO) & ANTI BULLYING ............ 29
 GRIEVANCE COMPLAINTS ....................................................... 32
 CONFLICT OF INTEREST ......................................................... 33
 INTELLECTUAL PROPERTY & SECURITY ...................................... 34
 ENVIRONMENTAL BEST PRACTICE ............................................ 35
 WORKPLACE SURVEILLANCE ................................................... 36
 PHOTOS, VIDEO AND OTHER MEDIA ........................................... 36

Part B - Employees only

 YOUR EMPLOYMENT ............................................................. 38
 EMPLOYEE BENEFITS ............................................................ 40
 TRAINING & DEVELOPMENT ..................................................... 41
 PROBATIONARY PERIOD ........................................................ 41
 PREGNANCY AT WORK .......................................................... 42
 OFFICE CONDUCT ................................................................ 45
 TRAVEL POLICY ................................................................... 45
 WORKING FROM HOME POLICY ................................................ 48
 FLEXIBLE WORKING ARRANGEMENTS ........................................ 50
 LEAVE POLICIES .................................................................. 52
 PERFORMANCE MANAGEMENT ................................................ 58
 PERFORMANCE IMPROVEMENT ................................................ 59
 DISCIPLINARY PROCEDURE .................................................... 61

Part C - Trainers and Assessors

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  ROLES AND RESPONSIBILITIES OF TRAINERS AND ASSESSORS ......... 64
 GENERAL NOTES TO TRAINERS AND ASSESSORS .......................... 67

Part D - Contractors only

 CONTRACTOR INVOICE PROCESS ............................................. 72

PART A
All Staff (Employees & Contractors)

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WELCOME
Congratulations on your new role and welcome to the team. We are delighted that you have
decided to join us and look forward to a long, happy and successful partnership together.

This Company Handbook is designed to both educate new starters on our Company policies
and to be of continuing use during your employment. Think of this Company Handbook as
your guidebook throughout your time here at as it has been developed to act as a resource
and reference for all members of staff. This handbook should be read in conjunction with
your employment contract, job description and Fairwork Information Statement for
employees and your contractor agreement if you are engaged as a contractor.

This handbook is by no means an exhaustive guide to your employment or engagement with

us. The policies within this handbook are listed and easily accessed via the contents page.
If you have any questions about the content, please do not hesitate to contact your manager
or Group HR Manager for clarification.

Amendments to this handbook will be issued from time to time as our exciting business
evolves and grows. You will be notified of any changes as they occur.

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OUR COMPANY
OUR MISSION

Australian Learning Group is a registered training organisation that has been offering high-
quality vocational education and training to both domestic and international students for over
15 years. ALG offers a range of accredited certificate and diploma level courses in Health
and Community services related fields of study from campuses in Sydney, Melbourne,
Brisbane and Perth.

What we do
Guarantee our students an excellent preparation for a new career.
How we do it
By creating and supporting an extraordinary team of people.

Our areas of focus include:

▪ Fitness & Personal Training qualifications

▪ Sport & Recreation qualifications

▪ Massage Therapy qualifications and professional skills training

▪ Dance Teaching qualifications

▪ Yoga qualifications

▪ Child care qualifications

▪ Aged care qualifications

▪ Community and health qualifications

ALG delivers programs to more than 2000 students per year. Our International students
come from many areas of the world, including Europe, South America and Asia.

ALG has campuses in Sydney (Head Campus), Melbourne, Brisbane and Perth and also
offers regional trainers and training venues all across Australia.

The ALG management team has strong knowledge and business experience in both
domestic and international vocational training. This has resulted in ALG being able to
continuously, for the past 5 years expand the range of programs and courses offered to
students.

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OUR COMPANY VALUES
Our company values define the way in which we work to achieve our mission which is to
guarantee our students an excellent preparation for a new career. At the Company we
live by our Company Values and hold ourselves accountable to them.

Our company values are the Company's three C's:

Every one of us makes a difference. It's our commitment

and individual sense of purpose that made us such a
successful education provider spanning over 30 years in
the industry.

We keep that purpose, remembering that every one of us

has a commitment to our students, colleagues and
quality education. We own up and learn from our
mistakes to meet our three commitments.

We work together with our colleagues in other teams and

states, thinking beyond our roles to achieve shared goals
and solve real problems that impact our 3 commitments.
Because that's what we are here for. We have a shared
passion, so we are transparent when we give and
receive feedback to ensure we deliver on our
commitments. We champion our mission and
drive execution together with accountability for our part.

If there is a better way, we'll find it. As our environment

changes, our company is embracing change. We
continually develop ourselves and our company to thrive
and we're not afraid to fail in order to succeed. We're
courageous so we embrace the adventure, we learn by
doing and sometimes we're uncomfortable, but we
always come out on top.

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OUR STUDENTS

International Clients
We have a true multicultural environment with our international students originating from 70
different countries as shown below (updated 22nd May 2020).

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Policies and Procedures:
CODE OF CONDUCT
Purpose
This policy affirms the Company’s belief in responsible social and ethical behaviour from all
staff.

Principles
The Company works hard to ensure all staff are treated equally and that we create an
positive work environment. All staff have an obligation to the Company, our Clients and
themselves to observe high standards of integrity and performance. Unlawful and unethical
business practices undermine our colleagues, students and clients trust.

Policy
Our Code of Conduct policy applies to all staff and provides the framework of principles for
conducting business, dealing with other staff, Clients and suppliers. The Code of Conduct
does not replace legislation. The Company requires all members of staff to:

• Act and maintain a high standard of integrity and professionalism

• Be responsible and scrupulous in the proper use of company information, funds,
equipment and facilities
• Be considerate and respectful of the environment and others
• Exercise fairness, equality, courtesy, consideration and sensitivity in dealing with
other staff, clients and suppliers
• Avoid apparent conflict of interests, promptly disclosing to a the Company senior
manager, any interest which may constitute a conflict of interest
• Promote the interests of the Company
• Perform duties with skill, honesty, care and diligence
• Abide by policies, procedures and lawful directions that relate to your employment
with the Company and/or our Clients
• Avoid the perception that any business transaction may be influenced by offering or
accepting gifts
• Under no circumstances may staff offer or accept money
• Any staff, who in good faith, raises a complaint or discloses an alleged breach of the
Code, whilst following correct reporting procedures, will not be disadvantaged or
prejudiced. All reports will be dealt with in a timely and confidential manner.

The Company expects co-operation from all staff in conducting themselves in a professional,
ethical and socially acceptable manner of the highest standards.

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BUSINESS ENVIRONMENT
Work Areas
As we work in open plan areas, it is important to keep your workstation clean and tidy. Any
items that require storage should be put away, hard copy paper files should be kept to a
minimum, with soft copies of files stored on the relevant shared drive electronically. Please
reference to the Clear Desk Policy for further information.

Security
Entry to the premises during and / or outside of normal business hours will be by way of
keys/access card.

Staff must ensure that all confidential/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 Company insurance.

Access Cards and Keys

It is the responsibility of staff and contractors using the Company access cards and keys to
ensure that the security of the premises and the safety of occupants are maintained. In
particular, the following conditions must be agreed to and observed by such authorised
users:
• Ensure that the keys and access card are kept in safe custody.
• If building access devices are lost or misplaced, you must notify your Manager
immediately so that they can be cancelled.
• Your allocated access card and keys are not transferable and cannot be loaned to or
used by any other person unless authorised by your Manager.
• You may not allow other persons to accompany you onto the premises after hours
unless authorised by the Campus Manager.
• The access card and keys are to be returned to the Company upon contract expiry,
contract termination, or on request.
• In the event the access card or keys are lost or misplaced it must be reported to the
Company immediately. You will be responsible for covering the replacement costs of
the access card ($50) and/or keys ($10 per key).

Kitchen and Bathrooms

Please keep the kitchen and bathroom areas clean at all times. You should be mindful that
these are public areas and you should be respectful to others by always cleaning up after
yourself. If you use dishes then please wash them immediately after use.

If there are any issues with these facilities you should notify your campus Manager.

Printing
Save costs on printing wherever possible by printing in black and white on both sides of
paper. Please pick up all printed matter off the printer and ensure that the printer is stocked
with paper at all times.

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Waste Bins
Most employees will have waste bins near their desk. These bins should be used for any
items which are not recyclable e.g. soft plastics, metal, pens, food scraps etc. Please use
your discretion and be mindful of disposing food scraps in the office.

Recycling Bins
Please place recyclable paper, glass and plastics in 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.

Security Disposal/Shredders
Paperwork with any sensitive or confidential the Company information needs to be disposed
of by either being shredded or placed into the locked security disposal bin. Documents to be
placed in the security bins include but are not limited to:
• Company Information
• Client information
• Forms
• Terms and conditions
• Policies

The Noise Factor

We want to foster a great working environment. This means keeping noise level down so our
colleague can concentrate on their work. Avoid shouting at each other across the office and
respect colleagues’ busy periods or meeting times. Try to talk quietly when you are on the
telephone and respect others around you.

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CLEAR DESK POLICY
Purpose
This policy is being introduced, largely in response to Covid-19, in the interests of ensuring a
high standard of office hygiene. The policy establishes the requirements for maintaining a
“clear desk”.

Clear desk at end of each workday

Employees are required to ensure that their desks are free of all loose items at the end of
each workday. All loose items should be placed in the lockable pedestals under the desks or
in the designated storage areas provided (each employee will be provided a dedicated
space). Photos attached to the dividers are not required to be stowed.

Cleaning
Employees are required to wipe down their desks, keyboards and phone handsets at the
end of each workday. Cleaning spray and wipes will be provided. Additional cleaning will be
performed by our external cleaning companies.

Security
Employees are required to ensure that all sensitive and confidential information in hardcopy
or electronic form is securely stowed at the end of each workday.

Computer workstations should be shut down at the end of the workday and laptops stowed
in lockable storage.

Passwords should not be written down on sticky notes or paper stored with laptops.

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DRESS CODE POLICY
Every one of our staff members represents the Company and we want to ensure all staff
members project a professional image that is in keeping with the needs of our clients and
customers.

Office Based Employees

The dress code for the Company office-based employees is business attire. Most
of us work on site and are in regular contact with our students, therefore office
employees should dress in a professional and presentable manner.

Ripped or revealing clothing, or clothing with any offensive symbols or writing are
not permitted. Sportswear is discouraged for office-based employees.

Trainers and Assessors

It is our preference that employed trainers both on and off-site wear a shirt with the relevant
logo (where provided) during their employed hours. We understand that business dress for a
trainer and assessor may vary for different colleges and welcome you to come to work in
clothing suitable for your specialism.

Contract trainers may wear Company branded shirts with logos if they choose.

All Staff
If any staff member comes to work wearing revealing clothing, or clothing with
offensive symbols, they may be requested to leave the office and come back
dressed appropriately.

Additionally, in maintaining a professional image we request that piercings and

visible tattoos are limited and that hair colour is kept within a natural spectrum.

Footwear
It is a Company requirement (from a WHS perspective) that appropriate footwear is worn on
our premises. the Company classrooms are high traffic, multi-purpose classrooms.
We acknowledge the personal preference of some students and specific modalities may
require the removal of footwear. In these instances, clean socks should be worn at all
times. Footwear should be replaced as soon as practicable.

Please note:
• Footwear MUST be worn at all times outside the classroom/clinic room
• Footwear must be worn when setting up work areas or when moving, adjusting,
setting up or collapsing tables and/or chairs.
• In some modalities (e.g. Shiatsu) the use of feet is integral to the approach. Clean
socks must be worn in these situations.
• Student preference may require removal of footwear whilst performing a massage
treatment. Clean socks must be worn in these situations and footwear must be
replaced as soon as practicable.

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IT, INTERNET, EMAIL & SOCIAL MEDIA
POLICIES
IT Helpdesk
Our general IT queries are managed by an outsourced IT provider, Tecala via
servicedesk@tecala.com.au or 1300 832 252. Tecala manage our desktops, network and
server infrastructure. You can contact Tecala for issues including but not limited to:
• Password resets
• Requests for network drive access
• PC or laptop not switching on
• Requests for new software installs
• Restores of files accidentally deleted

Internet Use
The internet is provided by the Company for business use. Limited private use is allowed
during lunchbreaks as long as inappropriate sites are not accessed e.g. pornographic or
gambling sites. The Company has the right to access the system and your company emails
to check if private use is excessive or inappropriate. Excessive or inappropriate use could
result in disciplinary action being taken.

Email Use
• Email facilities are provided for formal business correspondence.
• Take care to maintain the confidentiality of sensitive information.
• the Company maintains the right to access incoming and outgoing email messages
to check if an employee’s usage is excessive or inappropriate.

To protect the Company 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 the Company in the

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 community or to its relationship with staff, customers, suppliers and any other person
or business with whom it has a relationship.
• Emails must not contain material that amounts to gossip about colleagues or that
could be offensive, demeaning, persistently irritating, threatening, discriminatory,
involves the harassment of others or concerns personal relationships.
• The email records of other persons are not to be accessed except by management
(or persons authorised by management) ensuring 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.
Employees must be aware that their work emails could be accessed as any time.
• When using email, a person must not pretend to be another person or use another
person’s computer without permission.
• Excessive use, including mass mailing, “reply to all” etc. that are not part of the
person’s duties, is not encouraged.
• Failure to comply with these instructions is a potential disciplinary offence and will be
investigated. In serious cases, the penalty for breach of policy, or repetition of an
offence, may include dismissal or summary dismissal (dismissal without notice) in
very serious cases.

Social Media
the Company expects all staff to maintain a certain standard of behaviour when using Social
Media.

This policy applies to all employees, contractors and sub-contractors of the Company who
contribute to or perform duties such as:
• Maintaining a profile page for the Company on any social or business networking site
(including, but not limited to LinkedIn, Facebook, Instagram or Twitter);
• Making comments on such networking sites for and on behalf of the Company;
• Writing or contributing to a blog and/or commenting on other people’s or business’
blog posts for and on behalf of the Company; and/or
• Posting comments for and on behalf of the Company on any public and/or private
web-based forums or message boards or other internet sites.

This policy does not form part of an employee’s contract of employment. Nor does it form
part of any contractor or sub-contractor’s contract for service.

Procedure
No employee, contractor or sub-contractor of the Company is to engage in Social Media as a
representative or on behalf of the Company unless they first obtain the Company’s written
approval.

If any employee, contractor or sub-contractor of the Company is directed to contribute to or

participate in any form of Social Media related work, they are to act in a professional manner
at all times and in the best interests of the Company.

All employees, contractors and sub-contractors of the Company must ensure they do not
communicate any:

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 • Confidential information relating to the Company or its clients, business partners or
suppliers;
• Material that violates the privacy or publicity rights of another party; and/or
• Information, (regardless of whether it is confidential or public knowledge), about
clients, business partners or suppliers of the Company without their prior
authorisation or approval to do so; on any social or business networking sites, web-
based forums or message boards, or other internet sites.
Confidential information includes any information in any form relating to the Company and
related bodies, clients or businesses, which is not in the public domain. This includes, but is
not limited to information relating to client lists, trade secrets, client details and pricing
structures and course contents. This information must remain confidential.

Private use of Social Media

Procedure
the Company acknowledges its employees, contractors and sub-contractors contribute
content to public communications on websites, blogs and business or social networking sites
not operated by the Company. However, by acknowledging this policy, all employees,
contractors and sub-contractors of the Company agree to not publish any material, in any
form, which identifies themselves as being associated with the Company or its clients,
business partners or suppliers.

All employees, contractors and sub-contractors of the Company must also refrain from
posting, sending, forwarding or using, in any way, any inappropriate material including but
not limited to material which:
• Is intended to (or could possibly) cause insult, offence, intimidation or humiliation to
the Company or its clients, business partners or suppliers;
• Is defamatory or could adversely affect the image, reputation, viability or profitability
of the Company, or its clients, business partners or suppliers; and/or
• Contains any form of confidential information relating to the Company, or its clients,
business partners or suppliers.
Employees or contractors must not link their personal social networking accounts or blogs to
the Company’s website(s). Any such links require the Company’s prior consent.

Any breach of this policy will be treated as a serious matter and may result in disciplinary
action or (for contractors and sub-contractors) the termination or non-renewal of contractual
arrangements.

For the purposes of this policy, the following definitions apply:

Social Media includes all internet-based publishing technologies. Most forms of Social
Media are interactive, allowing authors, readers and publishers to connect and interact with
one another. The published material can often be accessed by anyone. Forms of Social
Media include, but are not limited to, social or business networking sites (i.e. Facebook,
Instagram, and LinkedIn), video and/or photo sharing websites (i.e.. YouTube, Flickr),
business/corporate and personal blogs, micro-blogs (i.e. Twitter), chat rooms and forums
and/or Social Media.

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RECRUITMENT
the Company recognises a robust and professional approach to recruitment and selection
helps us to attract and recruit diverse employees with the necessary skills and attributes to
fulfil our aims and support our business goals.

All appointments are based on merit in line with compliance and adherence to this policy and
related processes. the Company has a history of internal recruitment. Please see our
careers page at the Company.edu.au/career-opportunities/ for up to date vacancies and
speak to your manager if you are looking for development opportunities.

Recruitment Process
1. The Group HR Manager works closely with hiring managers to find the best
candidate for the role.
2. All new hires that are not direct replacements (with the same salary and employment
type) must be approved in writing by the CEO.
3. The job description will be reviewed or created including key activities, tasks, skills
required, expectations and deliverables. When advertising, discriminatory language
will be avoided e.g. older, experienced person required. Instead we target the
requirements of the role e.g. we seek someone with relevant experience in the
industry / role.
4. The recruitment process includes; CV review, interviews, practical testing, written
assessment and right to work in Australia checks.
5. If you are conducting an interview, ensure there are no possible discriminatory
requests for information, for example do you plan to have a family in the near future?
Are you young and energetic?
6. The Group HR Manager will issue the successful candidate with a contract of
employment via the HR System, Employment Hero, setting out clear terms and
conditions. This includes the nature of employment e.g. permanent part time, casual.
The hiring manager will contact the new starter before their first day to welcome them
to the specific team.
7. Once the successful candidate has accepted via electronic signature, the
unsuccessful candidates will be notified of their outcome as a matter of courtesy. All
offers of employment are subject to satisfactory reference checks.

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WORK HEALTH & SAFETY
the Company Work Health & Safety Policy
the Company is committed to provide and maintain, as far as is reasonably practicable, a
risk free environment for the Company community. All students and staff members must
accept their responsibilities under the Work Health and Safety Act 2011 (revised as of March
2016), Occupational Health and Safety Act 2004 (Victoria) and the Occupational Health and
Safety Act 1984 (WA) by following the Company policies and acting in a way that prevents
harm to themselves and others.

the Company ensures its compliance with the relevant acts (as applicable to their state) by:

• Providing statements on the the Company’s abidance by OHS Legislation in the the
Company Student Handbook, Company Handbook, staff induction process, on the
website and by ensuring electronic access to the legislation is available at the
Company at all times.
• Ensuring the procedures for reporting safety risks are provided to students and
workers in the the Company Student Handbook and Company Handbook.
• Providing relevant students and workers with a copy of the School’s Student Clinic
Health and Safety Guidelines.
• Formally briefing workers during the induction process of their responsibilities to
monitor and report any WHS risks in line with relevant legislation.
• Keeping accurate and current registers of all WorkCover claims, accidents and
injuries.
• Informing all students and staff members of evacuation and emergency plans.
• Keeping a first aid kit on the premises in a safe yet easily accessible location.
• Ensuring that the Workers Compensation Insurance policy is current.
• Investigating in a prompt, confidential and impartial way, any breaches to legislation
and ensuring appropriate action is taken in line with state and commonwealth
legislation.

Responsibilities of the Company

the Company understands and abides by its responsibilities to ensure the health, safety and
welfare at work of all workers (employees and contractors), students, visitors and members
of the public who may be affected by our work. These responsibilities include but are not
limited to:
• Develop and maintain safe systems of work and a safe working environment
• Outline the WHS policy in each induction
• Consult with workers and health and safety representatives on safety
• Having workers' compensation insurance
• Displaying the Workers' Compensation Act in a prominent location
• Supporting rehabilitation programs to assist injured employees
• Reporting all serious incidents as required by law

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 • Maintaining an incident record register in which details of all injuries are shown
• Registering all workers' compensation claim forms and medical certificates within the
required time
• Providing safe premises and a suitable working environment and facilities
• Providing information and training for workers
• Having a risk management system in place
• Observing WHS policy and procedures of relevant partners (e.g. gym partners)

Responsibilities of all Staff & Students

Ultimately, everyone at the workplace is responsible for ensuring health and safety at that
workplace.
Workers and students have the following obligations and responsibilities:
• Following the WHS policies of the Company
• Identifying practices and conditions that could injure workers, clients, members of the
public or the environment
• Reporting any accidents immediately
• Behaving in a way that prevents harm to themselves and others
• Not entering the Company premises or engaging in the Company endorsed activities
whilst under the influence of non-prescription drugs or alcohol
• Refraining from entering the Company premises or engaging in the Company
endorsed activities whilst suffering from illness
• Obtaining medical certificates whenever possible or when required
• Keeping copies of all forms and certificates

Clinic Health and Safety guidelines are provided to relevant students before they attend
student clinics. Provision of guidelines is via course material and publication on relevant
website. Refer to the Company Student Handbook Part A4 for references to the guidelines.

Manual Handling
It is the Company’s policy to provide all workers and students 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 workers and
students, all workers and students 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.

Non-Smoking Policy
the Company has a non-smoking policy. Smoking, including the use of electronic cigarettes,
is not permitted on the Company property at any time.

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Alcohol & Drugs Policy
The use of drugs or alcohol jeopardises a safe work environment. the Company recognises
its responsibility under health and safety legislation to provide a safe work environment for
all employees, contractors and visitors. Non-compliance with this policy and any associated
procedure by employees, contractors or visitors, may place the employee or contractor in
non-compliance with the Company’s duty of care provisions for the workplace and such non-
compliance may result in disciplinary action up to and including dismissal. the Company
recognises alcohol and other drug dependencies as treatable conditions, and encourages
employees and contractors who may be subject to such dependency to seek assistance
from appropriate organisations or support groups.

Employees, contractors and visitors must not be under the influence of illicit drugs/alcohol at
work, partner premises (such as gyms or dance studios) or while at work functions, and must
at all times be fit to perform their work safely. Employees found to be in breach of this policy
will be subject to disciplinary procedures. Alcohol may be consumed at some of the
Company events. Where this is the case, the Company encourages responsible alcohol
consumption but staff members should at no time be drunk or behave in a manner which is
inappropriate.

Employees who are taking any prescribed medication or drugs which may affect their ability
to perform their work must notify their manager as soon as possible. You may be required to
produce a medical certificate stating that you are fit for work or specifying any restrictions.

Additionally, the Company may conduct random drug and/or alcohol testing. If employees or
contractors are believed to be under the influence of drugs or alcohol at work, they will be
required to cease work immediately and sent home.

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INCIDENT POLICY AND PROCEDURE
Purpose
To ensure compliance with the Company policies and regulatory requirements relating to the
reporting, investigation and correction of incidents.

To collect accurate data for incident and injury prevention.

Scope
The following procedure applies to incidents related to any member of staff, student or visitor
of the Company:
• Whilst present in any building or facility or on any ground owned, occupied or
managed by the the Company; or
• In the course of, or as a result of, any occupational, educational, commercial, or the
Company-endorsed activity, whatever its location.

Definitions

Incident: means any unplanned event within the scope of this procedure that causes, or has
the potential to cause, an injury or illness and/or damage to equipment, buildings, plant or
the natural environment. Incidents range from near-miss incidents to serious incidents and
emergencies.

Serious Incident: means an incident which results in:

• The death of any person; or

• A person requiring medical treatment within 48 hours of being exposed to a
substance; or
• A person requiring immediate hospital treatment as an in-patient in a hospital; or
• A person requiring immediate medical treatment for:
o amputation;
o serious head injury;
o serious eye injury;
o separation of skin from underlying tissue (for example de-gloving or scalping);
o electric shock;
o spinal injury;
o loss of bodily function; or
o serious laceration.
• It also includes dangerous occurrences which seriously endanger the lives or the
health and safety of people in the immediate vicinity. Such dangerous occurrences
include:

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 o collapse of a building or structure;
o implosion, explosion or fire;
o escape, spillage or leakage of substances.

Injury or illness: covers any injury or illness incurred by any person whilst present on the
Company premises, and any illness which is thought to be in some way related to the
Company. It includes the recurrence or aggravation of any pre-existing injury or illness.

Very Minor Injury or Illness: means an injury or illness that only causes discomfort or
short-term pain, has no lasting effect, has no foreseeable potential to worsen, and was
caused by trivial and isolated causes. Typical examples include paper cuts, small bumps
and bruises, minor scratches, temporary headaches or indispositions.

the Company Contact: means any employee of the the Company who organises or
supervises the presence of contractors or visitors on the Company grounds.

Person Conducting a Business or Undertaking (PCBU) – Owner/Director of the

Company

PROCEDURE – Incident
Employees, students, contractors and visitors must report all incidents (as defined) as soon
as possible.

If there is an incident on the Company premises or during an the Company endorsed activity,
the following procedure is to be followed:

Action Person Responsible for Action

1 Apply first aid if required Nearest First Aider
2 Verbally report incident to the Company Affected person & the Company Staff
member

Reporting Lines:
• Employees report to Manager or
WHS Contact Officer
• Contractors, students & visitors
report to the Company Contact
• Students report to
Trainers/Assessors

3 Complete and submit a Critical Incident & Preferably Affected Person. If not, the
WHS Incident Report form within 48 hours Company Staff member
of incident
WHS Contact Officer ensures
Note: the original, hard-copy report must be completed form collected
sent with all required signatures. Unsigned
documents, copies and emailed attachments
are not acceptable

4 Log incident in the electronic the Company WHS Contact Officer

OHS Incident Log

20
 5 Investigate circumstances & contributing PCBU, Managers and WHS Contact
factors of incident & recommend corrective Officer
actions
6 Endorse proposed corrective actions. Sign PCBU, Managers and WHS Contact
Critical Incident & WHS Incident Report Officer
7 Electronically File Critical Incident & WHS WHS Contact Officer
Incident Report within 5 working days of
initial verbal report
8 Send Copy of Report to affected person WHS Contact Officer
PROCEDURE – Serious Incident
If there is a serious incident, the following procedure must be followed:

Action Person Responsible for Action

1 Apply first aid & call ambulance the Company Staff, nearest First Aider,
bystanders
2 Verbally report incident to the Company Affected person and/or the Company
Management & PCBU* Staff member

*If outside of business hours or if the Reporting Lines:

Company management team cannot be • Employees report to their Manager
contacted, every effort should be made to or WHS Contact Officer
contact PCBU • Contractors, students & visitors
report to the Company Contact
• Students report to their
Trainers/Assessors
• Managers’ report to PCBU

3 Complete a Critical Incident & WHS Affected Person and/or the Company
Incident Report form within 24 hours of Staff member
incident
Note: the original, hard-copy report must be WHS Contact Officer ensures
sent with all required signatures. Unsigned completed form collected
documents, copies and emailed
attachments are not acceptable.
4 Log incident in the electronic the Company the Company Manager or WHS Contact
OHS Incident Log Officer

5 Report serious injury to state WorkCover PCBU

authority within 48 hours by fastest means
available (phone or email):
NSW - 131 050
VIC – 132 360
WA – 1300 794 744
6 Report serious injury to insurer (where PCBU
workers’ compensation is, or may be,
payable) within 48 hours
7 Preserve the incident site until an inspector PCBU
attends site or directs otherwise
8 Investigate circumstances & contributing PCBU, Managers and WHS Contact
factors of incident & recommend corrective Officer
actions

21
 9 Endorse proposed corrective actions. Sign PCBU, Managers and WHS Contact
Critical Incident & WHS Incident Report Officer
10 Electronically File Critical Incident & WHS WHS Contact Officer
Incident Report within 5 working days of
initial verbal report
11 Send Copy of Report to affected person WHS Contact Officer
WHS Hazards

Definition: Near-miss Incidents with potential to be serious

PROCEDURE – WHS Hazard

Employees, students, contractors and visitors must report all hazards as soon as possible.

If there is a hazard on the Company premises or during an the Company endorsed activity,
the following procedure is to be followed:

Action Person Responsible for Action

1 Verbally report hazard to Affected person and/or the Company Staff member
the Company
Reporting Lines:
• Employees report to Manager or WHS
Contact Officer
• Contractors, students & visitors report to the
Company Contact
• Students report to Trainers/Assessors

2 Complete and submit a Preferably Affected Person. If not, the Company Staff
WHS Hazard Report form member
within 48 hours of incident
WHS Contact Officer ensures completed form collected
Note: the original, hard-
copy report must be sent
with all required
signatures. Unsigned
documents, copies and
emailed attachments are
not acceptable

3 Log incident in the WHS Contact Officer

electronic the Company
OHS Incident Log

4 Investigate circumstances WHS Contact Officer

& contributing factors of
hazard & recommend
corrective actions
5 Endorse proposed PCBU, Managers and WHS Contact Officer
corrective actions. Sign
WHS Hazard Form
6 Electronically File WHS WHS Contact Officer
Hazard Form Report

22
 within 5 working days of
initial verbal report

23
RETURN TO WORK PROGRAM

the Company is committed to the return to work of our injured workers and will:

1. Prevent injury and illness by providing a safe and healthy working environment;
2. Participate in the development of an injury management plan and ensure that injury
management commences as soon as possible after a worker is injured;
3. Support the injured worker and ensure that early return to work is a normal expectation
4. Provide suitable duties for an injured worker as soon as possible;
5. Ensure that our injured workers (and anyone representing them) are aware of their rights
and responsibilities – including the right to choose their own doctor and approved workplace
rehabilitation provider, and the responsibility to provide accurate information about the injury
and its cause;
6. Consult with our workers and, where applicable, unions to ensure that the return to work
program operates as smoothly as possible;
7. Maintain the confidentiality of injured worker records;
8. Not dismiss a worker as a result of a work related injury within six months of becoming unfit
for employment.

Procedures
1. Notification of injuries
• Notify all injuries to the supervisor as soon as possible.
• Record all injuries in the Register of Injuries.
• Notify iCare of all injuries within 48 hours.

2. Recovery
• Ensure that the injured worker receives appropriate first aid and/or medical treatment
as soon as possible.
• Consult with the doctor nominated by the injured worker and who is responsible for the
medical management of the injury and assist in planning return to work.

3. Return to work
• Arrange a suitable person to explain the return to work process to the injured worker.
• Ensure that the injured worker is offered the assistance of a WorkCover approved
workplace rehabilitation provider if it becomes evident that they are not likely to resume
their pre-injury duties, or cannot do so without changes to the workplace or work
practices.
• Arrange for the worker’s early return to work (subject to medical and rehabilitation
provider advice).

4. Suitable duties
• Develop an individual return to work plan when the worker according to medical advice,
is capable of returning to work.
• Provide suitable duties that are consistent with medical advice and that are meaningful,
productive and appropriate for the injured worker’s physical and psychological
condition depending on the individual circumstances of the injured worker. Suitable
duties may be:
• At the same worksite or a different worksite

24
 • The same job with different hours or modified duties
• A different job
• Full time or part time.

5. Dispute resolution
• Work together with the injured worker to resolve any disagreements about the return
to work program or suitable duties.
• If disagreements cannot be resolved, involve other parties such as the worker’s
treating doctor, the agent/insurer, an approved workplace rehabilitation provider or an
injury management consultant.

Information for workers

You have the right to:
• nominate your own treating doctor who will be involved in your injury management plan
• choose your own approved workplace rehabilitation provider if necessary
• be actively involved in the planning of your return to work.

You must:
• take care to prevent work injuries to yourself and others
• notify your employer of an injury as soon as possible
• comply with your injury management plan
• provide accurate information about any aspect of your claim
• notify the agent/insurer if you get a job or if you earn extra income from your job while you
are receiving weekly benefits
• attend medical and rehabilitation assessments
• cooperate in workplace changes that will assist other injured workers.

If you do not comply with your injury management plan, the agent/insurer may suspend your
benefits.

Contacts for the return to work program

Your Workplace Contact for return to work program will be your Group HR Manager and
your worker compensation insurer is icare with can be contacted at
https://www.icare.nsw.gov.au/#gref

Responsibilities

All employees, contractors, students and visitors are responsible for the initial reporting of
incidents.

Supervisors, Managers, the Company Contactors and Trainers & Assessors are responsible
for:

• Informing their staff, students, contractors and visitors of the need to report incidents
promptly;
• Ensuring that Critical Incident & WHS Incident Report forms are easily accessible to
all their staff; and
• Complying with this procedure for incidents reported to them.

25
The Group HR Manager and Directors of Directorates are responsible for reviewing the
investigations and corrective actions conducted by their Supervisors and Managers.

The PCBU is responsible for:

• Maintaining and updating this procedure as required;

• Publicising the existence of this procedure to the the Company community;
• Developing and delivering the training required by Supervisors, Managers and the
Company Contacts to fulfil the role assigned to them in this procedure;

The WHS Contact Officer is responsible for:

• Assisting Supervisors and Managers in complying with this procedure;

• Maintaining the the Company's Register of Injuries as required under Workers
Compensation legislation;
• Assisting the PCBU in the investigation of serious incidents; and
• Maintaining the records required by legislation in relation to serious incidents.

26
Work Health & Safety Consultation Policy
Purpose
The purpose of this document is to formalise the Company’s policy on Work Health and
Safety Consultation
Overview
The health and safety of its staff, students, contractors and visitors is of paramount
importance to the Company. This policy outlines the Company’s approach to consultation
regarding Work Health and Safety (WHS) and its commitment to the principles and practices
of consultation included in the Work Health and Safety Act (NSW) 2011 and Safe Work
Australia’s NSW Code Of Practice: Draft How to Consult on Work Health and Safety
(December 2011)

Policy
the Company is committed to providing a safe and healthy work place for all staff, students,
contractors and visitors so far as is reasonably practicable. the Company recognises the
penalties for breaches in relation to the Act.

the Company recognises its duties for consultation under the Act that:

• Relevant work health and safety information is shared with workers

• Workers are given a reasonable opportunity to express their views and to raise
health or safety issues
• Workers are given a reasonable opportunity to contribute to the decision-making
process relating to the health and safety matter
• The views of workers are taken into account, and
• Workers are advised of the outcome of any consultation in a timely manner.

To achieve these goals, the Company will:

• Seek, value and incorporate employee and student views into the decision making
processes regarding WHS
• Encourage staff and students to identify and report all WHS issues and concerns to
management
• Address WHS issues in a timely manner as they are brought to management’s
attention
• Recognise that dialogue between employees and managers at a workgroup level is
the most appropriate place to discuss WHS issues and solutions
• Consult with staff and contractors regarding changes or modifications specifically but
not limited to:
o the workplace itself
o systems of work
o the handling, storage, transportation and use of laundry, oils, office materials,
tables and any other items necessary for work

27
 o the physical structure of buildings in which they work or study, and
o the working environment
• Ensure that information regarding WHS issues is regularly disseminated to staff and
students.

The informal arrangements in place for consultation at the Company in terms of WHS are:
• A permanent agenda item on all administration team meetings
• A permanent agenda item on all trainer/assessor team meetings
• A log book documenting WHS related actions for cleaning contractors
• Formal hazard and incident reporting mechanisms
• WHS induction for new staff and contractors
• WHS induction and policy in student handbook
• Direct feedback through the WHS Contact Officer
• Email on an ad hoc basis

28
EQUAL EMPLOYMENT OPPORTUNITY
(EEO) & ANTI BULLYING
Policy
This policy applies to all members of staff and covers all work-related activities including
external training courses sponsored by the Company.

It also applies for all recruitment, selection and promotion decisions.

The objective of the Company’s Equal Opportunity Policy is to improve business success by:
• Attracting and retaining the best possible staff
• Providing a safe, respectful and flexible work environment
• Delivering our services in a safe, respectful and reasonably flexible way

Discrimination, Sexual Harassment and Bullying

the Company is committed to providing a workplace free from discrimination, sexual
harassment and bullying. Behaviour that constitutes discrimination, sexual harassment or
bullying will not be tolerated and will lead to action being taken, which may include dismissal.

For the purposes of this policy, the following definitions apply:

Discrimination
Direct discrimination occurs when someone is treated unfavourably because of a personal
characteristic.

Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact
on certain people. For example a minimum height requirement of 6 foot for a particular job
might be applied equally to men and women, but would indirectly discriminate on the basis of
sex, as women tend to be shorter than men.

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

which it could reasonably be expected to make a person feel offended, humiliated or
intimidated a reasonable person, having regard to all the circumstances, would have
anticipated that the person harassed would be offended, humiliated or intimidated.

Workplace bullying may include behaviour that is directed toward a staff member, or group
of staff, that creates a risk to health and safety e.g. physical and/or verbal abuse, excluding
or isolating individuals; or giving impossible tasks.

the Company provides equal opportunity in employment to people without discrimination

based on a personal characteristic protected under state and federal equal opportunity
legislation.

Under State legislation they include:

• age

29
 • breastfeeding
• carer status
• disability
• employment activity
• gender identity
• industrial activity
• lawful sexual activity
• marital status
• parental status
• personal association with someone having any of these characteristics
• physical features
• political activity/belief
• pregnancy
• race
• religious activity/belief
• sex
• sexual orientation

Any staff member found to have contravened this policy will be subject to disciplinary action,
which may include dismissal as outlined below.

Staff must report any behaviour that constitutes sexual harassment, bullying or
discrimination to their manager.

Staff will not be victimised or treated unfairly for raising a concern regarding discrimination,
sexual harassment, bullying or making a complaint.

Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or
bullied, you should follow this procedure.

1. Tell the offender the behaviour is offensive, unwelcome, and against company policy
and should stop (if you feel comfortable enough to approach them directly. In all
instances notify you manager and / or Group HR Manager). Keep a written record of
the incident(s).
2. If the unwelcome behaviour continues, contact your Group HR Manager for support.
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact
another relevant senior manager. Employees may also lodge a complaint with the
Australian Human Rights Commission, or take action under the Fair Work Act 2009.

Staff should feel confident that any complaint they make is to be treated as confidential as
far as possible.

30
Procedure: When receiving a complaint
When a manager receives a complaint or becomes aware of an incident that may
contravene the Company EEO Policies, they should:

1. Listen to the complaint seriously and treat the complaint confidentially. Allow the
complainant to bring another person to the meeting if they choose to.
2. Ask the complainant for the full story, including what happened, when it happened,
where it happened, step by step.
3. Take notes, using the complainant’s own words. Get the notes signed by the
complainant to ensure the notes are reflective of their intention and accurate.
4. Explain and agree on the next action with the complainant.
5. If investigation is not required (and the manager is satisfied that the conduct
complained is not in breach of the Company EEO policies) then the manager should:
o act promptly
o maintain confidentiality
o pass any notes on to the manager’s manager

If an investigation is requested or is required, the Group HR Manager will support the

investigating manager through the following steps:

1. Do not assume guilt.

2. Advise on the potential outcomes of the investigation if the allegations are
substantiated.
3. Interview all directly concerned, separately.
4. Interview witnesses, separately.
5. Keep records of interviews and the investigation with signed notes.
6. Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exactly of what they are being accused. Give them a chance to respond
to the accusation. Make it clear they do not have to answer any questions, however,
the manager will still make a decision regardless.
7. Listen carefully and record details.
8. Ensure confidentiality, minimise disclosure.
9. Decide on appropriate action based on investigation and evidence collected.
10. Check to ensure the action meets the needs of the complainant and the Company.
11. If a resolution is not immediately possible, refer the complainant to more senior
management. If the resolution needs a more senior manager’s authority, refer the
complainant to this manager.
12. Discuss any outcomes affecting the complainant with them to make sure where
appropriate you meet their needs.

Possible Outcomes
If after the investigation, the Investigating Manager finds the complaint is justified, they will
discuss with the complainant the appropriate outcomes which may include:
• Disciplinary action to be taken against the perpetrator (counselling, warning or
dismissal)
• Training
• Counselling for the complainant
• Mediation

31
 • An apology

GRIEVANCE COMPLAINTS
the Company supports the right of every staff member to lodge a grievance with the Group
HR Manager if they believe a decision, behaviour or action affecting their employment is
unfair.

We aim to resolve problems and grievances promptly and as close to the source as
possible. When necessary, the Company will escalate a grievance to the next higher level of
authority for more discussion and resolution, and continue escalating it to the level above
until it is resolved.

The Company will action grievances objectively, discreetly and promptly. Be aware that
grievances that are misconceived, vexatious, and lacking substance may result in
disciplinary action being taken against the staff lodging the grievance.

Procedure
1. The staff member should try to resolve the grievance as close to the source as
possible. This can be informal and verbal. At this stage, every possible effort should
be made to settle a grievance before the formal grievance process starts. If the matter
still can’t be resolved, the process continues and becomes formal.
2. To start the formal grievance the complainants must fully describe their grievance in
writing, with dates and locations wherever possible and how they have already tried to
settle the grievance.
3. The person(s) against whom the grievance/complaint is made should be given the full
details of the allegation(s) against them. They should have the opportunity and a
reasonable time to respond before the process continues.
4. If the grievance still can’t be resolved, refer the matter to the most senior manager for
consideration and a final decision. A grievance taken to this level must be in writing
from the staff member.

32
CONFLICT OF INTEREST
Conflict of interest arises whenever the personal, professional or business interests of staff
are potentially at odds with the best interests of the Company.

All staff members are required to act in good faith towards the Company. Staff members
need to be aware of the potential for a conflict of interest to arise and should always act in
the best interests of the Company.

As individuals, staff may have private interests that from time to time conflict, or appear to
conflict, with their employment with the Company. Staff should aim to avoid being put in a
situation where there may be a conflict between the interests of the Company and their own
personal or professional interests, or those of relatives or friends.

It is impossible to define all potential areas of conflict of interest. If a staff member is in doubt
if a conflict exists, they should raise the matter with their manager.

Procedure
Staff must:
• Declare any potential, actual or perceived conflicts of interest that exist on becoming
employed by the Company to your manager or supervisor
• Declare any potential, actual or perceived conflicts of interest that arise or are likely
to arise during employment by the Company to your manager or supervisor
• Avoid being placed in a situation where there is potential, actual or perceived conflict
of interest if at all possible

If a staff member declares such an interest, the Company will review the potential areas of
conflict with the staff member and mutually agree on practical arrangements to resolve the
situation.

Staff must disclose any other employment that might cause a conflict of interest with the
Company to their manager. Where there are external involvements that do not represent a
conflict of interest, these must not affect performance or attendance whilst working at the
Company. If such involvement does affect performance or attendance it will be considered a
conflict of interest.

Staff must not set up or engage in private business or undertake other employment in direct
or indirect competition with the Company using knowledge and/or materials gained during
the course of employment with the Company.

Failure to declare a potential, actual or perceived conflict of interest or to take remedial

action agreed with the Company, in a timely manner, will result in action being taken.

33
INTELLECTUAL PROPERTY &
SECURITY
All intellectual property developed by staff during their employment or contract with the
Company, including discoveries or inventions made in the performance of their duties related
in any way to the business of the Company, will remain the property of the Company.

Staff may be given access to confidential information, data, business property, keys to
premises or any other business related property/information in the performance of their
duties. This must be protected and used only in the interests of the Company.

Staff must not:

• Disclose or use any part of any confidential information outside of the performance of
their duties and in the interests of the Company; or
• Authorise or be involved in the improper use or disclosure of confidential information;
• During or after their employment without the Employer's written consent, other than
as required by law.

‘Confidential information’ includes any information in any form relating to the Company and
related bodies, clients or businesses, which is not in the public domain.

Staff must act in good faith towards the Company and must prevent (or if impractical, report)
the unauthorised disclosure of any confidential information. Failure to comply with this policy
may result in action being taken including dismissal, the Company may also pursue
monetary damages or other remedies.

34
ENVIRONMENTAL BEST PRACTICE
Policy
the Company 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

Wherever possible, the Company commits to the following:

General
• Investigate ways to reduce consumption or recycle waste
• Give preference to maintenance and other contractors using green products

Energy
• Buy electrical and lighting systems rated as energy efficient
• Use accredited GreenPower, either in part or whole

Water
• Buy water efficient appliances
• 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 exchange waste on the waste exchange database website
(wasteexchange.net.au)

35
WORKPLACE SURVEILLANCE
The Company uses surveillance in the workplace in a number of ways:
• Video surveillance for security purposes. All cameras are visible and will not be
located in change rooms or bathrooms.
• Computer surveillance to monitor email and internet usage or misuse
• Data tracking
• Phone recording for the purposes of training

The purpose of the surveillance is to ensure the safety and security of employees, visitors
and property. The Company reserves the right to review and use the CCTV in disciplinary
proceedings.

All surveillance is carried out in accordance with relevant state legislation.

PHOTOS, VIDEO AND OTHER MEDIA

From time to time, ALG takes photos and video recordings on campus that may be used for
marketing and social media purposes e.g. a photo of graduation event. As a condition of your
employment, staff grant permission to use their likeness that may appear in these photos,
videos or other media without payment or other consideration. This does not include images
and videos taken in public spaces or at public events.

ALG is committed to privacy and if staff do not wish for their images to be taken and published,
staff may notify us at any time in writing my emailing Marketing@alg.edu.au

Also, please be advised that:

(i) images and videos taken in public spaces and/or at public events do not require
authorization for publication.

(ii) it is your responsibility to notify personnel (e.g. camera operator, marketing staff) of your
opt-out status.

36
 PART B
Employees Only

37
YOUR EMPLOYMENT
Your employment with the Company is essentially governed by your employment contract
and the Company Policies, in conjunction with this Handbook. The following section provides
general information regarding your pay, conditions and our expectations of you.

Payroll
The pay cycle for all permanent, fixed term and sessional employees is monthly. The
monthly pay cycle runs from the first day of the month to the last day of the month and your
salary is processed on or around 15th of each month. The salary comprises two weeks in
arrears and the remainder of the month in advance.

For casual employees, the twice monthly payroll runs from 1st of the month to 15th of the
month and 16th of the month to the end of the month. Salaries are processed within two
business days following the end of each payment period.

Your salary will be automatically deposited electronically into the bank account details
provided to the Company.

Taxation payments are automatically deducted from your salary. Superannuation payments
are paid into your nominated fund.

Changing Pay Details

Please log into your Employment Hero account should you wish to change any pay details
including changing your bank account. Please ensure you notify us prior to the date you wish
for the change to be effective by.

Hours of Work
Working hours are generally between 8am to 7pm Monday to Saturday. All full time
employees will work 38 hours a week, with an hour’s lunch break. Part-time employees may
have a 30 minute lunch break depending on the hours worked each day. Employees working
full days (i.e. 7.6 hours a day excluding the lunch break) will have an hours lunch break.
Your hours of work will depend on business 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.

Smokers who wish to take breaks should do so in their allotted breaks (no more than 2 per
day in addition to their lunch break). These breaks must be limited to 10 minutes from
leaving the workplace to recommencing work. These breaks must not be taken at the
entrance to the Company offices. Excessive smoking breaks will be regarded as
absenteeism.
the Company adopts a common sense approach to managing work hours.

Time off in Lieu and Overtime

Time off in lieu is used on occasion to compensate for the hours worked in excess of
ordinary stipulated hours on the basis of one hour for each hour worked.

38
Any time off in lieu must be taken within 4 weeks of the additional hours worked. The
requirement to work beyond ordinary stipulated hours must be requested by or approved by
your manager in writing. This written confirmation must be sent from the line manager to the
Finance Manager no more than 2 weeks after the request being approved or requested.

Lateness for work

Any absence or late arrival due to illness, injury or any other reason, and the expected duration
of leave must be personally reported ideally by telephone to your manager as soon as
practicable (and prior to your normal starting time wherever possible) If you cannot reach your
manager by telephone then a message should be left with reception. If you are unable to do
this personally, you are requested to ask someone to telephone on your behalf.

Subsequent to this, you must keep your Manager informed of your progress.

If you are late for work, you will be required to make the time up at the end of your shift. You are
not able to take a shorter lunch break or forfeit your break to make up for the time missed.

Wherever possible you should make dental, medical, business or other appointments outside
your normal working hours.

It is essential that you are ready to commence work at your normal commencement time as other
employees and the business depend upon you and your contribution.

39
EMPLOYEE BENEFITS
Our employee benefits are regularly reviewed and are designed to not only improve your
satisfaction, but also your wellbeing. Our employee befits are as follows:
• Quarterly company or team events are organised including an end of year function
with awards based on defined Company Values, staff are provided an opportunity to
vote and be heard.
• Option to study available qualifications for free (inlcuding evening and distance
classes).
• Free weekly student massages during term time.
• Online shopping portal where employees receive discounts on everyday products
and services such as Woolworths, Event Cinemas, Priceline etc.
• Savings Hero which is a platform designed to help employees reach their financial
goals
• InstaPay gives access to a portion of earned wages in real time. Working like an
automated pay advance system, InstaPay allows employees to view how much
money they've already earned in real time and allows them to withdraw a portion of
those wages ahead of official payday.
• A curated content hub with information to help employees reach financial goals, be
healthier and feel better. Content developed by experts with a range of free tools to
help employees be their best self.

40
TRAINING & DEVELOPMENT
the Company will give employees adequate training to do their job safely and competently.
Our business believes 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,
both in the annual performance review process and throughout the year.

Training includes internal on-the-job training, written instructions such as standard operating
procedures, coaching, external training and courses.

the Company’s performance reviews take place within the employees first 3 and 6 months of
employment, then on an annual basis. These reviews are conducted by the employee’s line
manager.

PROBATIONARY PERIOD
The 6 month probationary period is a time for both the employee and the business to assess
suitability, fit and competency within a role. During this period the Company commits to
reviewing employee performance.

Procedure
1. Track and monitor probationary periods
2. Managers to give informal and formal feedback and appraisals during the probation
period.
3. Give at least one formal appraisal four weeks before the end of probation.
4. Only accrued annual leave is permitted during the probationary period unless
extenuating circumstances prevail.
5. Only accrued sick leave will be paid during the probationary period. All sick leave
must be accompanied by appropriate documentation during this time.

41
PREGNANCY AT WORK
Advising of Pregnancy
the Company 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.

We also respect an employee’s wishes regarding when it is appropriate to tell colleagues

about the pregnancy.

See the Parental leave policy for further information on taking unpaid parental leave,
including notice periods.

Safety at Work
the Company 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 the employee to let them know if they experience any
changes to their work capacity during the pregnancy. The employee and her manager will
then discuss what is needed to keep the employee safe at work and adjustments will be
made accordingly where possible.

Options including reduced hours, amended duties, light duties, rotated tasks 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 who is entitled to
parental leave 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 the Company with reasonable evidence that she is fit for
work, but it would be inadvisable to continue in her present position. the Company may insist
on a medical certificate.

If the Company can’t transfer the employee to a safe job, she may take (or be required by
the Company 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 (pregnancy- no safe
job). This leave will be paid at the rate specified in the award or agreement which, at a
minimum, can be no lower than the employee’s base rate of pay for her ordinary hours of
work. In the six weeks prior to the expected date of the birth of the child, an employer may
ask an employee on safe 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.

42
Working until the Birth
A pregnant employee may work until the expected date of birth of her child. If she wishes to
continue working in the last six weeks of her pregnancy she may be requested to provide a
medical certificate within seven days confirming she is fit to work.

If the medical certificate indicates the employee is not fit for work, she may be required to
start parental leave or take a period of unpaid leave as soon as practicable (see the Parental
leave policy)

Return to Work
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 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 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 that position no longer exists, the employee will be given
whichever other available position is nearest in status and remuneration to the position they
held prior to going on leave.

If an employee was placed in a safe work position prior to leave, the employee is entitled to
return to the position they held immediately before the safe work position.

If the pre-parental leave position no longer exists, the Company will follow its redeployment
and redundancy procedures to determine if a suitable alternative position is available.

Breastfeeding at Work
The Company aims to understand and support mothers in the workplace, including
accommodating breastfeeding as much as possible e.g. providing a private space.

An employee should discuss her needs with her manager and the Company will endeavour
to make a private space available or other arrangements made by agreement. Depending on
the employee’s duties this may include cover while she is away from her work environment.

Keeping in touch days

the Company encourages keeping in touch days to be used by employees in accordance
with the Paid Parental Leave Act 2010. A keeping in touch day is when an employee
performs work for the employer on a day whilst on a period of approved leave. Up to 10
keeping in touch days can be used during a period of parental leave. Such a day (or part of a
day) will be considered a keeping in touch day if:

• The purpose of performing work is to enable the employee to keep in touch with their
employment (this will also assist when the employee returns to work once their leave has
ended)

43
• Both the employee and the employer consent to the employee performing specific work
on that day
• The day is not within 42 days of the date of birth or placement of the child to which the
period of leave relates (if requested by the employer)
• The day is not within 14 days of the date of birth or placement of the child to which the
period of leave relates (if requested by the employee)
An employee who performs work on a keeping in touch day is entitled to payment from their
employer in accordance with the relevant contract of employment or industrial instrument.

A keeping in touch day will not break the single continuous period of unpaid parental leave
under the NES.

44
OFFICE CONDUCT
We want to make sure the Company’s expectations are set for you regarding office conduct.
The following principles should be followed by all employees:

• Limit the use of mobile phones for private use during work hours to emergency calls
outside of break times. Additionally, office phones are not to be used for personal
calls.

• The use of the office computers for personal reasons such as e-mail, internet,
Facebook and other applications should be limited to your allocated breaks.

• Please ensure you are punctual and you are ready to start work on time.

• Whilst we encourage a friendly work environment, please ensure that “chatter” in the
office does not impact on your own and your colleagues work. As we do encourage a
friendly work environment, raised voices or any hostile behaviour towards colleagues
will not be tolerated.

• Please stick to your allocated lunch hour, which will ensure the office is “covered” as
planned by your supervisor/manager.

• There are two allocated 10 minute breaks in addition to your regular lunch break on
every 7.6 hour working day. You should use these breaks as you wish, examples
may include to get your coffee or return personal phone calls.

• Ringing office phones should be picked up within 3 rings, if you are not attending to
another phone call already.

• As a reminder, your free massage takes place on your lunchbreak. Ensure that you
keep these massages to one hour sessions and please remember the customer
comes first. In high demand times that means giving up your massage for a paying
customer. On days you will receive a massage during your work time, you only will
receive an additional 15 minutes to consume your lunch.

TRAVEL POLICY
Policy Overview
This policy is in place to ensure employees are compensated for expenses incurred during
travel required for work purposes. The intent of this reimbursement or per diem is to cover
those expenses reasonably incurred by the employee.

The Company expects employees to use good judgment and recognizes there will be times
when employees must exceed "normal" expenses.

45
Approval
All travel must be approved in writing by your line manager in accordance with the below
guidelines. This manager approval must be included in your travel request to the Flight
Centre for your bookings.

General Travel
All travel should be booked as soon as dates are finalised to reduce costs. Travel dates
should be finalised as soon as possible and booked within the timescales below.

Unless an early start (pre 8.30am) is essential, travel should occur on the morning of the
travel day and not the evening before.

Local travel (taxis, public transport) should be reimbursed via the expenses system.

Air fares and Accommodation

• Flights and accommodation must be booked through our travel partner Flight Centre
by emailing kirsten.beehag@flightcentre.com.au.
• Flight Centre will provide a proposed itinerary. Please ensure that you respond
quickly to avoid price fluctuations and flight / accommodation changes.
• Flight Centre will send you a profile to complete the first time a booking is requested
to ensure all future bookings can be processed quickly.
• Air fares must be booked as far in advance as possible and in any event not less
than 3 weeks in advance for domestic travel and 6 weeks in advance for international
travel. If travel is to be booked with less notice approval will be required by the CEO.
Only economy, non-flexible air fares will be purchased.
• No more than two senior managers (including any employee who has a nationwide
role, i.e. any National / Group Managers) can travel using the same plane.

Travel Time and Time in Lieu

• If an employee is required to travel outside of working hours then time in lieu should
be taken for those hours within 1 week from the return date.
• If travel is required over a full weekend one day in lieu will be available and if travel is
required over part of a weekend, ½ day in lieu will be available to be taken within 1
week from the return date.

Transport allowances
• Taxis and Ubers to and from the airport are permitted with the exception of Sydney
and Brisbane. Sydney taxis and Ubers are permitted from the airport to St James
station only (due to traffic congestion). The Brisbane campus is around the corner
from Central station hence it is easy from the airport with Airtrain. It is recommended
that you purchase tickets on line in advance at www.airtrain.com.au
• Travel to meetings offsite, should be limited to bus, train or tram wherever possible.
Exceptions may be allowed for injury or where travel time would exceed the benefit of
the lower fare.

46
Food Allowance
A daily food allowance rate will be paid into your bank account in your usual pay cycle. As
such, no expense report needs to be produced for food. The daily food allowance rates are
as below:

Food allowance
Domestic $75* (when the traveller arrives before or leaves after
midday)
$50* (when the traveller arrives after midday or leaves
before midday)
*please note the allowance will be reduced if the employee is reimbursed
separately ($20 breakfast, $25 lunch and $30 dinner) e.g. if the
accommodation includes breakfast the allowance will be reduced by $20
International US$75

Please send an email to the Finance Manager prior to your trip to receive the food allowance
as above.

Use of Company Phones Overseas

All employees and contractors who travel for work internationally should activate a
travel plan with their mobile carrier to avoid high roaming charges. Additionally, where
applicable employees and contractors need to ensure that they stay within the data
allowance given by the carrier.

Travel by Car
When travelling using personal cars, $0.78 per km should be reclaimed for cars and $0.26 per
km for motorcycles using the expense claim system with a maximum payment up to 400 km
per week using either the template found at O:\Forms\Expense forms.

Reporting:
• Travel reports must be completed using the template found at X:\HOD
Meetings\Travel Reports and saved in the appropriate campus location.
• Expense claim forms for items outside of daily food allowance, accommodation and
flights should be completed within 14 days from date of return using either the
template found at O:\Forms\Expense forms. All travel must be logged on the training
log at O:\Logs\the Company Training Log

47
WORKING FROM HOME POLICY

Purpose
This Working from Home policy recognises the importance of providing flexible working
arrangements for employees. The benefits of implementing home working arrangements can
include improved productivity, retention of employees, improved employee satisfaction and
meeting community needs.

Scope
Flexible working arrangements may apply to any full-time, part-time or sessional employee.
Flexible working arrangements do not typically apply to casual employees. Working from
home arrangements include but are not limited to:
• Permanent arrangements, such as on a weekly basis. Request to be submitted as
flexible working request
• Temporary or ad-hoc agreed or required arrangements, such as for a short, defined
period

In all instances, “required” may refer to government mandated situations and/or instances
where the Company determines that it is in the community interest to impose a working from
home arrangement.

“Working from home” will be taken to refer to literally working from home, unless by prior
written agreement by the CEO.

A “short, defined period” means any period of between a single working day, and up to 5
consecutive business days.

Principles
This policy is intended to allow for the continued positive work contribution of employees,
from home, subject to the employee having the Necessary Equipment. The Company shall
not be required to procure additional equipment to facilitate such request. This is distinct
from personal leave, for whatever purposes, whether due to illness, taken as carer’s leave or
as vacation leave.
During periods of work from home, employees will continue to accrue all standard benefits
and entitlements, including but not limited to:
• Holiday leave
• Sick leave
• Standard pay for typical working hours

The intent of the policy is that employees will continue to:

• work their standard working hours (as if they were in the office);
• diligently complete their work, as directed by the Company;
• be readily available for all meetings and communication including through direct
communications applications such as email, video-conferencing, phone or other
methods, as required by the Company;
• if teaching, employees will need to be available during standard teaching hours, as

48
 typically timetabled, to undertake teaching of students at-a-distance, using methods as
determined by the Company, but typically consisting of video-conferencing;
• be available to report for work, at their usual campus or location, should the period of
working from home be completed;
• be available for direction from their manager; and
• complete all standard working tasks, whether in conjunction with other employees, or
self-directed.

Necessary Equipment

Necessary Equipment will be defined as including, but is not limited to:

• Computer hardware;
• Standard operating system software;
• Other business software used by the Company;
• Mobile phone connectivity;
• Internet connectivity;
• Video or camera equipment as used for teaching or communication;
• Microphones and speakers as used for teaching or communication.

Where an employee is working from home, on a permanent agreed basis, the employee will
as part of that arrangement, be expected to provide internet and mobile connectivity at their
own cost.

Eligibility and communication

An employee may directly request to work from home, for an ad-hoc period. The request
must be directed in writing to their manager and where possible the request should be made
more than 48 hours in advance of the desired work from home period. In all cases, the
employee must have the Necessary Equipment to enable them to successfully work from
home.

Reasons for working from home might include, but are not limited to:
• in order to work while being ill or sick, but not debilitated;
• due to significant disruption in transport services

An employee may request to work from home, under a permanent or long-term

arrangement. The request must be directed in writing to their manager and where possible
the request should be made more than 21 days in advance of the commencement of the
desired work from home period.

For any ad-hoc period, the outcome of a request for a work-from-home arrangement will be
determined by the employee’s manager and made to the employee in writing.

For any permanent or long-term arrangement regarding working from home, the outcome of
a request will be determined by the CEO and made to the employee in writing – noting that
such approval would be provided only by exception.

Approval of working from home arrangements are subject to withdrawal by the Company at
any time.

For any mandated or required arrangement regarding working from home, affected
employees will be notified as soon as practicable in writing by the CEO.

49
FLEXIBLE WORKING
ARRANGEMENTS
Employees may request flexible working arrangements based on current legislation.

The Company will consider all written requests, and consider all relevant facts and
circumstances in deciding whether or not to agree to the request. Such a request will not be
refused until it has been genuinely considered and unless it is reasonable to do so.

Upon genuinely considering the request, the Company will consider:

• The needs of the employee arising from their circumstances;

• The consequences for the employee if changes in working arrangements are not
made;and
• Any reasonable business grounds for refusing the request as below.

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 size and nature of the workplace
• The effect of the flexible working arrangements on the workplace, including the
financial impact on the business
• The consequences for the employer of having the flexible working arrangements
• The consequences for the employee of not having the flexible working arrangements

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 work health and safety laws or award
penalty rates.

Flexible work arrangements will also be considered as a form of reasonable adjustments to

allow people with a disability to work safely and productively (see information on reasonable
adjustments above).

50
This right applies to all employees including permanent full-time and part-time employees, as
well as casual employees, regardless of role of job function.

The Company 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 any written refusal.

51
LEAVE POLICIES
Annual Leave

The Company strongly encourages annual leave to be taken as an important part of

maintaining employee wellbeing.

Entitlements for annual leave are 20 days for permanent employees and the pro-rata
equivalent for permanent part time employees. Annual leave is expressed as 152 hours for
permanent employees (and the pro-rata equivalent for permanent part time staff) and is
calculated from 1st July to 30th of June.

Employees who begin their employment mid financial year will receive the pro-rata
equivalent. Leave entitlements are calculated from the start date and accrue in accordance
with the National Employment Standards. Annual leave counts towards continuous service
(used when calculating long service leave). Employee leave balances are expressed in
hours on payslips for ease of calculation.

The Company encourages staff to take sufficient annual leave as an important mechanism
to support employee wellbeing and ensure health and safety at work. To facilitate this, it will
be expected that staff will take annual leave of at least one two-week continuous period per
year. Alternative and/or shorter periods of annual leave may be approved in certain
circumstances, on this basis, it is our preference that, annual leave should be used within
the same financial year that it is accrued.

Annual leave should be accrued before being taken. In special circumstances and to
encourage employees to take a break when needed, the Company may permit annual leave
to be taken in advance. However, should the employee cease working with the Company for
any reason, prior to accruing the leave entitlement, any amounts owing to the Company will
be deducted from any remuneration payable at the time of separation/termination. Please
note, taking unpaid leave will affect the accumulation of annual and personal/carer’s leave.
Employees who take unpaid leave will receive the pro rata equivalent of leave entitlements.

Due to the nature of the business, the Company has a shutdown period each year around
Christmas and New Year. This is usually a one-week period and employees are expected to
take accrued annual leave for business shutdown periods over Christmas/New Year. If
insufficient leave is accrued, the Company may direct an employee to take unpaid leave.

Where possible, annual requests for leave should be made at least one month prior to the
leave being taken for requests over one week so as to assist team members with managing
workload. All other annual leave requests should be made a week before the leave being
taken. Requests for leave should be submitted through Employment Hero’s desktop
application or app. Business requirements will be taken into consideration before annual
leave is approved and therefore leave may, at times, be refused by managers. Please note
that any Trainer and Assessor who wishes to take leave during term, would only be
approved in extenuating circumstances. The nature of the role and business need means
that the Company is typically not able to approve requests for annual leave during term time
for Trainers and Assessors.

52
Personal Time Off (PTO)
Sick and carer's leave (also known as personal leave or personal / carer's leave) lets an
employee take time off to help deal with personal illness, caring responsibilities, and family
emergencies.

Sick leave can be used when an employee is ill or injured.

An employee may have to take time off to care for an immediate family or household
member who is sick or injured or help during a family emergency. This is known as carer's
leave but it comes out of the employee's personal leave balance.

As with Annual Leave, Personal and Carer’s Leave will be calculated from the 1st of July to
the 30th of June. Entitlements for this leave are 10 days (76 hours) for full time staff or the
pro rata equivalent for part time staff. Staff who begin their employment mid financial year
and permanent part time staff will receive the pro-rata equivalent.

Should employees present to work unfit to work due to injury or illness, they will be required
to return home to recuperate and a full personal/carer’s leave day will be recorded. In the
event whereby an employee becomes ill or injured during the course of the day, having
already completed a minimum of 3.8 hours of work in a fit state, then a half day will be
recorded.

An employee recording personal leave of 2 or more consecutive days must present a

medical certificate on the first day back at work. The medical certificate should be uploaded
into Employment Hero when the personal/ carers leave is requested. Should a staff member
fail to supply a medical certificate by the subsequent pay cycle, the personal leave will be
unpaid and recorded as absenteeism. The Company reserves the right to request evidence
for any personal leave taken.

Employees requesting carer’s leave will also need to provide an appropriate medical
certificate or similar evidence to substantiate their claim.

Staff who take excessive personal leave (greater than entitlements), will be required to
produce a doctor’s certificate to support each leave request.

A medical certificate will be required if sick leave is taken on a day immediately following a
public holiday.

Family and Domestic Violence Leave

From 1st August 2018, all employees under Educational Services Post-Secondary Education
Award (including casual employees) are entitled to 5 days unpaid family and domestic
violence leave in line with the below guidelines:
(a) the leave is available in full at the start of each 12 month period of the employee’s
employment;and

(b) the leave does not accumulate from year to year

Family and domestic violence means violent, threatening or other abusive behaviour by a
family member of an employee that seeks to coerce or control the employee and that causes
them harm or to be fearful.

Family member means:

53
(i) a spouse,de facto partner, child, parent, grandparent, grandchild or sibling of the
employee; or

(ii) a child, parent, grandparent, grandchild or sibling of a spouse or de facto partner of the
employee; or

(iii) a person related to the employee according to Aboriginal or Torres Strait Islander kinship
rules.

Compassionate and Bereavement Leave

Under the National Employment Standards,

“An employee (including a casual employee) is entitled to two days of compassionate leave
to spend time with a member of their immediate family or household who has sustained a
life-threatening illness or injury. Compassionate leave may also be taken after the death of a
member of the employee’s immediate family or household.”

Additional unpaid leave maybe granted at management discretion.

Long Service Leave

Employees are entitled to long service leave in line with the National Employment
Standards.

Parental Leave
Each eligible member of an employee couple may take a separate period of up to 12 months
of unpaid parental leave. However, if only one person is taking leave, or if one member of an
employee couple wishes to take more than 12 months leave, the employee may request a
further period of up to 12 months, from their employer.

An ‘employee couple’ is where two employees (not necessarily of the same employer) are in
a spousal or de facto relationship.
Parental leave is only available to employees who have or will have responsibility for the
care of a child. The leave must be associated with:
• the birth of a child to the employee, the employee’s spouse, or the employee’s de facto
partner, or

• the placement of a child under 16 with the employee for adoption.

The ‘child of a person’ is defined by the Family Law Act 1975 as someone who is a person’s
biological, adopted or step child. An employee’s ‘de facto partner’ is defined as a person
who, although not legally married to the employee, lives with them in a relationship as a
couple on a genuine domestic basis. Former de facto partners are also included.
The Fair Work Act 2009 ensures that same sex de facto relationships are recognised for
unpaid parental leave entitlements. This means that the same sex de facto partner of either
a person who gives birth or a biological parent may be eligible to take unpaid birth-related
leave.

54
Parental Leave Types:
Available Parental Leave types include:

• Parental Leave
• Concurrent Leave
• Special Maternity Leave

Parental Leave
If you are the primary caregiver of your child, you can access up to 52 weeks of Parental
Leave. Parental leave is unpaid except in the instances where an employee is eligible for
Parental Leave Pay in line with legislation. Parental Leave with Pay is described in full in the
following section.

Concurrent Leave
Concurrent Leave is where the parents of the child can take up to 3 weeks parental leave at
the same time. This applies if both parents are employees who plan to take parental leave.
Concurrent Leave Must:
• Start immediately after the date of birth of adoption of the child; and
• End a maximum of 3 weeks later.

Special Maternity Leave

Unpaid Special Maternity Leave is available to pregnant female employees in the case of
pregnancy-related illness or if the pregnancy ends within 28 weeks of the expected date of
birth. The duration of this leave should be agreed with the business owners as soon as is
practically possible, and any unpaid Special Maternity leave will reduce the amount of
Maternity Leave you are entitled to take by the same amount.

Applying For Leave

An employee wishing to take unpaid parental leave must provide written notice at least 10
weeks before starting the leave (or as soon as is practicable) including the intended leave
start and end dates.

Leave dates or any changes of dates must be confirmed at least four weeks before the leave
starts. The manager will confirm the leave and any affected entitlements such as continuous
service in writing.

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

Other Paid Leave

Annual leave
If the employee has paid annual leave available, he or she may, in agreement with the
manager, take some or all of that leave at the same time as the unpaid parental leave.

55
Time off for antenatal appointments, adoption interviews or examinations
Personal leave may be available for attendance at medical appointments. Appointment times
and the availability of leave should be discussed with the manager.

An employee may take up to two days unpaid pre-adoption leave. Employees must provide
notice of the leave including expected leave period as soon as practicable (which may be
after the leave has started).

If an employee requires more than two days pre-adoption leave, they should discuss their
requirements with their manager.

Leave for pregnancy related illness

If an employee is ill during her pregnancy, she may access her ordinary sick leave
entitlements, including any accrued leave.

If an employee experiences extended illness due to pregnancy, she can access unpaid
‘special maternity leave’ for the period her treating doctor certifies is necessary. Special
maternity leave is included in the 52 weeks available unpaid parental leave period.

The employee must make a special maternity leave application as soon as practicable which
details the period of leave required. The manager may request a medical certificate and if
so, this must be provided by the employee.

Loss of a child while pregnant

If the pregnancy ends within 28 weeks before the due date without a live birth, the employee
may take unpaid ‘special maternity leave’ for the period her treating doctor certifies is
necessary. Unpaid parental leave is not available in this situation, instead special maternity
leave applies.

The employee must make a special maternity leave application as soon as practicable,
specifying the expected leave period and providing a medical certificate where appropriate.

The Company will be sensitive to the personal issues associated with this type of leave.

During parental leave

Even though the employee is on leave, they will continue to be protected against
discrimination as an employee. See the Equal Employment Opportunity policy.

The Company respects that some employees do not want any contact while on leave, and
others do. The manager should discuss with the employee what sort of communication the
employee would like while on leave, and record this agreement.

While an employee is on unpaid parental leave, the Company will ensure that the employee
is considered and kept informed of significant changes that may occur in the business.

Where a decision will have a significant effect on the status, pay or location of the pre-
parental leave position, the Company will take all reasonable steps to inform the employee
and discuss the effect of the decision. During any restructures, employees on parental leave
will be treated no less favourably than other employees and will be kept informed of the
process.

56
If an employee has applied for less than 52 weeks unpaid parental leave, they can extend
the period of leave once to take the total leave up to a maximum of 52 weeks. The employee
must give at least four weeks’ notice prior to the end date of the original leave period. A
period of unpaid parental leave may be reduced by agreement between the Company and
the employee.

An employee can resign while on parental leave but they must give the required notice of
resignation as set out in their employment contract

Employees should not undertake any activity during leave which is inconsistent with the
employment contract, including other employment and they should remain responsible for
the care of the child.

The employee’s position may be filled on a temporary basis while they are on leave. the
Company will notify the replacement employee that their employment in this role is
temporary and that the pregnant employee has the right to return to the position.

Leave without Pay

The Company has the discretion to approve leave without pay that an employee is not
otherwise entitled to. This is usually approved in extenuating circumstances to benefit the
employee. To request leave without pay, please email your line manager cc-ing the Group
HR and Finance Manager.

Jury Duty
The Company recognises the importance of jury duty. An employee who has been selected
for jury service should supply the official request to attend, the details of attendance and the
amount the court has paid them to their manager at their earliest opportunity. The Company
will reimburse the employee the difference between this amount and their base salary. the
Company will pay the employee for the first ten days of absence due to jury duty.

Emergency Services Leave

If an employee needs to take temporary absence from work because of voluntary
emergency management activities (for example, as a volunteer dealing with an emergency
or natural disaster as a member of SES, CFA or Army Reserve) then they should ask the
line manager for leave as soon as possible after they become aware of the need to take
leave.

The Company will support such activities wherever possible. The Company may require
evidence of these activities at its discretion.

Notification and Evidence

Under the National Employment Standards,
“An employer is entitled to request evidence that would substantiate the reason for
leave. A failure to either provide notice or, if required, evidence that would satisfy a
reasonable person to substantiate the reasons for the leave, means the employee is
not entitled to the leave.”

57
PERFORMANCE MANAGEMENT
The purpose of performance management is to improve performance and engage employees
by setting expectations and supporting development. It is an ongoing process. It should
include informal and formal review. We encourage open, two way communication.

All employees will undergo a formal performance review with their immediate managers at
least once a year.

Employee performance will be managed against the agreed KPIs or objectives that are
provided to each employee.

Procedure
1. The manager and the employee agree on the date for an annual performance appraisal
meeting to allow time to prepare within the Company guidelines.
2. The manager and employee will meet and openly and constructively discuss
performance over the period.
3. The manager and the employee will agree any objectives and outcomes for the next
appraisal period.
4. Training and development will be considered as part of the process.
5. Notes should be taken of the meeting and copies kept.
6. Outside of this formal process, employees are encouraged to raise any development
needs, feedback or even issues they have when they arise.

58
PERFORMANCE IMPROVEMENT
Policy
Where warranted the Company will use improvement processes to improve performance.
Should such improvement processes be unsuccessful in improving an employee’s
performance, the Company may decide to end an employee’s employment. Depending on
the circumstances, performance improvement action may include verbal or written warnings,
counselling or retraining.

The Company requires a minimum standard of conduct and performance which will be made
clear to employees in management appraisals. If an employee does not meet this standard,
the Company will take appropriate corrective action, such as training. Formal performance
improvement procedures will generally only start when other corrective action fails.

Each employee must understand their responsibilities, be counselled and given the
opportunity to reach the standards expected of them. The Company will give an employee
the opportunity to improve before management takes further action.

Note: If employees have a disability that requires reasonable adjustments to be made to the
workplace or job to allow you to work safely and productively, they should raise this with their
manager. The Company will hope to meet these requests and only refuse such requests on
reasonable business grounds.

Process
1. The Company will advise the employee of any shortfall in their performance, and give
them an opportunity to respond and improve.
2. Once they respond, the manager will consider their response and decide if
performance improvement action should be taken. The Company will provide support
such as coaching and training where appropriate.
3. If the employee is given a verbal warning, the manager should make a note of it, date
it and sign it.
4. The manager will advise the employee clearly what they see as the performance
shortfall using specific examples to support the employee.
5. The manager will allow the employee to respond before making a decision and
consider the employee’s responses. The employee may have a support person
present at such meetings.
6. In severe circumstance, a written warning may be issued. In these cases, the
manager will:
• issue a copy of the warning to the employee
• give the employee the opportunity (and their support person the
opportunity) to sign the warning
• keep a copy on file
7. The warning must clearly define:
• the shortfall
• a clear explanation of the expected standard
• by when the employee needs to achieve it
• how the business will support the employee achieve the improvement
required
• consequences of failing to improve

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 8. The manager concerned will keep a record of all meetings, training and/or coaching
given and a summary of discussions, and put a copy on the employee’s file. This
should include date, location and time of discussion.
9. They will continue to support the employee and note the support they give, for
example, training or counselling.
10. If the employee’s performance or conduct doesn’t improve, the manager will give the
employee a final written warning and follow steps 4–10 above. This document needs
to warn the employee in clear terms the Company will terminate their employment if
there is not enough improvement, and a sustained improvement in, their
performance.

Note: If no improvement in performance is seen or the impact of performance negatively and

seriously impacts the business, a second or final warning may be issued.

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DISCIPLINARY PROCEDURE
The Company’s intention is that this procedure should emphasise and encourage
improvement in the conduct of individuals where they are failing to meet the required
standards, and not be seen as a means of punishment.

Every effort will be made to ensure that any action taken under this procedure is fair,
providing you the employee with an opportunity to state your case. On some occasions
temporary suspension on contractual pay may be necessary in order that an uninterrupted
investigation can take place. This should not be regarded as disciplinary action or a penalty
of any kind.

It is not practicable to specify all disciplinary rules or offences that may result in disciplinary
action, as they may vary depending on the nature of the conduct. In addition to the specific
examples of unsatisfactory conduct, misconduct and serious misconduct shown in this
policy, a breach of other specific conditions, procedures and practices set out elsewhere in
this Company Handbook or that have otherwise been made known to you, will also result in
this procedure being used to deal with such matters.

An employee will be subject to disciplinary action if they are found to have acted in any of
the following ways:
• failure to abide by the general health and safety rules and procedures
• persistent absenteeism and/or lateness (persistent lateness is defined as four
or more occasions in one month)
• unsatisfactory standards or output of work
• rudeness towards customers/clients, members of the public or other
employees, objectionable or insulting behaviour, harassment, bullying or bad
language
• failure to devote the whole of your time, attention and abilities to our business
and its affairs during your normal working hours
• unauthorised use of email and internet
• failure to carry out all reasonable instructions or follow our rules and
procedures
• unauthorised use or negligent damage or loss of company property, including
any IT equipment
• failure to report immediately any damage to property or premises caused by
you

Serious Misconduct
Serious misconduct may result in dismissal without notice following a thorough investigation,
even without any previous warning being issued. It is not possible to provide an exhaustive
list of examples of serious misconduct. However, any behaviour or negligence resulting in a
fundamental breach of your contractual terms that irrevocably destroys the trust and
confidence necessary to continue the employment relationship will constitute serious
misconduct.

Examples of offences that will normally be considered to be serious misconduct include

serious instances of:
• theft or fraud
• physical violence or bullying

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 • deliberate damage to property
• deliberate acts of unlawful discrimination, bullying or harassment
• possession, or being under the influence, of illegal drugs at work
• breach of health and safety rules that endangers the lives of, or may cause serious
injury to, employees or any other person

Disciplinary Procedure
1. The manager is to investigate the alleged offence thoroughly, including talking to
witnesses, if any.
2. The manager should ask the employee for their response to the allegation (taking notes of
this discussion) and allow them to have representation. The manager should also have a
witness present taking notes. The manager shall give genuine consideration to the
employee’s response and circumstances.
3. Following a thorough investigation, the manager will review all evidence provided in the
investigation and decide on next steps (for example potential to move roles, verbal warning,
writing warning or dismissal)
4. The manager should keep a file of all evidence collected and action taken in these
circumstances.
5. The Company will send the employee a letter of termination.

62
 PART C
Trainer and Assessors Only

63
ROLES AND RESPONSIBILITIES OF
TRAINERS AND ASSESSORS
Professional Development
Evidence of skills and currency must meet the criteria specified in Chapter 4, Clause 1.13 of
the Standards for RTOs 2015 being:
a) vocational competencies at least to the level being delivered and assessed; and
b) current industry skills directly relevant to the training and assessment being provided;
and
c) current knowledge and skills in vocational training and learning that informs their
training and assessment.
Evidence will include, but is not limited to: CVs; valid industry and VET qualifications;
evidence of attendance at training seminars, conferences or meetings; competency
mapping; referees; work place documentation including employment agreements, job
descriptions and or contracts of engagement; relevant industry memberships.

Relevant Industry Currency

If there is not an industry requirement to hold membership of an industry association, there
must be a minimum of 20 hours paid or voluntary industry experience per year.

VET Currency
To insure VET currency, the Trainer and Assessor must undertake a minimum of 10 hours
per year of VET related professional development.
The Trainer and Assessor must notify the Company annually of any updates to evidence of
skills and maintenance of currency in order that the Company is able to comply with its
obligations against the Standards for RTOs 2015.

Examples of how Trainers and Assessors can achieve this are through:

• Engage in ongoing professional learning to improve their practice.

• Draw on resources and frameworks provided by the Company to inform their work
and classroom practice. Contractors should ensure that, unless otherwise agreed
with the Company, they provide all necessary equipment to perform the Services and
use all the Company property in accordance with directions from the Company.
• Work collaboratively with other trainers and assessors to improve teaching and
learning within the Company.
• For employees, use feedback on their classroom practice to inform their professional
learning goals. Contractors are also expected to take into account feedback in their
compliance with the Company service standards.
• Ensure the currency of relevant professional certification. Contractors are also
required to maintain insurance as stipulated by the Company.

64
Further information can be found within the Professional Development and Currency Form
(issued with pre induction forms and competency mapping).

Classroom Practices
The expectations from the Company are for you to:
• Arrive 15 minutes prior to class starting to ensure you can start your class at the
scheduled time.
• Be prepared to deliver training as scheduled in the term schedule. This will involve
reviewing DropBox to ensure you have the relevant rescores for the planned class
and referring to your Head Trainer where required.
• Have the content knowledge and teaching ability to meet the diverse needs of all
students.
• Model excellent classroom practice in order to improve the learning outcomes of
students.
• Provide expert advice about the content being delivered.
• Behave in a professional manner at all times.
• Implement effective student management.
• Create interactive learning environments.
• For employees, ensure that lessons are prepared in advance of class time in line with
the Company’s lesson plans and course notes. Contractors should ensure that they
meet the Company’s service standards in the preparation of material and notes.
• Arrive punctually to class and conduct the lesson in accordance with the times
allocated by the timetable.
• Maintain records of class attendance and records of student progress and report any
discrepancies as dictated by the Company policy.
• Ensure that breaks for students are adhered to.
• Ensure that no personal or other business is conducted during timetabled the
Company class time or while providing the services.
• Ensure that classes are under direct supervision at all times (this includes
supervising students in the classroom, other training venues and whilst moving
between class room and other training venues). Refer to the Trainer Manual for more
detail on best practice.

Student Assessment
Trainers and Assessors are to:
• Prepare the student for assessment in line with the Company’s notification
procedures.
• Monitor, evaluate and report student progress in key learning areas.
• Ensure that appropriate preparation is made for the conducting of assessment prior

65
 to the assessment date.
• Ensure that assessment is conducted in an safe, inclusive environment.
• Ensure that the marking of assessments is completed in a timely manner and that
results are reported to administration in line with the Company policy.
• Provide constructive feedback to students.

Review

Trainers and Assessors are to:

• Provide constructive feedback to the Company for the purposes of course or policy
improvement.

66
GENERAL NOTES TO TRAINERS AND
ASSESSORS

Under national training packages, the role of the assessor in the assessment process is very
clear. There are 3 stages of the process:

1) Prepare the Assessment

2) Conduct the Assessment
3) Record and review the Assessment

Please refer to the individual assessment tools for specific guidelines and criteria of
assessment.

1) Prepare the Assessment

Establishing the context of Assessment

This involves determining the context and purpose of assessment in consultation with the
relevant training package and our assessor support materials (including marking guides). It
includes analysing units of competency, assessment guidelines and qualifications and
determining evidence requirements and potential collection methods.

Assessment tools have been developed by Head Trainers and industry experts. We value
the input of all our assessors in improving assessment design and all assessors will be
required to have input into the continuous improvement of our assessment tools.

Preparing the Learner

Your role will be to prepare the learner by:

• Explaining the context and purpose of assessment.
• Outlining the units of competency being assessed.
• Outlining the assessment procedure and the preparation a learner should undertake.
• Answering any questions.
• Identifying learners with special needs who may require assessment modifications in
line with our reasonable adjustment process.

Gathering Evidence

Your role in the evidence gathering process will be:

• To organise equipment and materials required for the assessment task.
• Coordinate and brief administration to produce assessment tools, record results,
organise resubmissions or any other issues that may involve them.

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2) Conduct the Assessment

Collecting evidence and making assessment decisions

Your role is to:

• Ensure that assessments are conducted in an appropriate manner to maintain their
validity, reliability, fairness and flexibility.
• Ensure all assessment have a colored cover sheet, completed in full and bear a
signed declaration of the learner.
• Collect assessment tools as outlined by the Company, assess these against marking
guidelines that have been provided and your own knowledge of the training package.
• Incorporate allowable modifications in line with the Company reasonable adjustment
process to ensure it does not compromise the integrity of the competency e.g.
providing a person with a wrist injury a scribe for an examination.
• Consult with other assessors to uniformity of standards.
• Make a judgement about the ability of the learner to demonstrate the competency.
• Record details of the outcomes of assessment and provide these to the
administration staff to record on the database.

Assessment Feedback

Your role is to provide the learner with:

• Clear and constructive feedback on the task.
• Information on how to overcome any gaps in competency.
• The opportunity to discuss the outcome and assessment process.
• Information on the resubmission or appeals processes.

3) Record and Review Assessment

Record and report the result

Your role is to:

• Record the assessment outcome in line with the Company’s policies.
• Once you have provided feedback to the learner, you must provide administration
with the assessment cover sheets so that they can update the database.
• Maintain confidentiality with regards to the learner’s assessment outcomes.

Review the Assessment Process

On completion of the assessment process, you must

• Review the process and undertake assessment validation.

68
 • Report positive or negative features of the process to the Head Trainer
• Make suggestions (if any) for improvement

Participate in Reassessment and Appeals Process

In the event of any reassessment or appeals, you must:

• Provide feedback or counselling to the learner if required.
• Provide information on the Reassessment and Appeals process.
• Report any assessment decision that is disputed to the Head Trainer or General
Manager of the Company.
• Participate in the reassessment or appeal as necessary.

69
Assessment Validation

As a minimum, Assessors will be required to provide feedback on the assessment tools they
use. In line with the requirements of the training packages we deliver, you may also be
required to be part of any or all of the following the Company approaches to validation:

• Assessment panels – the Company ensures a student undertaking any course is

assessed by two separate trainers as a minimum, either for entire course or delivery
modules of a course, this ensures an automatic validation across range of assessors.
• Moderation meetings – Staff meeting templates have a discussion point for any
moderation issues trainers are facing.
• Collectively developing or reviewing banks of assessment tools and exemplars to
provide model answers or guidelines of model answers available to trainers.
• Benchmarking – the Company follows or exceed industry standards of assessment
when possible.
• Field testing, trialing and piloting assessment tools.
• Peer review
• Team assessment – the Company ensures as a student that any student is assessed
by two separate trainers as a minimum, either for entire course or delivery modules
of a course. This ensures an automatic validation across range of assessors.
• Internal audit process
• Client feedback mechanisms - the Company ensures student feedback surveys have
a question regarding the assessment tool they were given. These feedback forms are
assessed by senior members of staff.

A position at the Company as an Assessor requires the undertaking that you will abide by
our Assessment policies. Please confirm that you have read and understood your role as an
Assessor at the Company.

Please note: Assessors are required to hold the TAE40116 (or higher or equivalent) and the
relevant vocational competencies to conduct assessment at the Company. Assessors who
do not hold this qualification will be required to work under supervision. Please to refer to the
separate Direct Supervision of Assessors document.

70
 PART D
Contractors Only

71
CONTRACTOR INVOICE PROCESS
Contractor invoices will be paid within 14 days of their receipt by the Company. The process
is as follows:

1. Ensure that timesheets are up to date prior to invoicing (those in Sydney office only)
2. Send your invoice to the the Company accountant via email for payment
(invoices@the Company.edu.au)
3. Invoices are guaranteed to be paid within 14 days of receipt (earlier if time allows)
4. If an invoice remains unpaid after 14 days, please e-mail the accountant for follow up
5. It is imperative that you do not chase unpaid invoices prior to the 14 day period

Please note a new contractor's first invoice will not be paid until they provide their
superannuation details.

Points to note:

• Please ensure that all invoices are numbered and that the number is always unique
to each invoice
• Your bank details should appear on each invoice to ensure payments are made into
the correct account
• If you discover that you have made a mistake on an invoice that has already been
paid, please forward a new invoice with the amendments only and a new invoice
number. E.g. if you invoices for AU$200 but the invoice should have been for
AU$300, you should invoice for the unclaimed hours and $100 only. Do not send
an invoice for the AU$300 as this will cause confusion in our accounting.
• Invoices that do not reconcile with the allocated class(es) stated in the Contractor
Agreement cannot be paid until rectified..
• Invoices must show hours worked and a description of the service provided e.g.
practical class teaching, 4 hours @ $x per hour.

72
POLICIES & DECLARATION
We hope you found this company handbook useful and that you continue to refer to it during
your employment or engagement with us.
Please read and tick each of these policies to indicate you have read and understand
the following policies:

Part A - All Staff (Employees and Contractors)

 OUR COMPANY VALUES ........................................................... 5

 CODE OF CONDUCT ................................................................ 7
 BUSINESS ENVIRONMENT ......................................................... 8
 CLEAR DESK POLICY ............................................................. 10
 DRESS CODE POLICY ............................................................ 11
 IT, INTERNET, EMAIL & SOCIAL MEDIA POLICIES ............................. 12
 RECRUITMENT .................................................................... 15
 WORK HEALTH & SAFETY ....................................................... 16
 RETURN TO WORK PROGRAM .................................................. 24
 EQUAL EMPLOYMENT OPPORTUNITY (EEO) & ANTI BULLYING ............ 29
 GRIEVANCE COMPLAINTS ....................................................... 32
 CONFLICT OF INTEREST ......................................................... 33
 INTELLECTUAL PROPERTY & SECURITY ...................................... 34
 ENVIRONMENTAL BEST PRACTICE ............................................ 35
 WORKPLACE SURVEILLANCE ................................................... 36
 PHOTOS, VIDEO AND OTHER MEDIA ........................................... 36

Part B - Employees only

 TRAINING & DEVELOPMENT ..................................................... 41
 PROBATIONARY PERIOD ........................................................ 41
 PREGNANCY AT WORK .......................................................... 42
 OFFICE CONDUCT ................................................................ 45
 TRAVEL POLICY ................................................................... 45
 WORKING FROM HOME POLICY ................................................ 48
 FLEXIBLE WORKING ARRANGEMENTS ........................................ 50
 LEAVE POLICIES .................................................................. 52

Part C - Trainers and Assessors

 ROLES AND RESPONSIBILITIES OF TRAINERS AND ASSESSORS ......... 64
 GENERAL NOTES TO TRAINERS AND ASSESSORS .......................... 67

Part D - Contractors only

 CONTRACTOR INVOICE PROCESS ............................................. 72

I declare that I have read and understood the contents of this handbook (revised May 2020)
including the above policies and I agree to these documents
Name ________________________________

Date___________________________________

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