Simulated Business: JKL Industries

Simulated Business: JKL Industries

Simulated Business: JKL Industries JKL policies and procedures

JKL policies and procedures Simulated Business: JKL Industries

Simulated Business: JKL Industries JKL policies and procedures

Simulated Business: JKL Industries

Business and strategic planning FY 2014–15 2

Mission 2

Vision 2

Company values 2

Strategic planning 2

Operational plan 5

Human resources 5

Office requirements 6

Operating capital requirements 7

Insurance requirements 7

Operational workflow 7

Operating hours 8

Risk management strategy and plan 9

Introduction 9

Guiding principles 9

Responsibility and authority 9

Risk management framework 9

Definitions 10

JKL risk management action plan 11

JKL policies and procedures 12

Code of conduct 12

Legislative requirements 12

Health, safety and rehabilitation policy 13

Workplace harassment, victimisation and bullying policy 13

Anti-discrimination and equal opportunity policy 14

Privacy policy 15

Recordkeeping policy 16

Recordkeeping procedures 17

Vocational education and training, apprenticeships and traineeships policy 17

Performance management policy 18

Business and strategic planning FY 2014–15

Mission

JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce.

Vision

JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia.

Company values

· Performance excellence

· Value for investors, customers and employees

· Personal and professional development

· Diversity

· Sustainability.

Strategic planning

Goals Strategic objectives Operational objectives
Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers
Reduce costs through HR management efficiencies
Increase revenue by through providing increased customer value
Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months
HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development
Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service
JKL will expand existing branches to include the sale of medium and large trucks within 18 months
HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff
Develop workforcepotential

Provide required training to meet workforce needs Deliver training to upskill rental employees
Recruit Conduct workforce planning throughFY 16–17
Complete implementation of staff planning for FY 2014–15
Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy
Ensure all critical roles are filled to meet revenue targets
Become an Employer of Choice Provide personal development plans for all employees
Retain managerial talent through rewards, promotion and training
Provide best in industry programs incentives and HR services
Manage performanceand adherence to organisational values Complete twice-yearly performance reviews
Communicate organisationalvalues and code of conduct
Build culture of excellence: eliminate discrimination and promote diversity in workforce
Promote levels of diversity in workplace proportional to percentage of population
Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs, such as completion of reporting and coaching requirements
Monitor stock turns of forklifts, trucks, etc.
Monitor HR service delivery efficiency

Operational plan

JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources and workforce planning, performance management, physical and financial resources and workflow.

Human resources

The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: sales, fleet rentals, and service.

JKL employees over 190personnel in the following categories (see organisation chart).

The Managing Director reports to a Board of Directors and is based in the Sydney head office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the Operations Manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services.At each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The HRofficers (Business Partners) report to both the HR Manager at head office and their respective managers in the branches.

A summary of human resources at each location in FY 2013–14 appears below:

Sydney head office
Personnel:

· 30 full-time and casual sales and customer service people (10 sales consultants; 5 rental consultants;5 mechanics; 3 apprentices, 3HR officers; 3 administrative assistants

· accounts manager and 2 accountants

· senior management team (3) + 1branch manager (operations manager, HR manager, finance and administration manager)

· CEO and managing directors.

Branches
Each branch employs the following personnel:

· 30 full-time and casual sales and customer service people (9 sales consultants; 4 rental consultants;5 mechanics; 3 apprentices, 3HR officers; 3 administrative assistants

· branch manager.

Office requirements

Sydney Head office
· size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)

· large mezzanine office space (occupied by Senior Management Team)

· loading bay with large capacity.

Branches
· average size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing)

· large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company)

· loading bay with large capacity.

Operating capital requirements

JKL requires approximately $13 million in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations.

Operational expenses
Wages, salaries $6,000,000
Consultancy fees $150,000
Communication expenses $120,000
Marketing $2,400,000
Premises expenses $3,000,000
Insurance $356,000
Depreciation and amortisation $540,000
Office supplies $180,000
Training $180,000
Total expenses $12,926,000

Insurance requirements

JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year.

Operational workflow

Sales

1. Negotiate with suppliers.

2. Receive and warehouse products.

3. Provide service and information to customers.

4. Receive payment.

5. Arrange delivery of items (if required).

Rentals

1. Conduct market research to determine needs.

2. Negotiate with suppliers.

3. Receive and warehouse rental products.

4. Provide service and information to rental customers.

5. Receive payment.

6. Arrange delivery of items (if required).

Service

1. Conduct market research to determine needs.

2. Negotiate with suppliers.

3. Receive and warehouse service supplies.

4. Provide service and information to service customers.

5. Receive payment.

JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades.

Operating hours

JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational yearround except federal and state holidays (as they apply to each branch).

Risk management strategy and plan

Introduction

JKL recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to:

· identify, evaluate, control and manage risks, including environmental risks

· ensure potential threats and opportunities are identified and managed

· inform store management, partners and staff members about their roles, responsibilities and reporting procedures with regards to risk management

· ensure risk management is an integral part of planning at all levels of the organisation.

Guidingprinciples

JKL is committed to achieving its vision, business objectives and quality objectives. This will be achieved through the proactive management of risk at all levels of the organisation. JKLacknowledges that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes.

Responsibility and authority

Store managers/partners have responsibility for ensuring that risk management is in place.

Managers/partners have the responsibility of reviewing the Risk Action Plan (outlined in the table at the end of this document) on a monthly basis.

Staff support and implement policies approved by the partners.

Key risk indicators will be identified, closely monitored and action taken where necessaryby all employees of JKL.

Risk management framework

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

· Policies and procedures: A series of policies underpin the internal control process.

· Reporting: Decisions to rectify problems are made at regular meetings of the partners and management.

· Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the partners. Contingency planning is undertaken as required.

· Risk management review: The partners are required to report monthly.

· External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the partners.

Definitions

Risks are identified on a scale of likelihood of occurring in the next 12 months and assigned an impact or consequence of the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function in such a way as to achieve company goals. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function, and low indicates minor reductions in achieving budget or minimal reduction in performance.

Business and strategic planning FY 2014–15 Simulated Business: JKL Industries

Simulated Business: JKL Industries Business and strategic planning FY 2014–15

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JKL risk management action plan

Risk Risklikelihood Risk impact Controls Monitoring Timelines Responsible
JKL fails to meet revenue goals Medium high Tightly plan and manage skills and capability Scorecard results

Financial statements

Monthly and quarterly reporting Managers at each level
JKL fails to expand market share Medium High Manage performance and adherence to organisational values

Regular training

Revenue figures

Customer

Monthly and quarterly reporting Managers at each level
JKL fails to recruit and retain staff in areas of critical need (management, salesforce, mechanics) Medium High Manage performance and adherence to organisational values

Take steps to become an Employer of Choice (steps TBD)

Plan strategic approach to workforce and staffing for three years in alignment with organisational goals

Consult to complete shorter term (yearly staffing plans in business partnership with relevant managers in alignment with workforce strategic planning)

HRMS statistics:

· training numbers

· recruitment figures

· turnover

Internal climate survey results

Monthly and quarterly reporting Managers at each level
JKL fails to comply with legislative requirements Low High Manage performance and adherence to organisational values

Regular review of legislative environment and relevant policies

HRMS statistics:

· demographics

Audit results

Internal climate survey results

Monthly and quarterly reporting Managers at each level

Individual staff and contractors

Simulated Business: JKL Industries Risk management strategy and plan

Simulated Business: JKL Industries Risk management strategy and plan

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JKL policies and procedures

JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements.

Code of conduct

JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation.

Employees and officers of JKL are expected to:

· respect and support the core values of the organisation:

· performance excellence

· value for investors, customers and employees

· personal and professional development

· diversity

· sustainability

· respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness

· act in accordance with relevant legislation, standards and industry codes of practice

· act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest

· protect the privacy of others in accordance with organisational privacy and recordkeeping policies.

Legislative requirements

It is company policy to comply in all respects with local, state/territory, and federal government legislation. The relevant legislation that needs to be complied with includes:

· Competition and Consumer Act 2010

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Fair Work Act 2009

· Freedom of Information Act 1982

· Privacy Act 1988

· Racial Discrimination Act 1975

· Safety, Rehabilitation and Compensation Act 1988

· Sex Discrimination Act 1984

· state and territory health and safety legislation.

JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position.

Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation.

Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites.

A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at:

· Parliament of Australia, ‘Key internet links on Australian law’, viewed March 2014, <http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/ Parliamentary_Library/Browse_by_Topic/Auslaw>.

Health, safety and rehabilitation policy

The purpose of this policy is to state the organisation’s commitment to reducing andmanaging health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training.

This policy applies to all officers, employees and contractors of JKL.

Applicable legislation includes:

· Safety, Rehabilitation and Compensation Act 1988 (Cwlth)

· Work Health and Safety Act 2011 (NSW)

· state health and safety Acts that apply to each branch (check your state’s legislation)

· Workers’ Compensation Act 1987 (NSW)

· Workplace Injury Management and Workers’ Compensation Act 1988 (NSW).

The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the workhealth and safety is further detailed as part of the JKL Work Health and Safety Management Standards.

Workplace harassment, victimisation and bullying policy

The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment.

Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL.

Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Racial Discrimination Act 1975

· Sex Discrimination Act 1984

· Anti-Discrimination Act 1977 (NSW).

Anti-discrimination and equal opportunitypolicy

The purpose of this policy is to underscore the organisation’s commitment to the fair treatment of all personnel and customers.

JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination.

Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL.It is embedded in policies, practices and forward planning.

JKL recognises the importance of diversity in achieving our vision.

JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision.

A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential.

At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of:

age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status;employment activity; or personal association with any individuals with these characteristics.

Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Disability Discrimination Act 1992

· Workplace Gender Equality Act 2012 (Cwth)

· Racial Discrimination Act 1975

· Sex Discrimination Act 1984

· Anti-Discrimination Act 1977 (NSW).

JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at:

· ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed March 2014, <http://www.humanrights.gov.au/our-work/legal/ legislation>.

Privacy policy

The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers.

Customer information is treated under the following rules.

Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them.
Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected.
Data quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date.
Data security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure.
Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks.
Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request.
Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency.
Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so
Transborder data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection.
Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies).

JKL takes care to respect employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include:

· employee records and personnel files

· referee reports

· workplace surveillance and monitoring.

Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through:

· providing access to own records where available or practicable for correction

· undertaking not to pass on data to others or external partiesexcept for the strict purposes of undertaking JKL business or without express permission.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· Privacy Amendment (Private Sector) Act 2000.

Recordkeeping policy

The purpose of this policy is to outline the organisation’s approach to recordkeeping.

At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation.

Implementation strategies for recordkeeping systems include:

· ensuringthesystem to meets all of the operational and strategic needs of JKL

· documenting the system (see procedures)

· training personnel to create and store records

· setting standards for recordkeeping and monitoring theuse of systems

· ensuringall legislative requirements are met, including for retention periods.

JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· anti-discrimination legislation.

Recordkeeping procedures

File management

Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files.

Do not store company data on your C: drive(i.e. do notsave work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash.

If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office.

When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department.

To ensure privacy, all employee records and information gathered from employees must only be used for the stated purpose of collection and must be kept on a secure HRMS server.

Filenames

Filename should include authors last name, title of report(or abbreviated title of report), and date of submission.

Back-ups

Back-up copies of all electronic files on the server are made twice weekly.

If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up.

Vocational education and training, apprenticeships and traineeships policy

The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people.

JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties.

JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites.

· Australian Apprenticeships, viewed March 2014, <http://www.australianapprenticeships.gov.au/>.

This policy applies to all officers, employees and contractors of JKL.

Performance management policy

The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people.

Performance reviews should be held twice yearly by managers. Performance should be monitored against agreed KPIs and feedback provided on a regular basis.

This policy applies to all officers, employees and contractors of JKL.

Relevant legislation may include, but is not limited to:

· Privacy Act 1988

· anti-discrimination legislation

· equal employment opportunity legislation.

Managing Director

Operations Manager

Sales Manager

Rentals Manager

Service Manager

Sales Consultants

Administrative Assistants

Finance and Administration Manager

Customer service Consultatnts

Human Resources Officer (BP)

Human Resources Officer (BP)

Administrative Assistants

Mechanics

Accounts Manager

Human Resources Officer (BP)

Administrative Assistants

Accountants

Apprentices

Branch Managers

HR Manager and Senior Business Partner

Centres of Excellence

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