Pop and Selma’s Cafe
WORK HEALTH AND SAFETY POLICY
Goals
This policy:
Shows the commitment of Pop and Selma’s management and workers to health and safety
Aims to remove or reduce the risks to the health, safety and welfare of all workers, contractors and visitors, and anyone else who may be affected by our business operations
Aims to ensure all work activities are done safely.
Responsibilities
Management (the supervisor and / or manager) is responsible for providing and maintaining: a safe working environment safe systems of work plant and substances in safe condition facilities for the welfare of all workers any information, instruction, training and supervision needed to make sure that all workers are safe from injury and risks to their health
Workers are responsible for: ensuring their own personal health and safety, and that of others in the workplace complying with any reasonable directions (such as safe work procedures, wearing personal protective equipment) given by management for health and safety *

Date: ..........................................................................................
Signed Manager: .......................................................................
Signed Worker: ......................................................................
Date to be reviewed: ...................................................................

Pop and Selma’s Café STAFF CODE OF CONDUCT POLICY

Dress Code- * Employees must wear appropriate length skirts (female) or shorts (female/male) * T-shirts must not be revealing * Shoes must be closed toe, comfortable and easy to move around in. Kitchen staff must wear leather boots to prevent burns * Hair longer than shoulder length must be tied back and off the face * No nail polish should be worn in all workplace areas * No rings or bracelets

Behaviour- * Employees must have a customer service focus (smiles and chatting to customers) * Employees must be ready to work (apron on, phone away) before shift commences * Staff must comply to food allowances during lunch break * Work as a team and take direction from leading staff * Phones must be placed in box before shift and must only be collected during lunch break and end of shift

Consequences- * Employees will receive two written warnings for breaches of conduct * After two written warnings management will decide on a course of action, may result in possibility of employment termination

CHECKLIST—EMERGENCY PLANS
Pop and Selma’s Cafe

Pop and Selma’s Café
CHECKLIST—EMERGENCY PLANS
Pop and Selma’s Cafe

Pop and Selma’s Café

| Yes | No | Emergency contact details * Are emergency contact details relevant to the types of possible threats, for example fire brigade, police and poison information centre? * Are the emergency contact details displayed at the workplace in an easily accessible location? * Are contact details updated regularly? | | | Evacuations * Have all emergencies requiring an evacuation at the workplace been identified? * Has an evacuation procedure been prepared (if applicable)? * Does the procedure: address all types of situations and hazards which may arise at the workplace * Cover everyone who may be present at the workplace * Allow for quick and safe evacuation when needed * Clearly identify routes to safe assembly areas consider special assistance for hearing, vision or mobility-impaired people, and * Include a process for accounting for persons? | | | Fire protection equipment * Does the workplace have appropriate fire protection equipment? Is it suitable for the types of risks at the workplace, for example foam or dry powder type extinguishers for fires that involve flammable liquids? * Is it properly maintained and regularly checked and tested by the local fire authority or fire equipment supplier? * Is the area where the equipment is stored kept clear of obstructions? * Are adequate numbers of workers trained to use fire extinguishers? Do they know what type of extinguisher to use for different types of fires? | | | Extreme weather conditions * If there is a risk of extreme or dangerous weather conditions, for example bushfire, floods or storms, will the control measures be effective in these conditions? * Do emergency procedures accommodate declarations of extreme weather warnings? Examples of extreme weather warnings may include warnings such as a code red in the case of extreme bushfires or categories 3, 4 or 5 for cyclone warnings. Do declarations of extreme weather warnings in the emergency plan include matters such as: safe exit routes, for example the process for identifying and communicating roads that may be closed? * Do procedures identify the closest designated ‘safe place’? * Do procedures accommodate evacuation procedures of the relevant local authorities? * Do workers have access to reliable communications equipment? * Are workers trained in emergency evacuation and related procedures? * If workers travel into areas where extreme weather warnings may be declared, have appropriate policies and procedures been developed for when such declarations are made? | | | Chemical safety * Are current safety data sheets available for all hazardous chemicals on site? * Are all hazardous chemicals labelled and stored in a safe manner? * Is appropriate equipment available to initially respond to a chemical incident, for example absorbent material to contain a liquid spill? * Is appropriate personal protective equipment and training provided to protect workers who are called on to deal with an unplanned chemical release? | | | First aid * Has a first aid assessment been conducted? * Does the workplace have trained first aiders and suitable first aid facilities? * Are workers aware of where first aid facilities are kept and who first aiders are? | | | Neighbouring businesses * Have neighbouring businesses been considered if an emergency occurs? How would they be advised of an emergency situation arises (if applicable)? * Should they be consulted about the preparation and coordination of emergency plans? * Have the risks from neighbouring businesses been considered, for example fire from restaurant/takeaway food outlets, Q fever from cattle yards or vehicle accidents on major roads? | | |

LOCK UP CHECKLIST
TICK WHEN COMPLETED
Date: Staff Name: | MONDAY | TUESDAY | WEDNESDAY | THURSDAY | FRIDAY | SATURDAY | SUNDAY | Front alarm | | | | | | | | Back alarm | | | | | | | | Lock fridges | | | | | | | | Till under bench | | | | | | | | Tip jar away | | | | | | | | Lock back gate | | | | | | | | Lock storage cupboards | | | | | | | | Lock front door | | | | | | | |

2) Group 1 | | | Group 2 | | | | | Kristi | | | Mitch | Alex | | | Chloe | Tayla | | | Callum | James | | | Jess | Mili | | | Abby | Kobie | | | Adam | Leanne | | | April |

TRAINING DAYS
1/2/16- LOCK UP AND EMERGENCY TRAINING- GROUP 1 (4PM-6PM)
3/2/16- LOCK UP AND EMERGENCY TRAINING- GROUP 2 (3PM-5PM)
10/2/16- STAFF MEETING FOR NEW CODE OF CONDUCT (ALL) 5PM-6PM
15/2/16- WHS POLICY MEETING- GROUP 2 (3PM-4PM)
15/2/16- WHS POLICY MEETING- GROUP 1 (4PM-5PM)

To monitor the effectiveness of the new rules and policies in action, regular check ups can be done to check staff are completing tasks correctly. Fortnightly staff meetings will also be held to talk about how people are coping with the new policies.
3. Regular staff performance reports can check for staff compliance to safe work practices. These can be used to see who is adhering and who is not. Ultimately, these results can be used to train staff further to meet requirements.
4. A suitable candidate would be someone who is a lead floor person. This would give them the opportunity to shine and be given more responsibility in the workplace. I wouldn’t give the job to a managing role or head of section (eg. head cook, head barista) as they already have major responsibilities and will have to compromise to get everything done, whereas a floor person with less responsibility can completely focus on this given task.
5. Creating a staff intranet allows access to all at anytime needed; it is also more sustainable and less time consuming for manager. This allows staff to access the documents from anywhere at anytime rather than needing to be in the workplace to look at the files.
6. The system used to keep WHS would be in Internet form, on a web page for easy access. They will be listed in sections also for a comfortable approach. Regular admissions will be received, therefore those in charge are able to monitor and read through the documents at anytime.
7. I would consult with the owner of the business to make sure all staff are up to date with the workplace requirements and the policies and procedures of whs such as anything broken or faulty. I would encourage a staff member to take part in consultation by letting them get more involved and hold more responsibility, which could ultimately lead to promotion.
8. The methods I would use include: keeping a diary, take notes during consultations, do a report, have staff meetings.
9.The methods I would use for ongoing hazard and risk prevention would include: workplace audits, where the manager in charge will check the workplace according to the given audit checklist, if anything isn’t met then that can be used as a guide for improvement. Using the same checklist, the workplace can bring in an external person to complete the checklist, where anything not met can also be discussed with manager for improvement.
10. Whs evaluations, staff communication (whs communication booklet) (incident log)
11. Use a risk audit to out line what the risks are so they then can be worked on and fixed. Performance reports of staff to ensure they are completing tasks correctly and safely.
12. The success of these risk control methods mentioned above would be determined by regular check ups of the reports and staff. This includes multiple audits from internal and external people, and random staff performance check ups. Ultimately, if the check ups are satisfactory, then these methods are successful.
13. The ramifications of failure to comply can range from heavy fines for the owner of the business, including risk of jail time, to injury or death of staff member if safety procedures fail.