TECHUPDATE

Bounce Fitness About Us

2023-07-05T22:50:00.001+05:30

OUR STORY

Established in Cairns, Queensland in 2001 by Margaret House, Bounce Fitness has grown from a single aerobic studio due to membership demand for expansion. A second centre was established in leased premises in Brisbane in 2004 and the next two years saw centre developments in Sydney and Melbourne. The Board of Directors, who oversee functions in all centres, intend to launch a new centre in Perth, Western Australia.

Bounce Fitness aims to be a premier provider of fitness and wellness in Australia through excellent service and expertise. Centre staffs are trained in customer service and their profession to foster a loyal community. Each centre has a manager, who reports to the CEO in Cairns, and a team of permanent and casually employed fitness instructors. Bounce Fitness has invested time in training staff to upgrade their professional skills and customer service to foster a loyal member base.

The business operates and complies with the best business practice, all legislative requirements, and local by-laws. It is registered with the national body.

The business is operated on best business practice and complies with all legislative requirements, local by-laws and is registered with the national body. Each centre sells memberships to 120%, which means that at peak times it could be quite crowded. Still, experience demonstrates that there is a maximum of 80% usage.

Each centre has scheduled aerobic classes that are packed with fun and trendy choreographed fitness moves with accompanying music, ranging from high to low intensity. Circuit classes are also planned for members who are interested in a circuitous rotation around different resistance equipment. Bounce Fitness offers updated and innovative fitness classes to satisfy the varying interests, needs, and goals of its members. These classes are coupled alongside state-of-the-art fitness equipment inside spacious, air-conditioned, and well-ventilated rooms that are designed by a Brisbane firm. The centres also feature clean showers, toilets, and lockers. There is a small cafeteria that offers healthy, low-calorie drinks and food. Each centre features a retail section selling fitness merchandises such as shoes and clothes. Bounce Fitness also offers low-intensity classes incorporate light weights for aged care facilities. This is to help keep their residents active and provide a fun activity in their routine. Special classes are held in high schools for senior students while sheltered workshops and other special requested events are operated at minimal or no cost as the business’ community service. Memberships are sold on one, three, six, and twelve-monthly bases on a decreasing fee scale. Casual members are welcome as well.

The business operates and complies with the best business practice, all legislative requirements, and local by-laws. It is registered with the national body.

OUR METHOD

Bounce Fitness offers updated and innovative fitness classes to satisfy the varying interests, needs, and goals of its members. These classes are coupled alongside state-of-the-art fitness equipment inside spacious, air-conditioned, and well-ventilated rooms that are designed by a Brisbane firm. The centres also feature clean showers, toilets, and lockers. There is a small cafeteria that offers healthy, low-calorie drinks and food. Each centre features a retail section selling fitness merchandises such as shoes and clothes.

Bounce Fitness also offers low-intensity classes incorporate light weights for aged care facilities. This is to help keep their residents active and provide a fun activity in their routine. Special classes are held in high schools for senior students while sheltered workshops and other special requested events are operated at minimal or no cost as the business’ community service.

Memberships are sold on one, three, six, and twelve-monthly bases on a decreasing fee scale. Casual members are welcome as well.

BSBLDR521 WORLDUCATION

2023-06-18T16:34:00.002+05:30

Case Study – WORLDUCATION

Worlducation is a social startup that manufactures tablet computers for primary school students. They not only focus on the hardware, but they also have a competitive team creating software, content, and activities to better engage and educate the students.

What makes Worlducation completely different from their competition is that they envision a world in which every child learns how to read and write – a world without illiteracy. Given this vision, for every classroom that buys their products, they donate and train a classroom somewhere around the world that can’t afford the same technology. Furthermore, they connect the two classrooms (those who bought the products and services and those who received the donation) so that they can grow together and collaborate throughout their learning cycle.

Worlducation headquarters are in Sydney’s CBD but they have a development team in Bulgaria, a manufacturing team in Hong Kong, and operation and sales and marketing staff in Colombia, Egypt, Iceland, Russia and the Philippines.

Worlducation is in a period of expansion and needs to ensure that it can access enough qualified staff at its Sydney CBD headquarters. Over the last 12 months, the company has found it challenging to attain and maintain adequately trained staff.

During this time Worlducation has experienced a range of staffing issues including workplace bullying, harassment and multiple staffing complaints fuelled from employee differences. Worlducation recognises its talented and diverse workforce as a key competitive advantage. Their business success reflects the quality and skill of our people.

Specific information that may be used as for Section 1 of the Project Portfolio

It is the responsibility of all team leaders to develop diversity within their teams and work plans. Team leaders are required to adhere to legislative and organisational requirements.

Worlducation has a call centre (located at headquarters). The call centre falls under the management of the Sales and Marketing Manager but is led by the call centre team leader (you). Call centre staff answer calls from customers, resolve simple queries and perform administrative tasks.

You team consists of three of the following people (your assessor will assign three to you):

Assessor: Assign students with three of the following. Vary how you assign the team members to discourage collusion.

Team member	Information
Valerie Salter (28 years old)	Valarie has recently married and converted to Judaism. Her husband follows the Jewish faith and converting was something she felt was important to her new relationship. Valerie has lived in Sydney, NSW all her life and values tradition. She has moral objections to the LQBTIQ community. Valerie has mentioned that she would like to leave work early on Friday afternoon to begin to observe the Sabbath, but some of the staff have heard her discussing it and are upset that they won’t be afforded the same right to leave early on a Friday.
An Giang (38 years old)	An is an Australian citizen, but both her parents were born in Vietnam. An is transgender and was born male. An has experienced misgendering (people referring to her using the incorrect pronoun). An is suspicious of all religions based on their views of the LGBTIQ communities.
Christiano Sousa (22 years old)	Christiano has recently moved to Australia from Brazil. English is his second language (Portuguese is his language of choice) and he played semi-professional soccer before joining Worlducation. Christiano now volunteers at the local soccer club coaching children and would like to leave work early on Thursdays to coach from 3:30pm. He loves soccer so much he cannot understand why anyone would watch or play another sport. Christiano has been teased about his accent.
Elise Everton (55 years old)	Elise has worked at Worlducation since it started in 2016. She has a strong knowledge of the business and good relationships with the customers. Elise is Australian and has never travelled oversees before. She was diagnosed with depression about a year ago. She did not tell the until three months ago, when was signed off on sick leave. She returned to work last week but is overwhelmed. She has requested to only take calls and only work half-days (9am to 1pm).
Yarran Waru (30 years old)	Yarran is an Aboriginal man who grew up in a remote QLD territory. For high school, Yarran received a rugby scholarship and attended a prestigious private bordering school in Brisbane and is a member of the school’s “Old Boys Club”. Yarran works flexible hours from home two days a week (Mondays and Wednesdays) to help care for his children. Some staff members do not think he will be able to take customers calls in a professional manner with his young children nearby.

The HR Manager has forwarded the following information to all team leaders to assist them develop diversity in their teams.

Useful legislative links about Workplace Diversity:

Fair Work Act 2009

This act prohibits discrimination against a person who is an employee, or prospective employee, because of the person's race, colour, sex, sexual preference, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction or social origin in awards and agreements and in the termination of employment.

Website: https://www.legislation.gov.au/Details/C2016C00785

Age discrimination

Age Discrimination Act 2004

It is unlawful to discriminate on the grounds of age.

Website: https://www.legislation.gov.au/Details/C2016C00746

Disability discrimination

Disability Discrimination and Other Human Rights Legislation Amendment Act 2009

It is unlawful to discriminate on the grounds of disability.

Website: https://www.aph.gov.au/Parliamentary_Business/Bills_Legislation/Bills_Search _Results/Result?bId=r4024-

Racial discrimination

Racial Discrimination Act 1975

It is unlawful to discriminate in employment on the grounds of race, colour, national or ethnic origin.

Website: https://www.legislation.gov.au/Details/C2016C00089

Equal employment opportunity

The Equal Opportunity Act 2010

Website: https://www.humanrightscommission.vic.gov.au/the-law/equal-opportunity-act

Sex discrimination

Sex Discrimination Act 1984

It is unlawful to discriminate in employment on the grounds of gender, marital status, pregnancy or potential pregnancy, or to sexually harass another person.

Human Rights

Human Rights Commission

This site contains information on Human Rights, Disability Rights, Racial Discrimination, Sex Discrimination and Aboriginal and Torres Strait Islander Social Justice.

Website: https://www.humanrights.gov.au/

Human Rights and Equal Opportunity Commission Act 1986

This sets up a mechanism to deal with complaints of discrimination in employment through the Australian Human Rights Commission.

Website: https://eoc.sa.gov.au/eo-you/discrimination-laws/australian-laws/human-rights-and-equal-opportunity-commission-act

Specific information that may be used as for Section 2 of the Project Portfolio

The Sales and Marketing Manager met with you (Call Centre Team Leader) to discuss the work to be done for the next months. Together you agreed on the following:

Deliverable	Tasks/Activities	Due by:
Summarise weekly calls	Update feedback register Summarise call information Write a report **This activity can only be done at the head office	Close of business each Friday.
Follow up unresolved queries	Source solution Communicate with client	Close of business each Friday.
Rearrange call centre desks for better lighting	Move desks nearer to windows	End of month.
Team building	Arrange team building session (two weeks to arrange) Attend team building session	End of month.
Compile a list of clients	List all clients on MS Excel spreadsheet	End of month.

All team members can perform the task/activities. Task and activities are assigned evenly amongst the call centre team members.

Diversity Policy

Introduction

Worlducation recognises its talented and diverse workforce as a key competitive advantage. Our business success reflects the quality and skill of our people. Worlducation is committed to seeking out and retaining the finest human talent to ensure top business growth and performance.

Diversity management benefits individuals, teams, our company, and our customers. We recognise that each employee brings their own unique capabilities, experiences, and characteristics to their work. We value such diversity at all levels of the company in all that we do.

Worlducation believes in treating all people with respect and dignity. We strive to create and foster a supportive and understanding environment in which all individuals realise their maximum potential within the company, regardless of their differences. We are committed to employing the best people to do the best job possible. We recognise the importance of reflecting the diversity of our customers and markets in our workforce. The diverse capabilities that reside within our talented workforce, positions us to anticipate and fulfil the needs of our diverse customers, both domestically and internationally, providing high quality products and services.

Worlducation is diverse in many dimensions. Our diversity encompasses differences in ethnicity, gender, language, age, sexual orientation, religion, socio-economic status, physical and mental ability, thinking styles, experience, and education. We believe that the wide array of perspectives that results from such diversity promotes innovation and business success. Managing diversity makes us more creative, flexible, productive, and competitive.

Recruitment

As a responsible community member, Worlducation recruits people from all over the world. We believe that our employees from many different cultural, linguistic, and national backgrounds provide us with valuable knowledge for understanding and reflecting our customers in local markets.

To achieve and fully benefit from a diverse workforce we have established outreach programs to identify individuals from under-represented backgrounds for recruitment.

Career development and promotion

Worlducation rewards excellence and all employees are promoted based on their performance. All managers are trained in managing diversity to ensure that employees are treated fairly and evaluated objectively.

Community programs

Worlducation recognises that there are distinct demographic groups that have long been disadvantaged. We recognise that racism, ageism, sexism, and other forms of discrimination are problems both for our organisation and society. Worlducation is committed to tackling cultural stereotypes both within and outside our organisation. We have clear reporting procedures for any type of discrimination or harassment combined with follow-up procedures to prevent future incidents.

Worlducation combats discrimination in the wider community through partnerships with community-based groups. We work closely with a range of community groups.

Our commitment to diversity is led by our diversity champions who come from all levels of the company, from top management to the shop floor. The diversity champions make up a diversity committee, which is responsible for ensuring that our diversity policy is articulated in the day to day running and the strategic direction of the company.

Diversity practices

If required, employees may undergo diversity training. Diversity training encompasses raising awareness about issues surrounding diversity and developing diversity management skills.

Worlducation provides a safe and pleasant environment for our employees.

Employees should be offered flexible working conditions if their circumstances require.

Feedback

We welcome feedback on our diversity practices, including the contents of this policy. All feedback should be documented and presented to your superior for further action.

WORLDUCATION BSBOPS501

2023-06-15T07:34:00.003+05:30

Case Study – WORLDUCATION

Background information

Worlducation is a social startup that manufactures tablet computers for primary school students. They not only focus on the hardware, but they also have a competitive team creating software, content and activities to better engage and educate the students.

So far, Worlducation only sells their tablet computers business to business (B2B) as they realised that their content and hardware proved most effective when a whole classroom was using it, and a teacher was coordinating the activities. Also, this helped the sales team focus on larger sales, and minimised the potential number of problems that could arise from individual customers. However, the long-term plan is to also tackle a business to consumer strategy (B2C).

Worlducation was founded in 2016, and by the end of 2019 they had sold over 35,000 tablets to over 550 schools in 23 countries, generating revenue in hardware sales and software subscriptions.

Worlducation headquarters are in Sydney’s CBD but they have a development team in Bulgaria, a manufacturing team in Hong Kong, and operation and marketing staff in Colombia, Egypt, Iceland, Russia and the Philippines.

Worldcation has a complex supply chain that begins when a sale is made usually via a sales representative or through and online enquiry that is handled by the sales team. Sales are recorded in an internal Enterprise Resource Planning System (ERP System) which notifies the operations team that an order needs to be delivered. The operations team verify the sales order and authorise the delivery of a manufacturing request to the factory in Hong Kong. Manufacturing team in Hong Kong notes the order specifications and delivery details and incorporates this within its production schedule. The order is manufactured and the operations team arrange freight and shipping directly to the customer.

Information specific to this project

At a recent board meeting, the Board of directors approved the development of a cloud-based solution where customers can access the software remotely on their own devices.

The CEO asked every manager to create an operational plan to implement this model in their department.

The Sales manager has decided to address the objectives “increase sales to increase donations to needy classrooms” and “strengthen the skills of our people, to better support customers”.

Activities that need to be implemented that relate to the first objective include:

· Activity 1: Create an online advert for the new product (quoted price of $25,000)

· Activity 2: Arrange a live demonstration for existing customers

· Activity 3: Create rewards program to reward school based on number of downloads

Activities related to the second objective include:

· Activity 1: Train sales staff to use new product

· Activity 2: Organise school visits

· Activity 3: Sponsorship program to develop personal relationships between less fortunate children and sales staff

A dedicated new in-house trainer will be required to provide training on the new product to staff and clients and an advertising consultant is needed to create a multi-media advert.

An operational plan extract has been provided on the following page.

Objective	Activity/ strategy to achieve objective	Person responsible for completion	Timeline	Resources required	KPI	Budget
Increase sales to increase donations to needy classrooms	Create an online advert for the new product	Marketing team leader	2 weeks	Advertising specialist Production equipment Advert Host	Delivered within budget and specified timeframe	$400,000
	Arrange a live demonstration for existing customers	Sales consultant	4 weeks	Device and internet Online demonstration platform Internal staff	For every 3 demos there is a sale	$100,000
	Create rewards program to reward school based on number of downloads	Financial Manager	8 weeks	Management system Internal staff Marketing information sheet	Downloads increase by 2% per school.	$200,000
Strengthen the skills of our people, to better support customers	Train sales staff to use new product:	Sales Manager	6 weeks	Trainer Training material Location for training session	All staff can use the new product and explain it to another staff member.	$180,000
	Organise school visits	Sales Manager	4 weeks	Internal staff Transport to schools (new vehicle) Wristband gifts for students	10 school visited per sales consultant.	$80,000
	Sponsorship program to develop personal relationships between less fortunate children and sales staff	HR Manager	12 weeks	Legal consultant Management system Vehicle	50 children are matched with sales personal by FYE.	$250,000

Strategic Plan 2021 – 2023

Welcome

Welcome to the Strategic Plan for Worlducation.

This document sets out our vision for the next two years and how we hope to achieve it.

We hope you enjoy reading this document.

Lucas Lopez

CEO

Worlducation

Executive Summary

Founded in 2016, Worlducation is a social startup that manufactures tablet computers for primary school students. Our focus is not only on the hardware, but also creating software, content and activities to better engage and educate primary school students.

Worlducation aims to change the way children learn at school by implementing artificial intelligence technology that can follow up on each child’s progress and adjust to their needs as they learn, creating the optimal path learning experience. Worlducation envisions a world in which every child learns how to read and write – a world without illiteracy. This is why, for each classroom that buys our product, we donate and train a classroom somewhere around the world that can’t afford the same technology. We then connect the classrooms together so that they can grow and collaborate throughout their learning cycle.

Vision Statement

To see a world without illiteracy.

Mission Statement

To be the change and facilitate a world without illiteracy by changing the way children learn at school and the number of schools that have access to technology.

Our values are:

Core values underpinning our activities are:

· Ethical principles

· Innovation

· Collaboration .

Strategic Priorities

To be well led, high performing, profitable and accountable.

· Ensure that all financial operations, performance indicators and results support the strategic policies

· Identify new and expand existing sources of revenue and ways to help more classrooms in need.

· Achieve profits of at least 10% per annum.

Increase our reach

· Increase range of products and services offered to reach a larger target market

· Increase sales to increase donations to needy classrooms.

Continue building deeper customer relationships

· Customer-centred practice, with a focus on meeting their total needs for high-quality technology

· Strengthen the skills of our people, to better support customers

· Drive innovation to better meet customer demands

Attract, engage and develop the best staff

· Continuing the drive to a customer centred, high performance workforce and culture

· Strengthening the skills of our people, to better support customer needs

· Empowering innovation and responsiveness to change

· Continuing to enhance the diversity of our workforce

· Exploring the use of technology in human resources.

The Market

The technology market is a growing and ever-changing industry due to the rapid rate that technology is being updated. Emerging technologies include artificial intelligence and the Internet of Things (IOT). There is an increasing focus on cyber security.

Due to the global pandemic, the issues with the manufacturing industry have impacted on the supply of hardware components.

The trend for consumer spending during the pandemic has taken a downturn but this has not affected the ICT industry as due to more people working form home, consumer appetite for tablets has increased.

Situation Analysis

Strengths	Weaknesses
· Value and quality · Strong management · Customer loyalty · Friendly organisational culture · Level of available finance for investment	· Brand name not developed as well it could be · Growing organisation
Opportunities	Threats
· Schools needing to upgrade technology · Opportunities to offer a range of services · Opportunities for synergies across all services and products	· High level of competition · Economic downturn meaning less spent generally · Failing to satisfy clients demands

Marketing Strategies

Our marketing strategies aim to:

· Build our brand

· Generate leads now

· Convert those leads quickly

· Have every part of the business supporting each other

We plan to develop our market share by:

· Improving our marketing and advertising

· Continually improving the quality of service given to clients

· Maintaining effective communication channels with all stakeholders to ascertain industry requirements and then develop products and manage services accordingly

· Continually improving communication channels with all our stakeholders, ensuring a flow of timely and accurate information to facilitate effective planning and decision making

· Targeting identified growth markets with planned, market appropriate campaigns employing a variety of promotional strategies and advertising mediums

· Offering attractive fee structures to our clients

· Continually improving the skills, knowledge and effectiveness of our team through our commitment to training and development

· Regularly reviewing the effectiveness of all our operations and making improvements when and where necessary

Finance Authorisation Policy and Procedures

Purpose of the Policy

All finance transactions as noted in this policy are to be authorised by the noted authorised person prior to the transaction being undertaken.

This policy is to be read in conjunction with other specific finance policies where relevant.

Procedures

Prior to any finance transactions being undertaken, Anna Armstrong must authorise the transaction.

Use of Business Credit Card

Purpose of the Policy

This policy provides guidelines for the issue and use of business credit cards.

Procedures

An employee will only be issued a credit card once the Credit Card Authorisation Form has been completed.

The business credit card can only be used for travel, authorised entertainment and purchases of small value expenses or equipment up to the value of $500.

No cash advances are to be taken using the business credit card unless authorised by Anna Armstrong.

Where a business credit card is lost or stolen, the owner of this card is to notify the Business Manager, who is responsible for notifying the issuing agency and ensuring the card is cancelled.

The business credit card is not to be used for personal expenses.

All holders of business credit cards are required to reconcile the monthly credit card statement to the expense form, attach all receipts for payments made on the credit card and have the expense statement authorised by Anna Armstrong.

Upon completion and authorisation of the monthly expense statement, these documents are to be forwarded to the Business Manager for payment of the credit card statement.

All business credit cards are to be returned to the business when the person is requested to by the Business Manager or where they are no longer an employee of the business.

New supplier policy

Purpose of the Policy

All new suppliers to the business must be reviewed and accepted in accordance with this policy to ensure that the supplier service is aligned with the business objectives.

Procedures

Choosing a New Supplier

A new supplier must provide our business with quality products, great service, competitive pricing and efficient delivery.

The following information table must be completed prior to agreeing to services

Supplier Selection Background Information

· Business Name of Supplier:

· Location of Supplier:

· Products/Services provided by supplier: (Attach a list if necessary)

· Name of business owner/ sales representative:

· For how many years has the supplier been trading?

Supplier Selection Review Checklist

For each new supplier being considered the following checklist must be completed:

· Is the supplier pricing competitive? Attach list to this checklist:

· What are the payment terms for this supplier?

· What is the return policy for this supplier?

· Does the supplier provide warranties, guarantees etc.?

· Are the suppliers’ representatives knowledgeable of the products/ services and industry?

· Is there an alternative to this supplier, has the alternative supplier been considered?

· What are the delivery services of the supplier?

· Has a credit check been undertaken for the supplier? (attach to this checklist)

· Has the Personal Property Securities Register (PPSR). been reviewed?

· Has the supplier been trade checked? (attach this to this checklist)

· insert relevant additional information to assist in the decision of appointing a new supplier

Appointment of Supplier

The appointment of a new supplier will be authorised by the Business Manager.

The Business Manager will independently verify the bank account or other payment details of the supplier to ensure payments made are to the correct supplier

Supplier Payment Terms

All purchases from suppliers must be supported by a purchase order.

Payment terms for all suppliers must be reviewed by the Business Manager at least once a year.

All supplier payment terms must be a minimum of 30 days.

Any variation to the above must be authorised by the Business Manager.

All supplier payments are to be reviewed once a quarter to ensure that payment terms are adhered to. For payments made to any suppliers earlier or later than the agreed terms.

Privacy Policy and Procedures

Scope

This privacy policy outlines how Worlducation protects and handles personal information in accordance with its obligations under the National Privacy Principles (APPs) contained in the Privacy Act 1988 (Cth) (Privacy Act).

1. Collection of information

1.1 Worlducation collects personal information relating to individual creators, publishers, licensees and IT professionals as part of the normal course of its business.

1.2 Where possible, Worlducation collects personal information directly from the individuals themselves.

1.3 Third party collection: Worlducation may also collect personal information from third parties in accordance with the requirements of the APPs, including:

· From other rightsholders of a work, including the publisher. This is restricted to information which will assist in member recruitment or payment to rightsholders, such as contact and entitlement information. If Worlducation cannot collect that personal information from other rightsholders, its ability to efficiently recruit and pay rightsholders will be restricted;

· Worlducation has agreements with similar organisations in other countries that enable the use of foreign text and images in Australia, and the collection of fees and royalties for the use of Australian works overseas and may collect information in this process;

· From the public domain from third party sources such as social networking services, industry directories, industry guides, and the Internet; and

· Through purchased mailing lists and business database lists which are used for sending Worlducation marketing material, where recipients have consented to receiving such communications or it would be reasonably expected of us to use or disclose the information for that purpose.

1.4 Websites and online services: a variety of information is collected by users of our Websites and online services.

1.5 Emails and electronic forms: our servers may record an email address if a message is sent online. An email address will only be used for the purpose for which it has been provided and it will not be added to a mailing list or used for any other purpose without consent.

1.6 Google Analytics: Worlducation uses Google Analytics to collect data about users’ usage and behaviour on Websites. This information is used to improve the Websites and is not used by Worlducation to personally identify users of the site. All tracked data is anonymously collected in accordance with Google Analytics’ privacy policy. Refer to Google’s privacy policy for further information: http://www.google.com.au/policies/privacy/

1.7 Cookies: Worlducation uses session ‘cookies’ to help analyse how users use their Websites. The cookie-generated information generated about the use of the website (including IP address) will be transmitted to and stored by our service providers on servers hosted in Australia. By using our website, users consent to the processing of data about them in the manner and for the purposes set out above.

2. Anonymity

2.1 We provide the option for individuals to not identify themselves, or of using a pseudonym when dealing with us. In some circumstances, if a choice is made not to provide the information requested we may not be able to provide certain services.

2.2 We do not provide this option in circumstances where it is impracticable to do so or where Worlducation is legally required to deal with identified individuals only.

3. Use and disclosure of personal information

3.1 Worlducation uses and discloses personal information for the primary business purposes for which it is collected (set out above) and related management purposes.

3.2 Worlducation uses and discloses personal information for any other purposes to which consent has been given.

3.3 Worlducation will not otherwise use or disclose personal information without consent being given unless otherwise required or authorised by law.

3.4 Subject to the requirements of the APPs, Worlducation may also use and disclose personal information for any other related purpose that one would reasonably expect the information to be used or disclosed.

4. Marketing material

4.1 Worlducation may use personal information, from time to time, to send to marketing material that we consider will be useful, or other material about our activities.

4.2 Worlducation will only do this if we collected the information and one would reasonably expect us to use or disclose the information for that purpose, or if consent has been given to receiving such communications.

5. Personal information storage and security

5.1 Worlducation takes reasonable steps to protect personal information from loss, unauthorised access, modification, disclosure, interference or other misuse. These steps include electronic access restrictions for electronic files that contain personal information, securing paper files containing personal information in locked cabinets and physical access restrictions.

5.2 Once collected, Worlducation holds personal information in a number of different formats, including on servers (located both onsite and offsite, including in the cloud), databases, filing systems and in offsite backup storage.

5.3 Worlducation only retains personal information for as long as it is required for its business purposes or for as long as required by law. Any information that we no longer require is destroyed securely. An exception to this may be retention of the information for data analysis. However, if this occurs, the information will be retained in a form that does not allow you to be identified from that information.

5.4 Worlducation undertakes not to disclose your personal information in any manner that would be considered direct marketing.

6. Digital security

6.1 Input devices such as thumb drives or other external memory devices should only be used if they come from a trustworthy source.

6.2 Before opening a thumb drive folder, ensure that a malware scan is run on it.

6.3 Files that are to be modified should first be saved to the computer’s desktop and the thumb drive ejected before beginning work on the files.

6.4 All files should be saved to the relevant folder, and not left on the desktop.

6.5 Back up of data should be performed at the end of every week. The data should be backed up onto an external memory device, which will be stored in the security cupboard in the Administration office.

7. Internet security

7.1 A mailbox should be created for each email sender so they can be accessed efficiently.

7.2 Before logging off from your inbox, ensure that it is empty. All emails should be placed in their sender’s mailbox.

7.3 Suspicious or potentially dangerous emails should be deleted immediately. Attachments should not be opened.

7.4 Personal emails should not be opened at work, or on King Edward VII College’s computers. If an email of a personal nature is received on a King Edward VII College’s email address, forward it immediately to a private email address, and open it outside work. Delete the original email from the inbox once it has been forwarded.

7.5 Returned email should be examined to ensure that the address in correct. If in doubt as to the correct address, contact the source of the address and ask for verification.

7.6 Email attachments should only be opened if they come from a trusted source. Attachments are to be stored and sent only as pdf, Word, PowerPoint or Excel files. If trustworthy emails are received in other formats, they should be converted before filing.

7.7 New staff must be assessed on their email competence by their manager before they are given access to their company email address and access to company files. This assessment is to be carried out on an external email account.

Employee Training and Development Policy and Procedures

Policy brief & purpose

This policy refers to Worlducation’s learning and development programs and activities for all staff members. Worlducation aims to help employees extend their knowledge and acquire new skills to do their jobs better. We want our employees to feel confident to find new ways towards personal development and success.

Scope

This policy applies to all permanent, full-time or part-time, employees of the company. Employees with temporary/short-term contracts might attend trainings at their manager’s discretion.

Employees, managers and executives should collaborate to build a continuous professional development (CPD) culture:

· The employee is responsible to seek new learning opportunities

· The manager is responsible to coach their teams and identify employee development needs

Training and development includes:

· Formal training sessions (individual or corporate)

· Employee Coaching and Mentoring

· Participating in conferences

· On-the-job training

· Job shadowing

· Job rotation

· Subscriptions or educational material

Individual training programs

All employees that have worked for the company more than four months are eligible to participate in external training programs individually or in teams.

Employees can choose to attend as many training programs as they want, provided they don’t exceed the budget and day limit.

All trainings should consider what employees need and how they can learn best. This is why, we encourage employees and managers to consider multiple training methods like workshops, e-learning, lectures and more.

Corporate training programs.

Expert training

Experts (internal or external) may be required at certain times, for example:

· Equal employment opportunity training

· Diversity training

· Leadership training for managers

· Conflict resolution training for employees

· Training new employees

· Training teams in company-related issues (e.g. new systems or policy changes)

· Training employees to prepare them for promotions, transfers or new responsibilities

Other types of training

Both employees and their managers are responsible for continuous learning. Employees should show willingness to improve by asking their managers for direction and advice. Managers should do the same with their own superiors, while encouraging and mentoring their subordinates.

Employees and managers are responsible for finding the best ways to approach learning. They can experiment with job rotation, job shadowing and other types of on-the-job training (without disrupting daily operations). We also encourage employees to use their rights for self-paced learning by asking for educational material and access to other resources within allocated budget.

General guidelines:

Managers should evaluate the success of training efforts. They should keep records for reference and better improvement opportunities.

All employee development efforts should respect cost and time limitations, as well as individual and business needs.

Employees should try to make the most out of their trainings by studying and finding ways to apply knowledge to their work.

Internal Communication Policy and Procedures

Worlducation aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members.

This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice.

Worlducation expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct.

Communication channels

Worlducation has a number of internal communication channels available, including:

Channel	Purpose
Staff bulletin	This contains Information from the executive to staff which is important and relevant to their interests, including training, employment vacancies and important announcements. Contributions for the Staff Bulletin must be approved in advance by the contributor’s relevant manager before being sent to the communications officer for review and inclusion.
Staff surveys	These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link.
Worlducation intranet	The intranet provides important information for staff in an easily accessible location. The intranet is to be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributor’s relevant manager.
Enterprise social networks (e.g. Yammer, Facebook)	These may be used by groups of staff to collaborate and communicate on projects online (e.g. to share and comment on work-related ideas, news and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.
All Staff emails	Emails are used for messages to and between staff. Staff are required to read all their work-related emails. Approvals must be sought via email with relevant documents attached or a link to the document provided.
Email distribution lists	Email distribution lists may only be used by the executive team and should adhere to the Privacy policy.

External Communication Policy and Procedures

This policy is adheres to national laws and regulations where Worlducation does business. It applies to any information that is material and proprietary. Information is material if it is likely to have an impact on the financial performance Information is proprietary, if it provides Worlducation with a competitive advantage.

This includes annual and quarterly reports, news releases, verbal communication (with external people such as analysts, investors, and the media), senior management presentations and information on the web site and intranet.

Employees must not discuss material, non-public matters or developments with outsiders (including family members, relatives or friends).

Spokespersons

There are three main groups of designated spokespersons for Worlducation Corporation:

National and international media	The Chairman, Chief Executive Officer, Chief Financial Office
Local media	Managers
Trade media	Marketing managers, Sales managers

Any news release being issued to the media or public must be approved by Worlducation's executive management team. This includes (but not limited to) blogs, newspapers, magazines, adverts, social media and press statements.

Emergency communication

Crisis and emergency situations that may affect Worlducation and its employees include items such as fires, explosions, accidents, floods, hazardous material emissions, acts of violence or terrorism and many others. In the event of a crisis, safety should be your immediate concern. Employees should notify their direct manager and/or facilities manager, who will in turn notify the executive team as soon as possible. When dealing with the media during a crisis make sure you are available for comment and:

· state the facts truthfully

· do not from disclose names of the injured or deceased

· show empathy - express concern for employees and the community as appropriate

· do not offer personal opinion or speculate

· describe steps you are taking to manage the crisis

· Say "I need to confirm that information first" if you are unsure.

Communication of Financial, Market, and Customer Information

Any reports, slides, presentations, or any other written material that contains Worlducation financial information must be accurate and complete.

Social networking policy

Worlducation employees must use these forums appropriately and responsibly, especially when discussing or disclosing any information related to Worlducation or to their employment at Worlducation.

While social networking opens up new opportunities to have a positive impact on our brand reputation and business growth, it also carries significant business risk when used inappropriately. Failure to follow Worlducation's social media and networking policy or other abuse of social media and networking tools may result in disciplinary action up to and including termination of employment.

In the event anything in the policy may conflict with local law concerning internet use and data privacy, local law will control the interpretation and application of the policy.

Documentation Policy and Procedures

All employees are required to use Worlducation’s templates for all workplace documentation.

Documents should be named [Department_Type_Detail_Version]

Documents are to be saved using Worlducation’s cloud-based storage system.

In-built software review functionality should be used, and all comments recorded in a feedback register. Feedback register should contain the date, project number, name of reviewer, person receiving feedback, comments and action required.

Procurement Policy and Procedures

This policy outlines how Worlducation manages its purchasing activities to maximise value, minimise cost and support company strategies.

The policy applies to all employees who have the delegated authority to procure goods, services and/or works on behalf of the company.

For the purpose of this Policy, the term supplier includes all suppliers, contractors and consultants engaged to provide goods, services and/or works to the company.

Procurement Practices

· The procurement of goods, services and/or works must be consistent with the Health and Safety Policy.

· All procurement activities must take into consideration the environmental impact and value for money over the whole-of-life of the goods and/or services.

· Consideration needs to be given to ongoing operational costs including the use of water and energy, greenhouse performance, disposal, recyclability and other relevant factors.

· CFO holds the overall responsibility for procurement, including compliance and drives business initiatives that help manage risk, control optimal spend, achieve vendor consolidation and cost efficiency.

· The authority to approve expenditure must be in accordance with the company’s Delegation and Sub-Delegation of Authority and limited to the cost centres and/or activities within control of the position.

· Procurement activities should be delivered or overseen by the position or Business Unit with the appropriate expertise in that field.

Procurement Principles

· Employees should first check if the goods and/or services can be provided through one of the company’s current preferred or contracted suppliers, or a supplier that has already been set up to do business with the company.

· For one-off or simple price-based purchases with a supplier, credit cards are a low cost and efficient means of purchasing, rather than setting up a new supplier in the finance system. Employees should confirm with the supplier that a credit card is an acceptable method of payment, prior to committing the company to the purchase.

· The aggregate spend over the year should be considered - if the procurement is for repeated volumes, a fixed term contract should be negotiated to secure favourable price, service and conditions over an extended term.

· Records that are created or received during the procurement process should be maintained in line with the company’s current document and records management practices and systems.

· Sound judgement and discretion should be exercised in determining the most appropriate sourcing strategies.

· The purchase value will determine the bidding process:

Value	<$2000	$2000 - $5000	$5000 - $15000	$15000 - $30000	>$30000
Method	Direct purchasing	Written quote	More than one written quote	3 or more written quotes	Proposal or tender required
Approval	Team leader	Team manager	Department manager	Senior executive	CFO

Recruitment Policy and Procedures

The Staff Recruitment Policy has been established to ensure Worlducation has the opportunity to attract the best available staff and volunteers for all vacant positions. This policy relates to employment of all staff and volunteers other than the CEO.

Worlducation is committed to providing high quality programs and services to our community. To support the achievement of this objective we recognise the importance of employing the most suitable applicant for all vacant positions.

Principles

· Worlducation will ensure it has the best opportunity to attract the best available staff by broadly advertising (internally and externally as deemed appropriate) all vacant remunerated positions and volunteer vacancies.

· Worlducation will take all reasonable steps to ensure that applicants may be safely entrusted with the duties of their position.

· Worlducation will internally advertise all vacant positions to current staff and volunteers to encourage career advancement and increase participation.

· Worlducation is committed to providing a work environment that is free from harassment and discrimination.

· All recruitment and selection procedures and decisions will reflect Worlducation’s commitment to providing equal opportunity by assessing all potential candidates according to their skills, knowledge, qualifications and capabilities.

· No regard will be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.

Responsibilities

The CEO (or a delegated authority) is responsible to implement this policy and to monitor its performance.

It is the responsibility of Managers and Supervisors to ensure that:

· They are familiar with the recruitment policies and procedures, and that they follow them accordingly;

· Staffing levels for their department are determined and authorised;

· All roles have current position descriptions that specify role requirements and selection criteria.

It is the responsibility of the Human Resources Department to ensure that:

· All Managers are aware of their responsibilities in the recruitment and selection process;

· Managers are given continuous support and guidance in regards to recruitment and selection issues.

Procedures

· Managers should carefully consider the requirements for the position, and the key selection criteria including skills, experience and qualifications.

· If no position description exists for the available position, or if it requires revising, this is the responsibility of the appropriate Manager.

· Once the new position description or amendments have been drafted, it should be forwarded on to Human Resources and, if appropriate, approved by the CEO and/or Board.

· Prior to commencing the recruitment process, the responsible Manager is required to gain approval from the CEO / Board or delegated authority and forward this to the Human Resources Officer.

· In situations where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position into the internal vacancy, the appointment must be authorised by the appropriate Manager, and the approval is to be forwarded to the Human Resources Department.

· Where appropriate, Worlducation will advertise all vacancies internally.

· Where a position cannot be filled internally, the available position should be advertised through relevant networks, on relevant websites, and through local employment services. All advertisements must be approved by the CEO. If required, the Human Resources Department will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the relevant Manager. The Human Resources Department will administer the placement of the advertisement and monitor applications received.

· Resumes must be screened by relevant managers against the position description so that assessments can be made of their suitability for the specific role.

· Applicants who are assessed as suitable will then be selected for interview.

· Previous employers and referees shall be contacted, and transcripts, qualifications, publications and other certification or documentation shall be validated.

· If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager. If an external candidate has been selected, the Manager is to make a verbal offer to the candidate.

· The Human Resources Department will prepare a written letter of offer for the successful candidate.

· Once the Human Resources Department or Manager has received the candidate’s signed letter of offer, the Human Resources Department is to notify all unsuccessful candidates.

· The Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.

· The Human Resources Department will forward an induction kit to the new employee for their completion.

Grow Management Consultants BSBSUS511

2023-06-14T21:38:00.001+05:30

Grow Management Consultants

Grow Consultants specialises in leadership consultancy and has been operational for the last five years.

It offers a range of services which support companies to:

· assess leadership behaviour of existing managers and their performance metrics

· design and implement customised leadership programs based on the assessment.

Services are offered Australia-wide, with consultants flying in to conduct specific training with companies, as well as offering regular workshops at the company’s premises. To date, technology (for example, webinars) has not been employed in training.

The company also writes and produces books on a range of topics about leadership. Currently the company has ten publications, which are published through a publishing house in the USA (Hozit Publishers). One of the Principal Consultants is American and knew these publishers. The cost of publishing the books and shipping to Australia is about the same as it would be to use a publisher in Australia.

The books are produced using non-recycled paper and are transported via air to Grow Management Consultants office. They are then distributed by post to customers from the Grow Management Consultants’ office. As sales have been slow for the books, the company has also been exploring options for e-books.

The company was established by its Principal Consultants, Paul Burns and Sammy Martin, both of whom are Directors. The company also employs four Senior Consultants, an Operations Manager, an Office Manager, Administration Officer and a Receptionist.

The office building is owned by the company and is located in an outer lying metropolitan suburb. All staff drive to work in their own cars and there is on-site parking. The nearest railway station is 10 minutes’ walk from the office.

Paul Burns has recently attended a Sustainable Business workshop and is keen to implement sustainable practices throughout the business. The strategic plan has also been recently updated and has been influenced by Paul’s attendance at the workshop. It includes the following statement as part of the mission statement:

We are committed, as a business, to the well-being of both economic and ecological systems, of both humans and other living things.

However, there are no specific actions indicated in the Strategic Plan and so, at present, the statement appears to be paying lip service only.

Paul is keen to develop a sustainability policy and procedures that address all aspects of the business including, as a minimum: travel, purchasing, office energy use, office supplies, and cleaning. However, Paul also has specifically stated that he does not want to incur costs in developing policy and procedure and that all the work must be developed in-house, therefore consultants must not be used.

Current issues and practices within the organisation are as follows;

· There is older style florescent lighting in all offices, staff room and bathroom. These lights are often left on after the work day has finished.

· There are no formal energy usage procedures for staff or signage to remind staff.

· The company does not have a policy for purchasing equipment and buys equipment when required; often purchasing whatever is on special at the time.

· The two principal consultants have company vehicles. Both vehicles are now five years old and need to be upgraded.

· Staff buy stationary requirements on an ad hoc basis, often resulting in large stocks of items such as notepads and A grade printer paper.

· There is a waste bin and recycling bins, which are mostly used correctly.

· The company hosts regular meetings and workshops. Catering is provided by an external caterer with all plates and cups supplied (plastic).

· The office is cleaned once a week by contract cleaners who use regular cleaning products.

Current company procedures for developing policies and procedures are as follows:

· The need for the policy and procedure should be established and a preliminary briefing report developed.

This should be discussed at a meeting with the senior management team consisting of at least one of the Principal Consultants. Another staff member should also be selected to ensure representation of all staff.

Grow Management Consultants – Survey Results

Sustainability survey question results

Six staff were provided with the surveys, and all six responded.

Which of the following initiatives are you aware of in the workplace?

· Staff member 1: Recycling, turn down brightness on monitor.

· Staff member 2: Recycling, transport (ride, walk, catch public transport to work), using technology to reduce impacts e.g. proposed e-books.

· Staff member 3: Recycling, switch off lights, double sided printing.

· Staff member 4: Save water by not leaving taps on for too long.

· Staff member 5: Regular energy audits.

· Staff member 6: Recycling.

How concerned are you about sustainability overall?

· Staff member 1: Quite important.

· Staff member 2: Really concerned. I owe it to my children to do as much as I can.

· Staff member 3: Reasonably concerned.

· Staff member 4: Very important, we are all responsible for sustainability.

· Staff member 5: Very concerned but I think the government need to sort it out.

· Staff member 6: Not really clear on the whole concept.

How important is sustainability at work to you?

· Staff member 1: Very important. We all need to do our bit.

· Staff member 2: Very important. Workplaces need to set good examples.

· Staff member 3: Somewhat important. The government needs to sort this out.

· Staff member 4: Very important. We are all responsible for sustainability.

· Staff member 5: Somewhat important but really, at the end of the day, we all need to do our job.

· Staff member 6: Very important. The feeling that what I do on a day to day basis has a direct impact on our company and its success.

What sustainability areas would you like to see improved?

· Staff member 1: More training to increase awareness and efficiency in procedures.

· Staff member 2: Brainstorming meetings to make sure we come up with good ideas, such as sustainability weeks, ride to work week with incentives, more support from senior management.

· Staff member 3: Not sure.

· Staff member 4: Compost bin in kitchen.

· Staff member 5: More training and more support from senior management, such as a budget for the initiatives.

· Staff member 6: More training and information.

Internal Communication Policy and Procedures

Grow Consultants aims to enhance and streamline communications (internal and external) to reinforce the vision and strategic priorities. As such, we will continue to develop and trial new communication platforms, channels, and tools to improve information sharing and collaboration between all staff members.

This policy is to be implemented in a way that ensures compliance with relevant legislative requirements and standards of best practice.

Grow Consultants expects that staff will use the channels and for business purposes only and comply with all relevant policies and procedures, the Code of Conduct.

Communication channels

Grow Consultants has a number of internal communication channels available, including:

Channel	Purpose
Staff bulletin	This contains Information from the executive to staff which is important and relevant to their interests, including training, employment vacancies and important announcements. Contributions for the Staff Bulletin must be approved in advance by the contributor’s relevant manager before being sent to the communications officer for review and inclusion.
Staff surveys	These are used to gather information and feedback from all staff members. Surveys should be sent to staff via email link.
Grow Consultants intranet	The intranet provides important information for staff in an easily accessible location. The intranet is to be used for conveying information which is important and relevant from the executive team to staff. It is the responsibility of the person contributing the content to ensure the content is factually correct. All contributions must be approved in advance by the contributor’s relevant manager.
Enterprise social networks (e.g. Yammer, Facebook)	These may be used by groups of staff to collaborate and communicate on projects online (e.g. to share and comment on work-related ideas, news and activities). Personal use of these platforms may not be used during work hours. Use of these networks must comply with the Social Media Policy.
All Staff emails	Emails are used for messages to and between staff. Staff are required to read all their work-related emails.
Email distribution lists	Email distribution lists may only be used by the executive team and should adhere to the Privacy policy.

Documentation Policy and Procedures

All employees are required to use Grow Consultants’s templates for all workplace documentation.

Documents should be named [Department_Type_Detail_Version]

Documents are to be saved using Grow Consultants’s cloud-based storage system.

Staff code of conduct

Purpose

This code aims to guide the conduct of staff in the performance of their duties as an employee of Grow Consultants and is intended to provide practical assistance for staff faced with ethical challenges.

Overview

All staff of Grow Consultants are expected to perform the duties associated with their position skilfully, impartially and diligently in order to contribute to the efficient and economic achievement of Grow Consultants’ strategic goals.

Staff should be guided in their conduct by the principles established by this code. If there is any doubt as to the applicability of the code, or the appropriate course of action to be taken in certain circumstances, the matter should be discussed with a senior member of staff.

Code

1 Ethical principles

1.1 The fundamental ethical principles on which this code of conduct is based are:

· respect for others

· integrity

· diligence

· economy and efficiency.

2 Respect for others

2.1 All staff are expected to treat others, including other staff and customers with fairness and respect. This involves:

· courtesy and responsiveness in dealing with others

· being sensitive to and respecting the rights and dignity of others

· making reasonable, fair and consistent decisions

· avoiding behaviour which might reasonably be perceived as harassment, victimisation or intimidation

· avoiding discrimination on grounds such as age, race, sex, pregnancy, sexuality, ethnic background, nationality, disability, political conviction, religious belief, or other grounds covered by relevant legislation

· allowing alternative points of view to be expressed and reasonably debated.

3 Integrity

3.1 All Grow Consultants staff have an obligation as a citizen and as an employee to observe the laws of the State and Commonwealth.

3.2 Staff are required to be familiar with and comply with, all relevant Grow Consultants policies, procedures and codes of practices of the organisation.

4 Conflicts of interest

4.1 Staff should be honest in performing their role and avoid conflicts between their private interests and those of their responsibilities to Grow Consultants.

4.2 Conflicts of interest may arise when a staff member is in a situation where personal circumstances are affected by the decisions or duties carried out in their role. A conflict may arise when any of the following are involved:

· financial interests

· personal or sexual relationships

· personal beliefs

· outside employment

· political participation

· use of confidential information

· use of facilities, equipment and resources

· acceptance of gifts or benefits.

4.3 All staff must act responsibly and report any actual or perceived conflicts of interest that arise as part of their role. If there is any question as to whether a conflict exists, staff must discuss the circumstances with management to determine whether a conflict exists. Appropriate strategies will be developed to manage any reported or perceived conflicts of interest.

5 Diligence

5.1 Staff are expected to carry out their duties in a professional, ethical and diligent manner at all times. This means staff must:

· make decisions fairly, impartially and without bias, using the best information available

· keep records and documentation to support their decisions

· always aim to achieve the highest possible standard of performance

· continuously develop their knowledge in their professional fields and areas of responsibility

· exercise best judgment in the interests of Grow Consultants

· maintain adequate documentation to support decisions made

· ensure outside interests do not interfere with ability to meet the responsibilities of their role

· adhere to professional codes of conduct and standards of ethics

· act responsibly when becoming aware of any unethical behaviour or wrongdoing by any other person. This may involve a report to a senior member of staff.

6 Economy and efficiency

6.1 Staff should use Grow Consultants resources, facilities and intellectual property only for legitimate purposes related to their role with Grow Consultants.

6.2 Staff should avoid waste or minimise it where avoidance is not possible.

6.3 Staff should maintain sufficient security and protection of Grow Consultants property, facilities, resources and intellectual property.

7 Breach of the code

7.1 This code of conduct is designed to promote and enhance the ethical practice of staff. If any staff member is found to have breached this Code, Grow Consultants may decide to take action against them. This may include disciplinary action for misconduct or serious misconduct. Any such action may result in sanctions imposed, including and up to, termination of employment.

8 Legislation

8.1 This code of conduct is informed by the following legislation with which all staff must comply.

· Privacy Act 1988

· Copyright Act 1968

· Freedom of Information Act 1982

· Work Health and Safety Act 2011

· Disability Discrimination Act 1992

· Age Discrimination Act 2004

· Racial Discrimination Act 1975

· Sex Discrimination Act 1984

Bounce Fitness Human Resources Policies and Procedures

2023-06-14T07:25:00.001+05:30

Codes of Conduct

All Bounce Fitness Employees are expected to demonstrate the following:

Make sure all activities are appropriate to the age, ability, and experience of those taking part and ensure all participants are suitably prepared physically and mentally when learning new skills.
Promote the positive aspects of fitness.
Always report any incidents, referrals, or disclosures immediately, following the appropriate guidelines set out in the Bounce Fitness procedures
Consider the wellbeing and safety of participants before the development of performance
Encourage participants to value their performances and not just results
Never consume alcohol immediately before or during training or events.
Never condone rule violations or use of prohibited substances
Display consistently high standards of behaviour and appearance, dressing suitably and not using inappropriate language at any time whilst involved with Bounce Fitness activities
Hold the appropriate, valid qualifications and insurance cover
Develop an appropriate working relationship with participants based on mutual trust and respect
Make sure that confidential information is not divulged unless with the express approval of the individual concerned

Bounce Fitness leaders are expected to embody the following qualities:
Commitment
Leaders serve as role models to the employees around them. Therefore, leaders must always strive to exemplify Bounce Fitness standards and values so that others will follow in their likeness.
Diligence
Leaders must demonstrate the accurate and timely completion of their duties and tasks.
Respectfulness

Leaders must keep in mind that each individual, employee or client, is different and that each one has their own needs and circumstances. Leaders must take these individualities into account when determining the most suitable course of action to take.

Version Control & Document History

Date

Summary of modifications

Version

01 October 2020

Version 1 produced following assessment validation.

1.0

11 March 2021

Updated font sizes and colours

Minor fixes to grammar and spelling

1.1

Code of Ethics

Bounce Fitness requires its employees to carry out their duties and responsibilities at all times in a way that does not compromise professionally, ethically and morally any person with whom they interact in a professional setting, regardless of position, situation or condition that person in society.

Relationships with and Responsibilities to Clients

Confidentiality

Beyond to the necessary information sharing with professional colleagues, Bounce Fitness employees are responsible for safeguarding confidential customer information in accordance with privacy laws.

Personal Relationships

Bounce Fitness employees are not to enter personal relationships that aim to damage the integrity and professional trust of the establishment.

Respecting Client’s Rights

Bounce Fitness employees s have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.

Bounce Fitness employees have a responsibility to inform all clients of an y financial costs that they may incur in consuming any goods or services. Costs must always be fair and reasonable, reflecting the services provided.

Professional Integrity

Advertising

Bounce Fitness employees s may advertise in relation to their own professional practice if the advertising is not false, misleading, deceptive, or likely to mislead or deceive, is not vulgar or sensational, and does not claim or imply the superiority of the Bounce Fitness employees over any or all other Bounce Fitness employees s. This advertisement may contain a statement on the Bounce Fitness employees' areas of expertise in practice.

Discrimination

Bounce Fitness employees shall not discriminate in professional practice, on the basis of ethnicity, culture, impairment, language, age, gender, sexual preference, religion, political beliefs, or status in society.

Personal Abuse or Alcohol or Other Drugs

Bounce Fitness employees have a responsibility to promote and protect the dignity, privacy, autonomy, and safety of all people with whom they interact regardless of position, situation or condition that person is in society.

Loyalty

Bounce Fitness employees shall be loyal to their professional organisation and their fellow members of the profession and shall respect and uphold their dignity.

Public Comment

Bounce Fitness employees must ensure that it is clear when publishing articles or comments that they represent the profession or make personal comments.

Working Relationships

Bounce Fitness employees shall respect the needs, traditions, practices, special competencies, and responsibilities of their own and other professions, as well as those of the institutions and agencies that constitute their working environment.

Professional Development

All Bounce Fitness employees have a personal responsibility to maintain their own professional competence, and each must strive to improve and update their knowledge and skills. Employees, as members of Bounce Fitness, shall promote and maintain practice based on current research and knowledge and develop this knowledge body as appropriate.

It is the responsibility of each Bounce Fitness employees to contribute to the continued development of the profession through the critical evaluation of professional practice, research, apprenticeships, continuing education and membership of the association.

Research

Employees undertaking research for Bounce Fitness will seek ethical approval from relevant bodies before they begin. Any research undertaken has ethical requirements with which the exercise professional must comply.

Professional Standards

Competence

The exercise professional must acknowledge the boundaries of their competence. They shall provide services and use interventions for which they are qualified by training and experience.

Referral of Clients

Bounce Fitness employees have a responsibility to respond to all referrals in a timely manner as stipulated by the organisation’s policy.

Keeping Records of Clients

Bounce Fitness employees shall keep records and reports clearly and concisely for the information of clients, professional colleagues, legal purposes and to record fitness services.

Confidential and Proprietary Information

Employees must ensure the confidentiality of the information by only discussing it with recognised, trusted, and authorised people of the organisation.

Employees of Bounce Fitness must defer from disclosing any confidential and/or proprietary information from the organisation at any time during or after the course of his or her employment with Bounce Fitness.

Confidential Information include:

Personal Information
Legal Documentation Proprietary Information include:
Financial data
Testing results
Trade Secrets

All codes recorded on this document are adapted from and is compliant to the Fitness Australia Code of Ethics.

Communication Policy and Procedures

Policy

Bounce Fitness specialises in offering group exercise programs, personal fitness services, and dance classes. The purpose of this Communications Policy is to standardise the communication channels within the company.

This policy ensures that important information is disseminated amongst the Bounce Fitness staff in a way that is easily accessed, accurate, and appropriate in content. This process is done is in accordance with legislative requirements and standards of best practice.

Communication Channels

Employees are highly encouraged to utilise all communication channels for work-related purposes. They must comply with this policy and other applicable policies and legislation. Failure to do so may result in disciplinary action. News and updates within Bounce Fitness that related to ongoing company activities and events can be shared using the following communication channels.

Bulletin Board

To disseminate significant announcements relevant to employees’ interests in an easily accessible location. This includes upcoming training sessions and current employment vacancies.

Emails

To inform all staff about important information as well as to promote upcoming events and activities. Each staff member will have their own personal email assigned to them using the Bounce Fitness internal email system. All employees must read emails regularly to be updated on company news and announcements.

Social Media

To be used by committee members to collaborate and communicate about ongoing projects online. This enables each member to conveniently share and comment on ideas about company activities and events.

Surveys

To collect information and feedback directly from Bounce Fitness staff. It enables every member of the staff to contribute feedback and ideas for improving the work environment and employee engagement.

Procedures

Bounce Fitness’s communications policy is a framework for all communications within all operations. This applies to everyone working with information and communications within the organization. This includes the following scenarios:

Scenario	Process
Handling Complaints Raised by Clients	Listen to the client’s complaint Empathise and apologise for the grievance Offer options for possible solutions Execute the solution chosen by the client Follow-up with the client if the complaint is resolved
Handling Issues Raised by Employees	Listen to the employee’s complaint Empathise and apologise for the grievance Offer options for possible solutions in accordance with organisational policies Execute the solution chosen by the employee Follow-up with the employee if the complaint is resolved

Lack of Factual Communication	Confirm the reliability of the source of information Checking the facts before disseminating information Use tools and software to verify published information Check if the information has been altered from its original version
Failure to Disperse Information	Standardise the approach or method for dispersing a specific type of communication Determine which communication channels work best with the approach Ensure that each information is clear, concise, and complete to avoid misinterpretation Ensure that your message is received, processed, and retained by asking for feedback
Regular Performance and Training Reviews	Schedule the review ahead of time to ensure that there will be ample time Give credit to the individual being reviewed by acknowledging strengths and contributions to the organisation Reflect on the individual’s objects, goals, and targets Ensure that there is an incentive to reward the excellent performance Set specific objectives for development, rewards, or other measure Document the performance review in electronic files or paperwork
Encouragement of Employee Feedback on Business and Administrative Decisions	Communicate the needs and priorities of the organisation through meetings, newsletters, emails, etc. Seek views and opinions of employees by encouraging a two- way flow of information Review an d improve strategies for communication flow of ideas and information Consider ideas for rectifications and asses against organisational goals and objectives Disseminate the decision and reasons why back to employees and representatives Once the change has been implemented, invite feedback on the process to improve the next consultation process

Regular Staff Meetings and Communication with Employees	Determine the frequency of staff meetings based on the number of employees, location of employees, and workload Determine the participants by analysing if it will be a productive use of their time
	3. Select action items that would be of interest to the widest cross-section of employees
	4. Prepare agenda ahead of time that includes the purpose of the meeting, its expected duration, how much time will be allocated to each action item, the decisions that must be made by the end of the meeting.
	5. Schedule the meeting based on the participants’ availability
	6. Seek feedback on how to improve meetings to make them more engaging
Establishment of Employer/Employee (and Employee Representative) Committees	Establish the functions of the committee Define the committee membership Elect the representatives on the committee Specify details and makeup of designated work groups Renegotiate designated work groups if there are changes to employee numbers, nature of work conducted, environment, location, hazards in the workplace, hours worked, or languages spoken by employees

Complaints and Grievance Policy and Procedure

Scope: The Complaints and Grievance Policy and Procedure is applicable to all employees of Bounce Fitness including Management, Administrators, and all employees working with customers.

Purpose: The purpose of this policy is to provide a quick, effective and consistently applied method for a nonsupervisory employee to present his or her concerns to management and have those concerns internally resolved.

Policy Statement:

It is the policy of Bounce Fitness to create an environment where complaints, conflicts, and grievances are welcomed and viewed as an opportunity for acknowledgement and improvement. This is to ensure that individuals have the right to make comments and complaints and are encouraged to exercise their right in blame free, resolution-focused culture respecting an individual’s right to privacy and confidentiality. It is acknowledged that such conflicts and complaints are vital to review internal performance and processes and to seek continuous improvement of services as we seek to achieve our high quality service objectives.

Procedures:

Step 1: Discussion with supervisor

Initially, employees should bring their concerns or complaints to their immediate supervisor (Centre Manager for employees working at our sites). If the complaint involves the
employee’s supervisor, the employee should schedule an appointment with that supervisor to discuss the problem that gave rise to the complaint within five working days of the date the incident occurred.
The immediate supervisor should respond in writing to the complaint within five days of the meeting held with the complainant employee
Step 2: Written Complaint
Complaints and Grievances written complaints can be made by:
1. If the discussion with the immediate supervisor does not resolve the problem to the mutual satisfaction of the employee and the supervisor, or if the supervisor does not respond to the complaint, the employee may submit a written complaint to the employee’s by completing an Employee Complaint form to Centre Manager.
2. Employees may forward this form directly to General Manager, Human Resources, if required. If the complaint is about:
  - another team member then an interview is arranged with the Centre Manager
  - Centre Manager then arrange an interview to phone the General Manager, Human Services
3. An acknowledgement of the written complaint is due within five working daysfrom the receipt. The complaint should include:
  - The problem and the date when the incident occurred.
  - Suggestions on ways to resolve the problem.
4. Upon receipt of the formal complaint, the General Manager, Human Resources must schedule a meeting with the employee within five working days to discuss the complaint. Within approximately five working days after the discussion, General Manager, Human Resources should issue a decision both in writing and orally to the employee filing the complaint.

Step 3: Appeal of decision

If the employee is dissatisfied with the decision of the General Manager Human Resources, the employee may, within five working days, appeal this decision in writing to the Chief Executive Officer (CEO).
The CEO may call a meeting with the parties directly involved to facilitate a resolution or refer complaints to a review may occur if the CEO believes that the complaint raises serious questions of fact or interpretation of policy. The CEO may gather further information from involved parties.

Recommended Technique and Procedures:

When working with complainant and employees, read the following guidelines but undertake what is relevant to the particular situation:

Address the issue early. The longer you let an issue fester, the more time you waste and the greater chance you have of it spiralling into other problems. •
Address the issue privately. Set up a time to talk in a private place, where you won’t be overheard or interrupted. Speak to the person with whom you have the conflict and try to resolve the issue one-on-one before involving others.
Expect discomfort. You may have to say up front: “Although this is uncomfortable for me, if I don’t address this, I’m afraid we will not meet our goal.”
Be specific and objective. Identify the specific issue at hand and the effect it is having. Avoid generalizing statements such as “always,” “ever” or “never.” Stick to the subject; try not to digress into broad personality issues or revive past issues.
Focus on the outcome. Do not dwell on problems or blame. Keep the spotlight on finding solutions and how you will reach the desired outcomes. “In order to reach the goal of X, I think we need to do Y.”
Be open. Doing so establishes an atmosphere of mutual respect and cooperation. Listen to and consider others’ opinions, points of view and ideas. Understand and appreciate that they think differently than you and may bring a greater, or different, understanding to the table that will help resolve the problem more quickly and effectively.
Respond constructively. Let the other person know you value what he or she is saying, even if you don’t agree. Try to avoid responding negatively or directively, for example criticizing, ridiculing, dismissing, diverting (talking about yourself rather than about what the other person has said) or rejecting the other person or what they are saying.
Know your triggers. Learn to recognise your personal warning signs for anger and figure out the ways that work for best for you to constructively control your anger.
Maintain a sense of humour. Be willing to laugh, including at yourself. Maintaining a sense of humour can relieve stress and tension, and help get you and others through a difficult time .
Learn to compromise. Compromise is important in any relationship. If you disagree on an issue, discuss the problem calmly, allow each person to explain his or her point of view, and look for ways to meet each other in the middle.

Don’t attempt to resolve conflict when tempers are flaring. During an argument, often no one can agree on a reasonable solution. If that is the case, agree to take a break and come back to the problem later, when you have had time to settle down and think about the issue.
Know when to retreat. The conflict resolution process will not always work. The level of the skills of some people may not be at the point where they can be full partners in this process. For example, you may have a spouse who does not want to, or know how to, solve the problem. You may also have a conflict with a coworker, boss or higher-up who is known for irrational outbursts. You must take all these factors into consideration and know when it may be more appropriate for you to cut your losses and retreat

Responsibilities

Negotiation and conflict resolution is the responsibility of the following:

Centre Manager,
Assistant Manager or
General Manager, Human Resources or their delegate. Note: this will be determined by the complaint or conflict situation.

Reporting

Centre Manager is to report any complaints to General Manager, Human Resources General Manager, Human Resources will report complaints to CEO.

CEO will take any Complaint Reports to the Board for review, to determine if there are changes required..

Approvals and Review

Name

Job Role/Position

Next Review Date

Conflict Resolution Policy and Procedure

Scope: This policy applies to all employees including fitness staff, administrators, and managers of Bounce Fitness

Policy Statement:

The purpose of this document is to provide an avenue through which employees and volunteers, and their managers, can resolve work-related complaints as they arise.

Bounce Fitness will establish mechanisms to promote fast and efficient resolution of workplace issues.

Employees should feel comfortable discussing issues with their manager or supervisor in accordance with the procedures outlined below.

All formal avenues for handling of grievances will be fully documented and the employee’s wishes will be considered in determining the appropriate steps and actions.

Objectives:

To meet Industrial Relations Operational plan requirements
To have a workforce where staff know how to deal with conflict should it occur.
To have clear guidelines for all staff to follow and understand.

Procedures of Consulting for Conflict Resolution Employment Practices

All managers and supervisors should be aware of the possible ramifications of their actions when dealing with employee issues. They must ensure that all employees are treated with fairness, equality and respect.

If there are any doubts or queries in relation to how to deal with a particular set of circumstances, managers or supervisors should contact the Human Resources Manager for advice at the earliest opportunity.

Where a grievance or dispute has been brought to a Manager’s attention, they should assess whether the employee involved is covered by an Award or Agreement, and if so should refer to that document for grievance procedures. If the employee or volunteer involved is not covered by such a document, the procedures below must be followed:

An employee who considers that they have a dispute or grievance should raise the matter with their internal source of consultee as a first step towards resolution. It can either be the immediate supervisor, manager, HR employee, or WHS officer.
The two parties should discuss the matter openly.
Work together to achieve desired outcome.

Grievances and Dispute Resolution

The Manager or Supervisor should check for clarification of the issue to ensure they fully understand the complainant’s concern. Managers should follow the standard procedure of offering the employee or volunteer the opportunity to have an independent witness at the discussion, ensuring they follow the steps outlined below:

If more than one person is present, establish the role of each person.
Outline the process that is to be followed.
Inform the parties that any information obtained in the conduct of the review is confidential.
Listen to the complainant and diagnose the problem.
Take accurate and detailed notes of all conversations (including dates, people involved) and attach any supporting documentation.
If deemed necessary, provide the employee with a written summary of the meeting and clarification of the next steps to be taken.

The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation.

All parties are to maintain complete confidentiality at all times.

If the matter is not resolved and the employee or volunteer wishes to pursue it, the issue should be discussed with a Human Resources Officer, then, if necessary, the CEO. Again, the matter is to be discussed openly and objectively with management to ensure it is fully understood

Responsibilities

It is the responsibility of Managers and Supervisors to ensure that:

They identify, prevent and address potential problems before they become formal grievances;
They are aware of, and are committed to the principles of communicating and information sharing with their employees and volunteers;
All decisions relating to employment practices are made with consideration given to the ramifications for the individual, as well as the organisation in general;
Any grievance is handled in the most appropriate manner at the earliest opportunity;
All employees and volunteers are treated fairly and without fear of intimidation.

It is the responsibility of Employees to ensure that:
They attempt to resolve any issues through their immediate supervisor andthrough internal processes at the earliest opportunity.

It is the responsibility of the Human Resources Department to ensure that:
All managers, supervisors, and employees are aware of their obligations and responsibilities in relation to communication and information sharing with their employees;
Ongoing support and guidance are provided to all employees in relation to employment and communication issues;
All managers, supervisors, employees and volunteers are aware of their obligations and responsibilities in relation to handling grievances;
Any grievance that comes to the attention of managers or supervisors is handled in the most appropriate manner at the earliest opportunity.

Reporting

Manager or supervisor must document and report any grievance or dispute and inform their immediate supervisor.

Human Resources Manager will ensure that CEO and Board are informed if required. It is envisaged that this will only occur if there is a pattern or a risk to the business.

Approvals and Review

Name

Job Role/Position Chief Executive Officer

Next Review Date 24 January 20XX

Diversity Policy

Diversity Vision

Bounce Fitness understands that in order for an organisation to have a workforce that is effective and allows for a greater amount of competitive advantage, it is critical that the workforce is as diverse as possible. The success that we achieve as a business is grounded in our people. The more effective our people are, the greater our business success will be. We need to find, recruit, and hold on to the best people possible and use this to our competitive advantage. This diversity policy will allow us, as an organisation, to ensure that we recognise all staff members regardless of their age, race, sex, or religion.

This organisation understands that everyone must be treated equally – especially with regards to their respect and dignity, and will work to ensure that the organisation believes in treating all people with respect and dignity. We will work to create a working environment in which all staff are supported and encouraged to work at the height of their potential and to ensure that all staff are able to develop their skills and knowledge in order to facilitate our organisation reaching and achieving its goals and objectives.

Diversity in Recruitment

Bounce Fitness is a large, multinational organisation, and so needs to ensure that it is able to recruit people from all over the world. Having individuals with a range of language skills, cultural perspectives, and backgrounds allows us, as an organisation, to ensure that we are able to understand our market and ensure that we are able to ensure that our customers receive the best possible service. Our organisation will strive to have diversity in everyone that we recruit and ensure that our selection panels are made up of a diverse group of people.

Career Development and Promotion

Bounce Fitness rewards excellence and all employees are promoted on the basis of their performance. All managers are trained in managing diversity to ensure that employees are treated fairly and evaluated objectively.

Diversity Bodies

Within our organisation, we have appointed Diversity Champions, who have the role of ensuring that everything we do as an organisation is aimed at ensuring that we are inclusive and have a diverse workforce. Each of your diversity team will be a part of our diversity committee who will meet bi-monthly to discuss any issues and who on an annual basis will revise this policy.

Diversity Practices

Our organisation requires that all staff undergo diversity training during their induction process and this training is aimed at ensuring that staff are aware of the issues surrounding diversity in the workforce and to examine skills needed to manage diversity. In recognition of our diverse workforce and their specific needs, we have introduced a number of arrangements to facilitate your work. These include:

Assisting with education
Flexible work arrangements
Open communication
Diversity workshops.

Employee Assistance Program (EAP) Policy

Bounce Fitness has a strong commitment to the health, safety, and welfare of its employees, their families, and its customers. Bounce Fitness recognises that a variety of personal problems, such as emotional distress, family problems, alcoholism, and drug abuse, can be devastating to lives, business, and the community at large. Most people solve their problems either on their own or with the advice of family and friends; however, Bounce Fitness recognises that sometimes people need professional advice.

Goal

It is the goal of Bounce Fitness to establish an employee assistance program to help and encourage those employees in need of professional assistance to use it.

Scope

This program applies to all employees and their eligible dependents who are covered under any of the various health and welfare programs to which Bounce Fitness contributes.

While Bounce Fitness has no intention of intruding into the private lives of its employees, we recognise personal problems may eventually take their toll on job performance. Our concern is to assure that employees report to work in condition to perform their duties safely and efficiently in the interest of their fellow workers, themselves, and our customers.

Policy Statement

It is the policy of Bounce Fitness to establish, implement, and support employee assistance programs that will assist employees and their eligible dependents to resolve problems, such as emotional distress, family problems, alcoholism, and drug abuse, recognising these problems may adversely affect employee’s personal health, family, and job performance.
It is the policy of Bounce Fitness to commit the resources necessary to support the employee assistance program (EAP).
This policy will not exempt employees from job performance requirements.

Procedure

Bounce Fitness’s employee assistance program will operate within the following framework:

Employees’ current jobs and future advancement will not be jeopardised by using the EAP’s services.
As with all health and personnel documents, the EAP’s records will be maintained in a confidential manner.
Supervisors and managers are responsible for confronting employees about unsatisfactory as well as acceptable but deteriorating performance, and referring such employees to the EAP when appropriate.
Employees will be responsible for correcting unsatisfactory performance and maintaining acceptable performance.

Implementation
Each Bounce Fitness Centre will be responsible for establishing and implementing detailed policy and procedures, specific to its needs, in support of this policy. Each of these policies is subject to Head Office review for consistency with the Bounce Fitness policy.

Responsibility for interpretation of the Bounce Fitness policy falls to the company’s Human Resources Department.

The Bounce Fitness Employee Assistance Programs encourages employees to obtain short term counselling, problem referrals or assessments on the following issues:

Substance abuse  Stress
Alcohol abuse


Psychological symptoms or mental health disorders

Marital or family-related difficulties, such as child or elder care  Domestic violence
Divorce

Legal and Financial concerns

Compulsive or addictive behaviour such as gambling  Catastrophic medical conditions



Bounce Fitness Employee Relations Policy and Procedures

Employee Relations Vision
Bounce Fitness will endeavour to build and support a positive employee relations climate supporting safety, capability, engagement, and a high performance culture to permit a strong customer service focus.

Employee Relations Goals
To inform staff at all levels of the expectations, requirements and responsibilities required for a positive employee relations environment and the achievement of sustainable business outcomes.

Procedures
1. Align with Strategic Direction: To attain and maintain alignment with strategic direction and ensure employee relations outcomes are consistent with the Bounce Fitness vision and values and support business priorities.
  
  Strategy:
  
  Ensuring employee relations outcomes conform to the Bounce Fitness direction through workplace negotiations
  Ensuring commitment to continuous review of the employee relations direction to ensure it is aligned to Bounce Fitness and values
  Ensuring consideration of the impact of employee relations decisions across Bounce Fitness Centres.
2. Governance and Compliance: To develop and maintain systems and processes to ensure compliance with industrial relations frameworks including legislation, industrial instruments and Bounce Fitness Policy. Compliance is the responsibility of both the staff who must claim entitlements appropriately and managers who are accountable for approval and endorsement of pay and conditions. It is important that all staff understand their conditions of employment and the significance of their responsibilities.
  Strategy:
  Ensuring and promoting compliance with legislation and policy
  Ensuring employment information is recorded and maintained accurately Ensuring interpretation of conditions and entitlements is consistent Ensuring compliance through training and audit processes
  Ensuring all requirements including Government, internal and legislative reporting are complied with
  Ensuring leaders accept accountability and set a positive example
  Ensuring timely and effective implementation of workplace agreements, and changes to legislation, awards and policy.
3. Focus on Business Outcomes: A focus on business outcomes will ensure that employee relations initiatives are consistent with business practices of Bounce Fitness.
  Strategy:
  Ensuring employee relations outcomes are consistent with Bounce Fitness priorities and support business practices
  Ensuring development of policy and industrial instruments in line with the Bounce Fitness vision, values and business needs
  Ensuring facilitation of employee relations initiatives to support organisational improvement Ensuring timely and accurate advice on employee relations issues
  Ensuring effective advocacy and representation in industrial forums
  Ensuring effective implementation and communication of employee relations outcomes at all levels.
4. Constructive Workplace Relationships: The achievement of common goals, minimisation of industrial disputes and promotion of innovation in issue resolution is all contributed to by positive and constructive workplace relationships. A climate where joint facilitation of resolution has more influence over the outcome is enhanced by participative negotiation.
  Strategy:
  Ensuring constructive relationships between staff and management at every level
  Ensuring involvement of staff in decision making and promoting issue resolution at every level Ensuring promotion of ownership of organisational change initiatives
  Ensuring working relationships and teamwork is collaborative and productive
  Ensuring timely resolution of disputes, sharing information, consulting and negotiating to produce proactive, constructive and respectful outcomes
  Ensuring a flexible approach to consultation with staff and representatives, addressing issues as they arise
  Ensuring consultative arrangements at all levels of the business Ensuring positive relationships with all staff based on:
  - Communicating honestly and openly
  - Behaving respectfully and professionally
  - Valuing equity and diversity
  - Actively consulting
  - Willing to compromise when appropriate.
  Implementation
  1. Consultation: Facilitate the development of high-level relationships between the Board of Directors, CEO and Centre Managers, addressing strategic issues affecting the whole of the business and ensure a forum to discuss workplace issues of strategic concern.
  2. Communication: Bounce Fitness management communicates directly with staff wherever possible. Staff are encouraged to have genuine input to decisions about workplace issues at an individual, team and organisational level. Mechanisms to facilitate employee involvement and response include:
    Annual Surveys: Monitor employee engagement, satisfaction, and opinion across a broad range of issues. Key issues are addressed through an Executive Team action plan. All staff receive a copy of the survey results and the corporate action plan, and regular updates on progress.
    Employee Communications Strategy: Bounce Fitness encourages two-way communication, team brief meetings, the intranet, newsletters and noticeboards. Employees are also provided with regular opportunities to meet informally with the Chief Executive Officer through Centre visits. Other opportunities for communication include:
    - Weekly team meetings in Centres and Head Office
    - Monthly teleconferences for all staff in all centres
    - Quarterly conferences for Centre Manager and Assistant Manager
    - Annual General Meeting – Management
    - Annual Team Building Day – All staff.

Consultation on Work Relationship Issues: Bounce Fitness promotes a harmonious culture among its employees. Management facilitates this culture by conducting regular individual consultations with its employees. These consultations provide an avenue to check the status of employee work relationships and identify any issues that affect work environment and productivity. During the consultation, both Management and employee must review issues raised, determine the root cause and discuss options for resolution.

Path for Issue Resolution: Employees who have an issue or concern in the workplace should raise it with their direct Manager in the first instance. Should the matter fail to be resolved at this level, the issue should be escalated to the next level of management. The Manager should endeavour to resolve the issue at the local level. Support for issues resolution will be available through Human Resources.

Version Control and Document History

Date	Summary of Modifications	Version No.
2017	Version 1.0 published for Bounce Fitness.	1.0
28 October 2021	Removed background image on first page Minor formatting edits, i.e. paragraph alignment Added procedure on ‘Consultation on Work Relationship Issues’ under 2. Communication of Implementation section	1.1

Exit Interview Policy and Procedures

Policy

As a good employer we will provide an environment that supports and values its employees. Information gathered will be used to assist management and Human Resources to improve working conditions and practices that will in turn improve the retention of staff.

Scope

This policy applies to all staff.

Responsibilities

Centre Manager:

To offer an exit interview with the employee and manager / staff person of choice. or

To enclose an exit interview questionnaire with acknowledgement of resignation letter.

Human Resources Team:

To analyse data collated from feedback from written exit interviews. To maintain employee confidentiality in feedback process.

Employee:

To participate in providing feedback.

Procedures

On receipt of resignation regardless of reason, the exiting staff member will be given a copy of the Exit Interview Questionnaire and invited to:

Participate in an interview with the Centre Manager, or with someone from Human Resources.
Complete a written questionnaire. The questionnaire is forwarded to the Human Resources department at Head Office.
The Human Resources department will collate the information and as appropriate provide the Centre with feedback on a quarterly basis.
The staff member has the right to identify any information given, which they require to be kept confidential.

Bounce Fitness Internal Communication Strategy

This report is to review the business performance against the marketing objectives of the Bounce Fitness Corporate Marketing Plan.
Goal
To ensure that individuals / departments within the organisation have access to all the information they require to make informed decisions and maximise their output.
Objectives
1. All staff are aware of the organisation’s vision, mission, and values, and of its key organisational developments
2. All senior management and Board decisions are communicated effectively to staff
3. Staff understands and knows how to follow all policies and procedures related to his / her job
4. Staff is familiar with the resources available in, and the updates and developments of programs other than their own
5. Staff are able to provide feedback to management through formal channels.

Key messages

Sharing information and collaborating between members of staff is an important activity and is encouraged

Senior management is committed to open and transparent decision-making.

Audience

Total: 34

Composition: 26 staff, 4 managers, 3 senior managers and 1 CEO

Location: 6 in Brisbane, 14 in Cairns, 7 in Sydney, 7 in Melbourne

Working Language: English

Native Language: 28 English, 1 Spanish, 1 French, 1 Korean, 1 Italian, 2 Japanese

ICT access: All staff have access to the Internet and email on a regular basis.

Objective #1:

Human resources will develop a background on the organisation to be included in all new staff induction packages

Once a year, the communication team will organise a half-day workshop where staff can discuss the organisation’s mission and values as they relate to their work. Staff outside the main office to be included via teleconferencing.

Objective #2:

The executive director’s office will coordinate the dissemination of the minutes from management and board meetings by email to all staff

The executive director or another senior management representative will provide an overview of the main Board decisions at a monthly staff meeting.

Objective #3:

Human resources to develop a staff handbook that includes all the organisation’s policies and procedures, The handbook will be distributed to all staff

The communication team to develop a monthly internal newsletter, to be distributed by email, which will include a section from human resources highlighting and explaining a policy or procedure to staff.

Objective #4:

Each program manager to include an update on their program or a profile of resources or skills their program has in the monthly internal newsletter

Each program manager to provide an update on their program at the monthly staff meeting Editors of program newsletters will ensure their newsletter is distributed to all staff.

Objective #5:

The chair of the monthly staff meeting to ensure that there is ample time for staff to provide feedback on the items presented

The senior manager to circulate the agenda for upcoming board meetings to give staff the opportunity to submit their feedback on issues

Human resources to organise the election of a staff representative to advise management and board discussions.

Tactic Responsibility Tactic Responsibility

Objective # 1:

Background on the organisation for inclusion in all new staff induction packages

Half day workshop where staff discuss the organisation’s mission and values as they relate to their work

Human Resources Manager

Completed by 30 January

First workshop to be held on 1 March and then yearly thereafter

Objective # 2:

Dissemination of the minutes from board and management meetings

Overview of the main Board decisions at a monthly staff meeting

CEO’s Executive Assistant

CEO or another representative of Senior Management

Within 1 week following each meeting

To be done at the first monthly staff meeting following each board meeting

Objective # 3:

A staff handbook human resource manager

Internal newsletter with policy and procedures section

Human Resources Manager

To be completed and sent to staff for feedback by 1 May

First issue to be disseminated on 15 February

Objective # 4:

Update programs in the monthly internal newsletter

An update on the programs at the monthly

Centre Managers

To be submitted to communication team 2 days before the newsletter is disseminated

First issue is 15 February

staff meeting

Centre Managers At each monthly staff meeting

Distribution of program newsletters

Human Resource Manager

Immediately following the release of each issue

Objective # 5:

Ensure that there is ample time for staff to provide feedback on the items presented at the staff meeting

Circulate the agenda for upcoming board meetings

Election of a staff representative to advise management and board discussions

Human Resource Manager

Senior Manager

Human Resource Manager

At each monthly staff meeting

At least one week prior to board meeting

Election to take place on 10 February

Mediation Policies

Bounce Fitness is committed to maintaining a healthy working relationship among its staff members. All staff members are encouraged to resolve all conflicts immediately, before they escalate into more serious issues.
Bounce Fitness believes in fairness and discourages staff members from demonstrating biases for or against other staff members, which may affect the quality of their work.
Bounce Fitness recognises that some conflicts may be more serious in nature and may require the help of a mediator to resolve. Staff members in the supervisory position (i.e. department supervisors) as well as all Human Resource Officers will be trained in industry best practice to effectively carry out mediation procedures.
It is only when issues have escalated to such a degree that it bears legal implications that the dispute will be referred to external mediators or – in serious cases – lawyers.
Privacy and confidentiality will be upheld throughout the mediation process.

Mediation Procedures
Disputing parties may request for a mediator to handle the dispute by sending a request to the Human Resources department (HR). Only one of the disputing parties need to contact HR.
Upon receiving the request, HR will assign a mediator to the case.
The mediator must obtain the agreement and willingness of ALL parties in dispute to cooperate before proceeding with the formal mediation process.
Agreement and willingness to participate in the mediation must be documented through the Bounce Fitness Mediation Agreement Form.
The discussions of all meetings – with individual parties or otherwise - must be documented through the Bounce Fitness Mediation Meeting Minutes.
The outcome of the meeting must be documented in writing. A written document or email must be sent to all parties involved, outlining the resolution of the dispute and all actions or changes in working conditions that may result.
A printed copy of all documents produced during the mediation process – including the Mediation Agreement Form – must be submitted to the HR department for filing.
A formal documentation of the mediation must be recoded using the Bounce Fitness Workplace Mediation Record Sheet. This document must be submitted to the HR department for filing.
All issues and topics discussed during the mediation process must be kept confidential within the relevant parties only. A breach in confidentiality may yield consequences for the offending party.

Other Requirements
All staff members whose roles involve carrying out mediation procedures must regularly (at least bi-annually) be updated of all Bounce Fitness policies and procedures and relevant legislations, regulations, and industry standards.

Off-Site Staff Policy and Procedures

The following policy and procedures are maintained in the interests of continual improvement.
The purpose of this policy is to ensure the following for all off-site Fitness Instructors of Bounce Fitness:
Have a safe work space to conduct group fitness classes or personal training sessions.
Have access to a mobile phone for work use to call and email the Manager, Supervisor and Team Leader as required.
Have enough portable equipment necessary to conduct group fitness classes or personal training sessions.
Have access to facilities such as toilet, eating area and personal storage.
Have access to portable materials to maintain well-organised work records

Health and Safety Policy and Procedures
1. The off-site staff must adhere to the following health and safety legislation when working off-site:
  - Workplace Health and Safety Act 2011
  - Risk Management Code of Practice.
  - Risk Management Standards AS/NZS ISO 31000 2009
2. Off-site staff must conduct a risk assessment before commencing each class at every off- site location
3. Off-site staff must check the equipment prior to each class to ensure:
  - It is safe to use
  - They have sufficient equipment to conduct the class
4. Off-site staff must observe the health and safety of all members throughout the group fitness class or personal training session.
5. Off-site staff must take immediate action to assist a member should they demonstrate signs of injury or distress.
Communication Policy and Procedures
Off-site staff must:
Record Keeping Policy and Procedures
The off-site staff must adhere to the following when working off-site:
1. Privacy of the client’s personal information
2. Privacy of Bounce Fitness documentation
3. Sufficient records for the work they have completed
4. Maintain organisation of their work documents
5. Maintain safety of work documents to prevent loss

Performance Management Policy and Procedures

PERFORMANCE MANAGEMENT POLICY

Bounce Fitness adheres to the disciplinary process set by the Fair Work Ombudsman (FWO). This performance management policy outlines how underperformance will be managed and the possible consequences of underperformance. For more information and advice about managing performance and warnings visit:

https://www.fairwork.gov.au/employee-entitlements/managing-performance-and-warnings

This policy aims to encourage Bounce Fitness to continually grow and develop by having a transparent performance-based program. The performance management policy and procedures contribute not only to the success of the business but also of individual staff members.

PERFORMANCE MANAGEMENT PROCESS

Bounce Fitness will follow the steps provided below for the Planning and Evaluation stages of the Performance Management Period.

Planning

Identify the relevant objectives for the performance period
Actionable KPIs and Performance Targets must be set and communicated to relevant personnel
Ensure documentation on the relevant information is accessible to personnel involved

Evaluation

Human Resources or the Supervisors must maintain regular communication with the staff members involved
Documentation relevant to the objectives and KPIs must be recorded in compliance with the Documentation Policy and Procedures
Performance must be regularly monitored at set intervals
Performance assessment must be recorded in relevant documentation (e.g. Personal Development Plans, Employee Performance Reports, Monitoring Sheets)
Feedback and necessary support must be provided to staff members

Performance Assessment

Define the purpose of the individual’s job.

Enumerate the duties of the individual.
List the responsibilities of the individual.
Set performance goals with measurable outcomes.
Outline the priority of each job responsibility and goal.
Establish performance standards for key components of the job.
Facilitate meetings for feedback focusing on both positive and negative aspects of the
individual’s performance
Document each performance appraisal and critical incident reports.
Consider the feedback from the employee's peers, customers, and subordinates.
Develop an improvement plan for individuals who are not meeting expectations.
Administer coaching sessions to provide positive and constructive feedback.
Definition of Underperformance
As defined by FWO, poor performance entails an employee is not doing their job or behaving in accordance with organisational policies and procedures. This includes the following scenarios:
- When an employee is not working according to the required standard or neglecting todo their job.
- When an employee completely disregards workplace policies, rules, or procedures.
- When an employee displays unacceptable behaviour, like telling inappropriate jokes.
- When an employee displays disruptive or negative behaviour at work, like constantly speaking negatively about the company.
  
  Definition of Serious Misconduct
  As listed by FWO, the following scenarios are considered to be serious misconduct:
- Theft
- Fraud
- Assault
- Being drunk at work
- Refusing to carry out work duties

Preventive Action Process

Bounce Fitness follow the steps outline by FWO to help prevent underperformance:

Document behavioural and outcome expectations in position descriptions.
Manage any issues as soon as possible
Conduct regular performance reviews that defines expectations from the start
Promote open communication channel between employees and their manager or employer to discuss any questions or concerns they mighthave

Dealing with Underperformance

A consultation must take place between an underperforming employee and the supervisor/manager to discuss the situation. This meeting must consist of the following action items.

Clarifying the issues or concerns at hand
Actively listening to the employee’s explanation
Discussing options for a solution to be agreed upon by both parties
Agreeing on an option as an appeasement or solution
Plotting clear and reasonable steps for improvement or prevention of the issue from reoccurring
Documenting the meeting minutes, outcomes, and further action items, ifnecessary

Continuance of Underperformance

If an employee continues to misbehave or underperform, these are options the management may take:

Set up another meeting with the underperforming employee
Transfer the employee to another position or providing additional training
Issue a written warning
Termination should only be considered as a final resort and done after advice has been sought from an employer association or lawyer
Upon termination, ensure that the employee:
- isn't being Unfairly dismissed
- is given the right Notice of termination
- is given the right Final pay

Legal Frameworks

Bounce Fitness adheres to legal frameworks consisting legislation and regulations that govern the relationship between the organisation’s management and its employees. A well-established legal framework is the foundation of an environment that is conducive to health and wellness to both its employees and clients

Legislation / Regulation	Requirement
Privacy Regulation 2013	Organisations must not disclose sensitive information of their staff members to unauthorised parties. Employees who do not follow this may merit organisational and legal consequences. The Privacy Regulations lists exceptions.
Equal Employment Opportunity Act (Commonwealth Authorities) 1987	Organisations must not discriminate against staff members, evaluating one differently from others based on biases against, for example, the staff member’s cultural background.
Fair Work Act 2009	Organisations must follow proper procedures when dismissing any employee. This includes making employees aware (such as through employee handbooks) of what actions will merit dismissal from the organisation.
Work Health and Safety (WHS) Regulation 2011 Identifying Hazards	Organisations must manage risks to health and safety. This may include setting safety requirements for employees within the organisation. Not following these safety requirements may merit dismissal from the organisation.

Version Control & Document History

Date

Summary of modifications

Version

2020

Version 1.0 produced.

1.0

20 June 2022

Added procedures for general Performance Management planning and evaluation.
Adjusted wording of introduction to Performance Assessment.

1.1

Personal Development Policy and Procedures

Policy

Bounce Fitness recognises that the training and development of its team is the key to the continual success of the organisation. It is the policy of Bounce Fitness to ensure that as far as it is practicable, adequate resources are available to provide a continuous programme of training for all staff. In return all Bounce Fitness staff should recognise the need to develop and update skills and knowledge on a continuous basis and undergo training with a positive and flexible outlook.

The aim of this policy is to ensure that all employees plan the training and development that is required to equip them with the knowledge, skills and attitudes necessary to meet both current job objectives and future development needs. This policy will ensure that training is planned and delivered to meet high standards of quality.

Principles of Personal Development

It should be continuous because professionals should always be seeking to improve performance
It should be owned and managed by the individual learner
It should be driven by the individual learner’s current state of development
It should have clear learning objectives that aim to satisfy individual and organisational needs
It should be an essential part of professional life.
Benefits of Personal Development
- Provides a template and a way of thinking to manage your own self-development needs.
- Enables you to become a better learner – developing reflection skills for now and in the future at work.
- Enables effective transfer of ideas from courses to workplace.
- Helps with career advancement/development by compiling a list of achievements.
  
  Procedure
  Personal development should be divided into personal development plans and training and development records: the former indicating what is intended over the next year and the latter comprising a record of what has been achieved.
  A Personal Development Plan identifying the training requirements of individual staff members should be prepared yearly by all staff in consultation with their manager. A copy of the Training and Development Record template can be located on the Intranet under the Document tab. Personal Training and Development records may be accessed under the People tab.
  As well as establishing needs, PDP’s allow both employee and Centre manager to agree on the overall purpose and objectives for the training, linked to the business plan, agree on the best method and agree on target dates for completion and review. This should be reviewed and if necessary, updated at regular intervals throughout the year. A summary of Personal Development Planning can be found on the Intranet under the Policy tab.
  As part of the organisation’s workforce strategy, all staff members will undergo in-house coaching at least once. All staff will have an individual Training and Development Record generated on employment. On completion of a training course whether it is internal or external or practical experience gained through current job, attendance at a conference or any other training activity the training record must be updated by Human Resources.
  Copies of any certificates obtained while attending courses, conferences or further education programmes will be included along with the training record.
  When a member of staff is approved to undertake Bounce Fitness sponsored staff development activities it is assumed that they accept the conditions for such sponsorship detailed under the Evaluation section following. A record must be kept of the development undertaken and any financial support approved. The application is the responsibility of the individual and their Manager and that any relevant documentation is forwarded to Human Resource for insertion in the individual’s personal file.
  The Human Resource Department will maintain records of all activities, attendances, and expenditure on centrally funded staff development activities.
  Appraisal
  The appraisal process is the formal opportunity for staff to discuss their performance with their managers and for managers to identify any areas where improvement may be required. It is also the mechanism to record training and development needs on individual Personal Development Plans. All staff will be appraised on an annual basis in Centre with the current appraisal system.
  
  Personal and Managerial Skills
  A range of training courses will be made available each year and are available for all staff to attend. These include training courses on:
- Customer Care
- Interpersonal Skills
- Stress Management

These training courses will provide staff with the support needed to develop and enhance skills whether as an individual or as a manager and improve work performance.

External providers will be engaged for the development of fitness skills and activities and instructors are encouraged to bring suitable programmes to the attention of Management.

Application for any of the courses should be made to Human Resources and should be supported by the individual’s Centre manager.

Further Education

As part of the Personal Development Planning process a development need may be highlighted that would be best met through participation in an external course of study. In these cases, staff, via their Centre managers, will be encouraged to submit a case for sponsored education to their Centre Manager. The benefits to Bounce Fitness and the individual must be clearly demonstrated.

Evaluating Personal Development

Bounce Fitness staff and Centre managers should always be able to identify how performance has improved after any training or development activity, whether it is an internal or external training course or practical experience gained through current job, attendance at a conference or seminar. The evaluation should focus on:

Learning Outcomes allows the evaluation of whether the employee’s training has met the objectives identified in Personal Development Plans
Performance Outcomes as outlined in Performance Appraisal Plans which will be evaluated by Centre Manager as part of the annual appraisal process. This helps with the evaluation of whether the employee has successfully applied what they have learned to their tasks.
A post training activity interview between Centre manager and staff should be conducted to discuss the above and highlight if there is any further help/support and or training required to implement the learning.
Centre manager(s): It is part of a managers remit to train and develop his or her staff and they will be able to advise on completion of a successful personal development plan.
Human Resource Manager: Can offer advice and guidance regarding appropriate learning methods and available courses.

This Policy may be amended by Bounce Fitness at any time to take into account changes in legislation and best practice.

Personnel Policies

Introduction
Bounce Fitness is committed to fair, clearly stated and supportive relationships between the organisation and its staff. The personnel policies of Bounce Fitness have been established in order to provide a guide to the personnel practices of the organisation and to ensure consistency of personnel decisions.
It is the intention of Bounce Fitness to administer the personnel programs in a manner which complies with the letter and spirit of all applicable federal, state and local regulations. This document is designed to provide guidance to staff at Bounce Fitness. It is not a part of any contract between Bounce Fitness and its employees. It is only a set of informal guidelines for personnel practices.

Employee Classification
All employees are classified as full-time, part-time or temporary. Full-time and Part-time employees are employees hired without a specific termination date. Temporary employees are employees whose position at the time of hire is for a short-term period. Terms of employment will depend on business needs, and in no case will a temporary position be construed as being a contract for a definite time.
Full-time Employees are those employees who work 38 hours per week and are eligible for all fringe benefits. A full-time-employee can work a maximum of 10 hours a day. They are also allowed to average their hours over a 2o r 4 week period.
Part-time Employees are those employees working at least 2 hours but less than 38 hours per week. Part- time salaried employees are eligible for all fringe benefits and earn sick leave and vacation at a rate proportionate to the hours they work.
Temporary Employees are those employees who are paid hourly under Letter of Agreement for a specified period of time. Temporary employees are not eligible for benefits.
Equal Employment Opportunity
The policy and intent of Bounce Fitness is to provide equal employment opportunity for all persons regardless of race, colour, religion, national origin, marital status, political affiliation, affectional orientation or gender identity, status with regard to public assistance, disability, sex, or age.

Bounce Fitness intends to respond affirmatively in its employment practices. Affirmative action applies to all aspects of employment practices including, but not limited to, recruiting, hiring, placement, promotion, demotion, transfer, training, compensation, benefits, layoff, recall, and termination. Bounce Fitness seeks to do business with organisations that encourage equal employment opportunity.
Anti-Discrimination
Bounce Fitness does not tolerate any form of discrimination. All employees have the right to work in an environment free of discrimination and harassment. Discrimination undermines proper working relationships and may cause low morale, absenteeism and resignations.
Under federal and state anti-discrimination laws, discrimination in employment on the following grounds is against the law:

Sex
Marital Status
Trade Union Activity
Pregnancy
Parental Status
Lawful Sexual Activity
Age
Race
Social Origin
Impairment
Religion

Political Belief
Criminal Record

Manager must ensure that all employees are treated equitably and are not subject to discrimination. They must also ensure that people who make complaints, or witness, are not victimised in any way.
Recruitment Procedures
Bounce Fitness intends to recruit, hire, and place applicants on the basis of the applicant’s relative knowledge, skills, and abilities. The decision to employ an applicant will be based solely on the individual’s qualification for the particular position along with other requisite job skills. Minimum qualifications shall be specified in the job description.
When a new position is established, the General Manager Human Resource will prepare a job announcement identifying the position’s responsibilities and overall relationship to Bounce Fitness for posting or circulation within Bounce Fitness and for public notification. Posted positions will be open for a minimum application period of 15 days.
Compensation
Persons employed by Bounce Fitness in a part-time or full-time capacity will receive a salary negotiated at the time of recruitment that will not be based upon an hourly wage. At the time of hire, new employees will receive a letter of offer, a job description, salary and benefits detail, the Induction Handbook and a copy of the personnel policies. The magnitude of the work assignments and the full scope of responsibility for the position will be fully discussed at time of hire. In setting compensation, Bounce Fitness may consider, among other things, external labour market rates, equitable relationship with other jobs within the organisation and the organisation’s ability to pay. Each employee may be eligible for a salary review at the beginning of each fiscal year.
Work Schedule
Bounce Fitness will establish a 38 hour weeklywork schedule, andwheneverpossible will accommodate each individual’s personal commitments and the needs of the organisation.

Breaks
All employees must be given 10-hour breaks in between shifts. All employees who are forced to work so that the break in between shifts is less than 10 hours will be paid double time for the hours they until they are released from duty for a 10-hour break.

Employees are given 30-60 minutes unpaid meal break no later than5 hours after commencing work or from a previous meal break. Double time will be paid if an employee has to work through a meal break until a break is allowed.

All employees other than part-time worker working less than three hours, must be given a 10-minute rest break between commencing work and their meal break and another between their meal break and finishing work.
Holiday Schedule
Each Centre continues to function during holidays with reduced staff except for Christmas Day and Good Friday. The Centre Manager negotiates with individual staff for rostering.
Parenting Leave
Bounce Fitness desires to assist new parents in balancing the demands of working and caring for children. Bounce Fitness will provide paid family leave in accordance with current legislation to any employee for the birth or adoption of a child. Staff may utilise accumulated sick leave as well as annual leave to enable either partial payment for or extension of the basic period. Special circumstances shall be reviewed by the General Manager Human Resource. Accrual of leave benefits and seniority cease during an approved leave. Upon completion of leave, the employee will be allowed to return to the same or a substantially similar position at the same salary as the employee earned prior to the leave.
Annual Leave (Vacation Time)
Bounce Fitness will provide to each full-time staff employee 20 working days paid annual leave based upon one year’s full time employment with Bounce Fitness. Accruals of annual leave will commence upon the date of employment for each employee and will be based, on an annual basis, upon each individual’s anniversary date with Bounce Fitness.
Employees may use their annual leave as earned if absence from assignment does not unduly provide an impediment for completion of assigned tasks or prevent other staff from completion of their work assignments. The General Manager Human Resource must approve scheduled absences and the employee should request such leave as soon as possible, with a minimum of two weeks in advance.
It is the policy of Bounce Fitness to encourage each employee to utilise allotted annual leave during each individual’s employment year. A maximum of five days, or 40 hours, will be allowed to be carried over from one year to the next. All other accrued annual leave will be paid out on the employee’s anniversary date. The interchange or exchange of annual leave and sick leave is not allowed.

Special Leave
Special leaves of absence without pay may be granted an employee at the discretion of the General Manager Human Resource.

School Conference and Activities Leave
An employee is entitled up to sixteen hours non-paid leave during the school year to attend a child’s school conferences or classroom activities, if these activities cannot be scheduled during non-working hours. This time should be scheduled in advance with the employee’s Manager. The employee must provide “reasonable” notice when possible to the supervisor to minimise any disruption resulting from the employee’s absence. Vacation or floating holidays may be used for this absence.
Sick Leave
Bounce Fitness will provide up to five working days each employment year to each staff person to be utilised for purposes of addressing health needs. Compensation will be based upon the employee’s salary rate at the time sick leave is taken. Sick leave may be utilised at the discretion of the employee and is granted for sickness of the individual employee, his or her spouse/partner, children, or other immediate family members. Sick leave can also be used for health needs, e.g. dental or medical appointments.
Each staff person of Bounce Fitness should notify the office before 9am each day they will be absent from work due to illness, if at all possible. Three consecutive days or more sick leave must be accompanied by a doctor’s certificate verifying inability to work.
Sick leave may not be accumulated. Unused sick leave will be paid at the normal daily rate of the employee on the anniversary of their engagement. At no time will compensation for any unused sick leave be made to an employee who is leaving employment. The Centre Manager retains the right to send an employee home on sick leave if they deem the individual unfit to effectively carry out their duties or put others at risk.
Sick leave will be pro-rated for regular part-time employees. If requested by the Centre Manager, the employee will provide documentation from their treating physician explaining their absence.
Compassionate Leave
Employees of Bounce Fitness shall be granted up to three working days with pay due to a death in their immediate family (mother, father, sister, brother, spouse/partner, children, in-laws, grandparent, and grandchildren). The Managing Director will consider special cases on an individual basis.
Jury Duty
Bounce Fitness will pay an employee his or her normal pay for up to two weeks of jury duty less any compensation paid to the employee for their jury service time.
Military Leave
Employees absent on their annual two-week reserve duty shall be considered on an excused leave of absence and may elect one of the following options related to their pay:
The employee may take their vacation and retain their military pay.

The employee may surrender their military pay to Bounce Fitness, receive their regular salary and take their vacation at a later date.

The employee may take unpaid leave and retain their military pay.
Harassment Policy
It is Bounce Fitness belief that the employees of Bounce Fitness are the primary means by which the goals and objectives of Bounce Fitness will be met. To that end, the rights of all employees must be respected. All employees of Bounce Fitness must understand its position on harassment. By definition, harassment is any unwanted attention or action prohibited by law by someone in the workplace that creates an intimidating, hostile, or offensive work environment, including sexual harassment. The procedure for reporting and dealing with this very sensitive issue is as follows:
If a person’s behaviour makes an employee uncomfortable, the employee should feel free to immediately advise the person that, in the employee’s opinion, the behaviour is inappropriate and that the employee would like it stopped.

If the employee is not comfortable discussing the issue with the person, or if the person fails to respect an employee’s request, the employee should report the incident to his or her Manager. If, for whatever reason, the employee does not feel that the Manager is a suitable person to whom to report the incident, the employee should contact the General Manager Human Resource or, if necessary, the Chief Executive Officer.
In all instances, a prompt, thorough and, fair investigation will take place, giving careful consideration to protect the rights and dignity of all people involved. Bounce Fitness will take those steps it feels necessary to resolve the problem, which may include verbal or written reprimand, suspension or termination.
No retaliation of any kind will occur because an employee has in good faith reported an incident of suspected harassment. The Centre Manager, or other person to whom the complaint was made, will work to establish mutually agreed upon safeguards against retaliation while attempting to mediate any sexual harassment complaint.
Substance Abuse
Substance abuse is strictly forbidden by Bounce Fitness.

Employees needing help with a substance abuse problem are encouraged to contact their Manager or a treatment facility.
Early recognition and treatment are critical to any program to curb abuse and to enhance the employee’s ability to perform satisfactorily. Bounce Fitness finds that both the employee and Bounce Fitness will benefit greatly from early substance abuse recognition and treatment.
No person will be penalised for seeking or accepting counselling or treatment for a substance abuse problem.
Performance Appraisals
Each performance appraisal should be a positive and interactive process whereby both Bounce Fitness and the individual being reviewed receive information about his or her success in meeting the responsibilities of the job, and Bounce Fitness can learn about its strengths and weaknesses as an employer of that employee. In general, the goal of Bounce Fitness is to conduct a performance review of each new employee during the sixth month of employment, after the first year of service and annually thereafter.
Employment References
When Bounce Fitness receives a request for information from another person or entity about an employee, either during employment or after the employee’s employment has ended, it is Bounce Fitness policy to provide only the following:
a.dates of employment
b.last job title

In general, Bounce Fitness policy is not to furnish any other information about work performance or employment, unless the employee specifically directs it to do so and signs a release prepared by Bounce Fitness which authorises it to do so. If an employee does not authorise Bounce Fitness to furnish any additional information, it will advise the requesting person or entity that, absent a release, Bounce Fitness policy is to provide only the information set out in the points ‘a’ and ‘b’ above.
Termination

Resignation
Any employee of Bounce Fitness may resign by submitting a letter of resignation to their Centre Manager at least ten working days prior to the effective date of the resignation.
At the time of the effective date of the resignation, the employee shall be able to use any accrued annual leave or the employee shall be paid for all unused accrued annual leave. If the employee has used all annual leave due prior to resignation, all hours used in excess of those earned shall be deducted from the employee’s final pay at the rate of salary paid at the time of resignation. No employee shall be compensated for any unused sick leave at the time of resignation.

Other Discharges
Discipline and/or discharge may result for many reasons including, but not limited to, inappropriate behaviour and/or unsatisfactory performance.
Inappropriate behaviour is defined as including, but not limited to, misbehaviour on the job, refusal to do work reasonably expected, wrongful use of or taking of agency property, conviction of a felony, and violation of any policies or practices of Bounce Fitness.
Unsatisfactory performance means failure of an employee to meet performance standards, to complete tasks in a timely, competent way, or to maintain an adequate attendance record. Uncooperative behaviour or negative attitudes that affect the work or morale of others may result in termination. At the discretion of the Managing Director, any staff member facing termination for unsatisfactory performance may be given the option to resign as described in the above section under “Resignation.”

Layoffs
Bounce Fitness attempts to hire highly qualified staff with broad capabilities. There may be occasions, however (due to program changes, loss of contract support, etc), when it may be necessary to initiate lay-offs. In such cases, it is the intent of Bounce Fitness to attempt to avoid abrupt, arbitrary, and unfair actions whenever possible and to comply with associated legislation.
Employee Appeals (Grievance Procedures)
The purpose of the employee appeal procedure is to provide a means for employees to resolve their work place concerns with management. All regular and temporary employees of Bounce Fitness may file a grievance under this section.

Definition of an Appeal
A grievance shall be determined as an alleged misapplication of Bounce Fitness personnel policies. This procedure represents intent to offer a dispute resolution mechanism to the employees of the Bounce Fitness. Failure by the Bounce Fitness to exactly follow this procedure shall not subject the Bounce Fitness to a breach of contract claim.

Timing for Appeals
In order to qualify for processing under this section, an appeal must be filed no later than thirty (30) calendar days after the date on which the aggrieved condition commenced.

Step One:
Any employee who is eligible may present an appeal to his/her immediate Manager for discussion. The Manager shall have five (5) regular working days in which to respond to the relief requested. Should the Manager fail to respond within this time limit or if the employee finds the response unsatisfactory, the appeal may be reduced to writing, clearly specifying the policy allegedly misapplied, and the relief requested. The appeal should be submitted to the General Manager Human Resource within five (5) regular working days from the time the first step answer was due or was given. The General Manager Human Resource should respond in writing within five
(5) days of receipt and if the General Manager Human Resource fails to respond within this time, or if the employee finds the response unsatisfactory, or in cases where the General Manager Human Resource is the immediate supervisor, the employee may proceed to Step Two.

Step Two:
The employee may submit an appeal to the Chief Executive Officer if Step One has not resolved the issue. Upon receipt of a written appeal, the Chief Executive Officer shall convene a meeting with the aggrieved employee, the General Manager Human Resource and the Centre Manager, as applicable, either separately or jointly at the discretion of the Chief Executive Officer. The Chief Executive Officer may convene an Board meeting and within ten (10) working days shall respond to the grievant in writing with the final decision. In all instances, a thorough and fair investigation will take place, giving careful consideration to the rights and dignity of the people involved. The Chief Executive Officer will report the grievance and the result at the next regularly scheduled Board meeting.
Work Products and Files
All supplies, materials, routines, and work products of an employee if purchased by Bounce Fitness shall remain the property of Bounce Fitness after resignation, discharge, or layoff of that employee. The employee may retain any personal files, but work files and other papers shall remain with Bounce Fitness.
Consultant Fees, Honoraria, Gifts
All employees are encouraged to participate in a variety of community and professional activities. In those instances where an employee’s activities are part of their regular duties and responsibilities, any payment will be turned over to Bounce Fitness. All fees derived from Bounce Fitness reports, activities, events, or speaking engagements while employed by Bounce Fitness shall also be turned over to Bounce Fitness.
In some instances, an individual may do work that is based on activities or experiences prior to or separate from their regular duties and responsibilities at Bounce Fitness. To avoid actual or appearance of conflict of interest, any employee who engages in any remuneration activity in any field directly related to Bounce Fitness programs must have prior approval by the General Manager Human Resource. No employee may formally represent himself/herself as a spokesperson Bounce Fitness without prior approval of his/her Centre Manager.
Recreational Resources

All employees are given available recreational resources they can use when taking breaks. This is to ensure that their personal physical health and mental wellbeing are taken care of by the organization.

The office space of Bounce Fitness has a lounge where employees can spend their break and chill to refresh their mind and body. They can use this during break time or end of shift.

The building where Bounce Fitness operates has facilities such as a gym and swimming pool, which occupants can use up to their discretion.

Employee Acknowledgement

I acknowledge that I have read and understood the policies outlined in this copy of Bounce Fitness’ Personnel Policy Guidelines. I understand that these policies provide only a general reference and are not a full statement of Bounce Fitness procedure nor are they a contract. I will update these policies as I am provided with new materials, and I will return my copy of the Personnel Policies to Bounce Fitness upon termination of my employment.

Employeesignature:

Date:

Procedure for Engaging External Consultants

Bounce Fitness acknowledges that from time-to-time the organisation will need to engage external support, whether consultants, contractors or external service providers, through a competitive procedure to put in place appropriate management processes for the successful completion of projects and to achieve the benefits in such a way that Value for Money is obtained.

Value for Money includes three basic elements: economy, efficiency and effectiveness, and is achieved when organisations use their resources, including bought-in external resources, with economy and efficiency to achieve effectiveness in their operations.

A contractor is a person, organisation or group thereof engaged, for a limited time period, to provide specified goods, works or services that implement established policy objectives; to assist Bounce Fitness in carrying out its operations and functions; or to perform operations or functions that involve skills or capabilities that would normally be expected to reside within Bounce Fitness but which are not currently available.

Before a contracting authority considers hiring external support, it must first determine that the project cannot be delivered in-house. If adequate internal resources are not available or if an external review is mandated, it is only at this stage that hiring of external support should be considered.

Bounce Fitness will use a competitive process for the purchase of goods and services, whatever the value. Consultants, contractors and outside service providers, therefore, must be engaged following such a process.

The Project Manager must decide the pricing model that will allow the award of a contract on a basis that is approved by the CEO and that will also obtain Value for Money over the life of the project. This can be achieved by developing a pricing model or cost breakdown structure that will evaluate the fixed (and variable, if any) prices proposed by tenderers over the whole life of the project. In particular, a tenderer’s cost proposal must be evaluated to see if it changes the cost to Bounce Fitness and what impact such changes would have on the whole life cost of the project.

Risk management should be built into a contracting authority’s procurement procedures. The Project Manager should ensure that appropriate procedures are in place to identify and assess all relevant risks throughout the procurement cycle. As a general principle, risks should be borne by the party best placed to manage them and a body should not accept risks which another party is better placed to manage.

The CEO must review the business case, assess and approve the business justification for the project on presentation of the full business case; the decision to hire external support; and the procurement strategy proposed.

The CEO must also confirm that the project is well planned and will achieve policy objectives of sufficient importance to Bounce Fitness relative to the whole life costs, in terms of the resources, both financial and personnel, which they are prepared to commit to the implementation of the project and thereafter; that the business case is comprehensive, has been properly prepared and is justified; and, that, on implementation, the project will achieve Bounce Fitness policy objectives and Value for Money.

Progressive Discipline Policy

Purpose

To establish rules pertaining to employee conduct, performance, and responsibilities so that all personnel can conduct themselves according to certain rules of good behaviour and good conduct.

The purpose of these rules is not to restrict the rights of anyone, but rather to help people work together harmoniously according to the standards we have established for efficient and courteous service for our customers.

Reasonable rules concerning personal conduct of employees are necessary if the facility is to function safely and effectively. You will be kept informed of rules and changes to those rules by your Centre Manager.

Bounce Fitness believes that you want to, and will, do a good job if you know what is required to perform your job properly. Your Centre Manager is responsible for ensuring that you know what is expected of you in your job. Further, it is Bounce Fitness policy that employees are given ample opportunity to improve in their job performance.

Policy

Degrees of discipline are generally progressive and are used to ensure that the employee has the opportunity to correct his or her performance. There is no set standard of how many oral warnings must be given prior to a written warning or how many written warnings must precede termination. Factors to be considered are:

How many different offences are involved. The seriousness of the offence.

The time interval and employee response to prior disciplinary action(s). Previous work history of the employee.

Exceptions

For serious offences, such as fighting, theft, insubordination, threats of violence, the sale or possession of drugs or abuse of alcohol on company property, etc., termination may be the first and only disciplinary step taken. Any step or steps of the disciplinary process may be skipped at the discretion of Bounce Fitness after investigation and analysis of the total situation, past practice, and circumstances.

In general, several oral warnings should, at the next infraction, be followed by a written warning, followed at the next infraction by discharge. This is especially true in those cases where the time interval between offences is short and the employee demonstrates a poor desire to improve his/her performance.

Remedial Action Policy and Procedure

Scope: This policy applies to all employees who are employed by Bounce Fitness.

Policy Statement:

This policy will to ensure employees work according to their work agreement and their Modern Award including violations of the individuals and groups with regards to the agreements.

Bounce Fitness will follow the Fair Work Best Practice Guidelines for Managing Underperformance

Procedures:

Our remedial action policy is intended to correct something that is wrong or to improve a bad situation by undertaking urgent or immediate remedial action. This process is relevant for several areas of the business including industrial relations.

Industrial Actions

Bounce Fitness requires staff to be employed under Modern Award or Enterprise Agreement that follows the National Employment Standards including:

rates of pay
employment conditions e.g. hours of work, meal breaks, overtime
how and when employees and their representatives will be consulted
dispute resolution procedures (Conflict Resolution Policy and Procedures)
deductions from wages for any purpose authorised by an employee

In the event that thee is a breach of any of these conditions then remedial action will be undertaken, that ensures that all parties meet conditions in the award or agreement.

Wage issue

A wage issue may include rates of pay, allowances, deduction from wages, and overtime payment.

Step 1 – Research

Inform employee of the process that will be undertaken below
HR are to review, gather and match data on employee’s working conditions and/or wages
including allowances to the award or enterprise agreement.
Consult Finance department of the validated information
Finance are to ascertain if employee is being paid correctly
Timeframe for this research is two (2) days.
Write a letter to the employee with accurate information

Step 2 - Outcome

If there is a discrepancy, then Bounce Fitness must pay the correct amount including any requisite back pay.
Payment should be made in the next pay run.

Union Involvement

If the union is representing the employee, then permission must be sought from the employee to speak to the union representative on their behalf.

Record issue in staff file
Follow Step 1 to research any pay issue prior to any discussions
Contact with results of research
If this meets union and employee view of the issue, then send letter and pay employee.
If this does not meet union and employee view of the issue then:
1. Arrange a meeting with both union and employee
2. Ascertain the details of their requirement
3. Give Bounce Fitness feedback e.g. if the employee states that they not been paid as per the contracted hours and are being underpaid as Bounce Fitness have only been paying hours of work.
4. Negotiate with all parties
5. Give staff member a Warning Letter if in breach of their working conditions.
6. Follow up within one (1) month to ensure employee is honouring working conditions

Employee Conditions Issue

Employees who are not performing to the conditions set out in Bounce Fitness policies and procedures and in their job description then remedial action will be undertaken. Below is the process for managing performance that is linked to their award or agreement.

Performance Reviews are undertaken by relevant Manager to ensure that staff perform their work as per their work agreement and job description
Poor Performance must be reviewed to ascertain cause or issue. These may include
- Consistently arriving late for work
- Leaving early
- Taking long lunch breaks
- Not working hours in the agreement
- Lack of knowledge of business goals
- Mismatch between employee and job role
- Interpersonal differences
- Lack of feedback on performance
- Cultural misunderstanding
- Workplace bullying
Refusal to complete tasks due to dissatisfaction with industrial agreements may be part of the poor performance
Define the issue or cause of concern
Arrange interview with individuals or groups to discuss poor performance or failure to abide by agreements
Inform employee of their role, code of conduct and any relevant details
Provide additional support if required
Issue an initial Warning Letter listing specific performance improvements with a review date
Review performance after one month to ascertain whether performance has improved
Issue a second Warning Letter listing specific performance improvements by a specific date. This letter will inform the employee that their employment may be terminated if the required performance level has not been received.

Responsibilities

Site Managers are responsible for the initial review.

General Manager Human Services is to review poor performance and work with the Manager to deal with each situation. If the problem is linked to industrial action or needs a development of a policy then refer to CEO

General Manager, Finance is to arrange for a review of payment of wages and allowance and give report back to General Manager, Human Resources.

Reporting

Manager is to report any issues to the General Manager Human Services and to complete the relevant reports

Approvals and Review

Name

Job Role/Position

Next Review Date

Retirement Policy

Bounce Fitness is committed to fair, clearly stated and supportive relationships between the organisation and its staff. This policy is designated by law as a Relevant Policy covering the employment of all staff, in relation to all staff employed under an Australian Workplace Agreement that specifically refers to this policy.

The retirement of an employee may be started by any staff member retiring and giving relevant notice.

Policy

Notice of retirement by the employee

Staff members wanting to retire are responsible for seeking independent financial / retirement advice. They should also seek advice from Human Resources before finalising their retirement plans.

A staff member who wants to retire must submit a notice of their resignation in writing to their Centre Manager or General Manager Human Resources.

The notice period must be in line with Bounce Fitness Termination Policy.

These notice periods are as follows:

Management - Not less than 4 weeks notice General Staff - Not less than 2 weeks notice

If an employee does not give the required period of notice before terminating their employment, Bounce Fitness has the right to withhold money due to the employee equal to the ordinary rate of pay for the entire notice period.

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Retirement Procedures

The retirement procedure plan should include the following steps:

Submitting a Retirement Notice
Staff members wanting to retire are responsible for seeking independent financial / retirement advice. They should also seek advice from Human Resources before finalising their retirement plans.
A staff member who wants to retire must submit a notice of their resignation in writing to their Centre Manager or General Manager Human Resources.
The notice period must be in line with Bounce Fitness Termination Policy.
Accepting the Notice of Retirement
The Centre Manager will approve the notice of retirement and forward it to Human Resources. The General Manager Human Resources may approve to waive the notice period.
When accepting the notice, the Centre Manager must also consider:

0 How will the workload be managed without the staff member?

0 Will Human Resources need to be contacted to discuss recruitment of a replacement?

0 How will the announcement be made to other staff members?

0 How will a handover be conducted if a replacement is required?
Processing the Retirement Application
Human Resources will:
1. Process the retirement and provide letters to the staff member and Centre Manager confirming the retirement date.
2. Process payments and / or superannuation once an acknowledgement that these letters have been received.
  C) Provide the Centre Manager with a 'staff departure checklist' as soon as the retirement has been announced.
  1. Contact the departing staff member to undertake an exit interview. The information obtained at the exit interview will be treated confidentially; however, trend data will be used to improve staff retention
  2. On request provide a written statement of employment. This states the date the staff member started with and departed from Bounce Fitness, and the position/s held.
  This will be sent to the staff member's home address. The manager will:
  1. Check the departing member's objects on loan via a Centre Manager's report to ensure that any outstanding objects on loan (e.g. motor vehicles, laptops, mobile phones, corporate credit cards etc) are returned before the staff member leaves.
  2. Meet with the departing staff member shortly after the departure has been announced to arrange the collection of outstanding Bounce Fitness property.
  C) Ensure the 'staff departure checklist' is completed and signed by the Centre Manager and staff member and returned to Human Resources.
Retirement Gratuities

The Centre Manager should speak to Human Resources to confirm the staff member's eligibility for a retirement gratuity.

The manager will then advise the staff member of their eligibility, and advise them to choose a gift for the gratuity amount.

The Centre Manager approves the choice of gift using the Bounce Fitness Corporate Card and should organise a staff member to purchase the retirement gratuity.

The manager will arrange for the gift to be presented to the retiree.

bouncefitness

Salary Loadings Policy

The payment of salary loadings to staff in a manner which acknowledges that loadings will be appropriate in many circumstances, and their continued applicability, must be commensurate with the level of performance of the staff member concerned. Accordingly, except in special cases as may be approved by the CEO, all salary loadings will be reviewed in relation to their continued applicability on the basis of annual performance assessment against agreed objectives in key result areas.

For the purposes of this policy, ‘salary loading’ includes provision of benefits other than as salary.

Basis for the Payment of Loadings

Salary loadings in appropriate circumstances will be used to attract or retain or reward staff. The continued applicability must be appropriate to the level of performance of the staff member concerned.

Responsibility Loadings

Responsibility loadings (such as Acting Centre Manager loadings) will be at a standardised fixed rate. The performance management system will be used to determine whether an appointment should be renewed or not or, where necessary, terminated prior to its normal expiry date.

‘Packaged’ Loadings

Salary loadings shall be non-superannuable, and are therefore able to be ‘packaged’ in accordance with Bounce Fitness remuneration packaging arrangements.

Flexible Salary Packaging is an Australian Tax Office approved means for staff members to restructure their salary, allowing them to make additional superannuation contributions and to purchase other benefits with pre-tax, rather than with after tax, income. This gives staff members the flexibility to build a salary package that is best suited to their individual needs.

All permanent, full-time staff members employed by Bounce Fitness may enter into Flexible Salary Packaging arrangements.

Bounce Fitness Salary Packaging arrangements provide staff with the opportunity to incorporate various Australian Taxation Office approved benefits into the delivery of their remuneration, to maximise any available tax concessions and to suit their individual needs.

The following principles form the basis of the Policy:

Staff participation in Bounce Fitness Flexible Salary Packaging Scheme is voluntary.

Each staff member is responsible for obtaining his or her own independent financial advice as to the merits or otherwise of participating in the Flexible Salary Packaging Scheme.

Packaging arrangements

For the majority of staff members, there is no limit on the amount that each staff member may salary sacrifice. Generally staff members may salary sacrifice up to 100% of their base salary, provided that obligations for making member contributions for superannuation are met.

Accountability Requirements

Each Centre Manager in conjunction with the General Managers Human Resources and Finance shall provide an annual report to the Board of Directors and CEO detailing information as required in relation to salary loadings paid to staff during the relevant period, and the basis for the decisions taken to pay such loadings and the reasons for such payments.

Staff Induction Policy and Procedures

Policies

Our Vision is ‘Bounce Fitness is committed to expanding our role as a premier provider of wellness integrated services. Through the evolvement of an empowered employee culture and the creative acquisition and use of resources, we will develop and implement comprehensive programmes and services appealing to people of all ages.
Achievement of the vision depends on recruiting, retaining, and developing high quality staff. Integral to this objective is the need to provide a framework for the effective induction of newly appointed staff.
This policy outlines the broad principles that will govern our approach to the induction of staff and supports our Learning and Development Policy. It also provides guidance for managers to ensure that new staff members are provided with effective support to ensure they can fully meet the requirements of their job.
Implementation of the Staff Induction Policy will be reviewed by HR Services through periodic consultation with managers and staff, monitoring attendance at staff induction days and completion of new staff induction checklists. Adjustments will be made, as appropriate, to reflect best practice, staff feedback and any relevant legal requirements.
We regard effective planning for staff induction as being of prime importance. Bounce Fitness is a complex organisation and if new staff are to establish themselves quickly and effectively there is a need to provide them with guidance, support and information in a planned and considered way.
Bounce fitness acknowledges the importance of having a standardised process for staff induction. This will make the induction easier for both the facilitator and inductees. As such, it is Bounce Fitness’ workforce strategy to set and follow an induction schedule and procedures for new staff members.
It is recognised that where staff are provided with an appropriate and well planned induction programme, they: are more highly motivated
become effective quickly
are more likely to form an attachment with Bounce Fitness, pass probation and be retained can extend their range of skills and knowledge, enabling them to be more adaptable
are less likely to waste Bounce Fitness resources and staff time benefit from reduced levels of stress and anxiety
are more likely to receive an equal opportunity to be developed and supported

A framework has been established for the effective induction of new staff that will: include a systematic assessment of initial training and development needs encourage regular constructive performance reviews
ensure that induction, even when pursued on a largely informal basis, takes place in a systematic and planned way
operate on the basis of quality and good management practice be cost effective
enhance our reputation as a good employer
Inadequate and poorly planned induction of new staff can contribute to staff underperforming or failure to retain new staff, in which a significant investment has been made.
Procedures
There are three main stages to the induction of new staff
1. Pre-Appointment
2. Centre Level Induction
3. Corporate Induction

The following summarises each of these stages.

Pre-Appointment

It is important to regard the induction process as commencing with the initial contact between Bounce Fitness and the prospective employee established during the recruitment process. It is during this period that prospective staff form initial impressions about us and it is crucial that they are positive.
Bounce Fitness policy aims to enhance our standing as a good employer and sets out the responsibilities of Managers, Human Resource and other staff in respect of:
The quality of recruitment information provided to potential recruits
The quality of recruitment practices and procedures generally (refer to Recruitment and Selection guidelines for more information)

Prior to the commencement of employment, Human Resource will also take responsibility for providing the appointee with comprehensive and clear documentation detailing terms and conditions of employment.
Centre level Induction
The integration of new staff is critically affected by the quality of induction to their immediate working environment. Induction at this level must be carefully structured and should aim to put the new member of staff at ease.
The new staff member’s immediate Manager, when planning staff induction at a Centre level, must take into account the following:
Making arrangements to welcome a new member of staff
Ensuring that immediate and long term practical needs relating to the new member of staff are identified and arranged where possible before his or her arrival
Clarifying roles and expectations
Familiarising him or her with the specific aims, practices, and ethos of the Centre
Arranging for an experienced colleague to help the staff member settle in and adjust to their new working environment. Typically, he or she will provide guided tours of the facilities, answer questions and provide practical advice.

Centre Managers are responsible for ensuring that new staff have the facilities and support that they need to do their job effectively. Specifically, immediate Managers should:
Conduct, regular, constructive reviews of performance during the staff members induction and probation period
Refer to the job description and in conjunction with the new member of staff identify initial training and development needs
Support and encourage staff to meet identified needs, in liaison, as necessary, with Bounce Fitness’ Learning and Development.

To assist the Manager in the preparation, delivery, and evaluation of the new member of staff’s induction, a ‘Team Member Induction Checklist’ has been designed (for a copy see Documents/Induction). The checklist needs to be completed by the immediate Manager, although some items may be delegated to the colleague helping the new staff member settle in.
Before the first day of employment the Manager and new member of staff will receive, from Human Resources, a copy of the Staff Induction Checklist, a ‘Staff Induction Handbook’ and a contract of employment.
Completed Staff Induction Checklists should be returned to Human Resources within 6 weeks, by the immediate Manager. The Human Resources will action the staff development needs identified and monitor and evaluate the induction process. A copy of the checklist should be kept by the new staff member and their immediate Manager.
At a Centre level, completed Staff Induction Checklists should be revisited as part of the first probationary review and any outstanding development needs discussed.
Corporate Induction

Human Resources will facilitate a ‘Staff Induction Day’.

Staff Induction Days will ensure that all new staff are welcomed to Bounce Fitness personally by the CEO (or rarely, by a senior colleague), and are briefed by Human Resource staff on the following:

Bounce Fitness’ Vision, Values, History and Future An overview of Centres and services

The range of staff facilities available

Maintaining and continuously improving the client experience

How Bounce Fitness manages and develops staff and how we communicate as a staff team

Key policies, procedures, and practices, including an introduction to our intranet, Equality and Diversity, Health and Safety, Learning and Development and Human Resource function.

The Staff Induction Days will also provide an opportunity for new staff to network and enrol onto the following: Introduction to the Bounce Fitness Network and Microsoft Outlook

Mandatory Occupational Health and Safety training.

A summary of Bounce Fitness’ Staff Induction Process

Pre-Appointment – (Recruitment Process)
Job information received by applicants Recruitment process implemented Appointment made
Selection panel decides
Selection panel selects probationary mentor
Centre Level Induction
Immediate Manager completes and returns Staff Induction Checklist to Human Resources within 6 weeks of start date
Corporate Induction
Enrol new staff onto mandatory Staff Induction Day and Occupational Health and Safety training

Staff Recruitment Policy and Procedures
Policy Brief and Purpose
Bounce Fitness staff will use this policy and procedure to employ new staff. Staff are required to hold relevant experience and qualification to undertake the role in which they are employed.
Our Human Resource Manager has the responsibility of determining when new positions will be filled.
We are committed to our equal opportunity at every selection stage. Hiring teams should aim for a well-planned and discrimination-free hiring process.
Scope
This recruitment and selection policy is applicable to all employees who are involved in hiring for our company. It refers to all potential job candidates.
Workforce Strategy
Bounce Fitness Centre staff provide training and fitness services from diverse backgrounds; therefore we aim to employ personnel from diverse backgrounds. We support the employment of both males and females, encourage the employment of staff who speak languages other than English and support the selection of staff from a range of agegroups.
Legislation
Bounce Fitness is to comply with the following legislation below to ensure equality, safety, and privacy throughout the recruitment, selection, and induction process.
- Equal Employment Opportunity Act
  Bounce Fitness offers a work environment free of discrimination, sexual or other harassment, victimisation, vilification and bullying. Equality is guaranteed throughout the recruitment process by ensuring that recruiters do not hire employees based on racial, gender, or sexual preferences. Employees are expected to contribute to the maintenance of such a work environment.
- Work Health and Safety Act
  Bounce Fitness is committed to providing a safe and healthy work environment to all employees. Employees are expected to perform their duties in accordance with the WHS Act and all Regulations, Codes of Practice and Bounce Fitness policies and procedures.
  Both during and after employment with Bounce Fitness, employees are expected to:
  - Conduct self in a manner that will not endanger themselves orothers.
  - Participate in Workplace Health and Safety training asrequired.
  - Assist with audits of work procedures, equipment and workplaces.
  - Identify areas of improvement by contributing to the Bounce Fitness’ Safety System.
  - Contribute ideas and suggestions that promote safetyawareness.
  - Be aware of emergency procedures and codes.
  - Report unsafe work practices, incidents, hazards and near misses.
  - Report unacceptable workplace behaviours such as harassment and bullying.
- Privacy Act
  Employees must respect and protect the privacy and confidentiality of information gained or accessed during the course of their employment. Employees are required to comply with the Information Privacy Act, the Health Records Act and Health Records policies.
  Bounce Fitness ensures that:
  - Both during and after employment with Bounce Fitness, employees keep private information confidential from third parties.
  - Any information gained through employment at Bounce Fitness is used only for the discharge of official duties.
  - Employee information during the recruitment process is kept confidential and used only for discharge of official duties.
    Regulations
- Fair Work Regulations 2009
  In accordance with the Fair Work Regulations, Bounce Fitness provides minimum entitlements, flexible working arrangements and fairness at work to prevent discrimination against employees.
  Recruitment
  Forms
  When a position becomes vacant or a new position is required, the following forms are to be completed in order and according to the procedures set below. These procedures have been developed to support our workforce strategy.
- Approval to Recruit
  When a position becomes vacant or a new position is required, an Approval to Recruit form for the position is to be obtained from the Licensee. Once completed, the form is to be presented to the nominated supervisor for approval.
- Job Position Description
  Once the completed Approval to Recruit form has been approved, a Job Position Description form can now be drafted. The form is to be drafted according to the job vacancy specified by the Nominated Supervisor, and must align with the legislation previously mentioned in this document.
  The specified employment type of the job position must be based on Bounce Fitness Employees Agreement 2009. The following below are the types of employment that fall under this agreement:
  - Full-Time
  - Part-Time
  - Casual
Request for Approval to Advertise
Once the Job Position Description form has been completed, a Request for Approval to Advertise form can now be completed. The completed form must be consulted along with the completed Job Position Description to the Nominated Supervisor and the job position’s immediate supervisor or officer manager for consultation and approval. The Request for Approval to Advertise form must be completed and approved prior to advertising the new or open job position.
Procedure
The Human Resource Manager or their delegate must undertake the following steps:
1. Identify need for job opening
2. Decide whether to hire externally or internally
3. Review the job description and compose a job ad.
4. Select appropriate sources (external or internal) for advertising the position.
5. Set closure date (usually two weeks from date of advertising)
6. Collect applicant resumes
7. Review applicant’s resumes against job description
8. Shortlist candidates – avoid interviewing all applicants if large number haveapplied.
9. Contact candidates and arrange interviews within two weeks of closuredate
10. Include at least two staff members during interviews
11. Interview candidates to determine the best fit
12. Reference check potential employees
13. Select the most suitable candidate
14. Inform applicants of results
15. Make an offer and forward letter of offer
  Advertising
  The following information is required to create job ads based on full job descriptions of each role. Job ads should be clear and accurately represent the open position. They shouldinclude:
  - A brief description of our company and mission
  - A short summary of the role’s purpose
  - A list of responsibilities
  - A list of requirements
  - How to apply
    The job ad’s style should be consistent with Bounce’s unique voice. It should be addressed to ‘you’ in a polite and engaging tone. Jargon, complicated phrases and gender-specific language should be avoided.
    Types of advertising that may be considered include:
  - Online
  - Internal within Bounce Fitness
  - Social Media
  - Specialist Support Agency (only used for Managerial Positions)
    Shortlisting of Applicants
    Applicants for the position will initially be shortlisted based on their ability to meet the selection criteria as described by the position description. The short-listing process is to be completed by at least two existing staff as directed by the Nominated Supervisor.
    Interviews
    A selection panel composed of at least two existing staff is to be convened to conduct interviews.
    Prior to the interviews, a list of appropriate interview questions is to be developed with the selection panel members. The interview questions are to comply with the legislation mentioned earlier in this document, which includes:
  - Equal Employment Opportunity Act
  - Anti-Discrimination Act
  - Work Health and Safety Act
    Interview Feedback
    Always inform all interviewed candidates that they were not successful. Human Resource Manager or their delegate can give interview feedback to candidates. They should first though check to make sure they will not invite legal action. Being brief, respectful and keeping feedback job-related
    
    Selection
    On completion of all interviews, the selection panel is to deliberate for the successful applicant based on both their ability to meet the selection criteria and their suitability to support the mission and values of Bounce Fitness. This is to be done by comparing the completed Interview Assessment forms for each interviewee and agreeing on a final score for each interviewee. Their scores are then compared against each other and the most suitable candidate selected.
    Once the applicant is selected, their referees are to be contacted to confirm their suitability.
    A Selection Report form of the selected applicant is then to be completed and recommended to the nominated supervisor and at least one other senior personnel. The senior personnel may or may not be already part of the selection panel.
    The recommendation process includes informing the presenting the completed Selection Report of the applicant and providing a brief explanation of the recruitment and selection process, how the applicant was selected during the deliberation process, and the summary of the responses of the applicant’s referees.
    Appointment
    Once the selection report has been approved, the selected applicant is to be notified via phone call of their success and offered the job position. Once the successful applicant gives their confirmation, the following documentation is to be prepared before sending to the successful applicant. These documents are prepared consecutively.
  - Offer of Employment
    The letter of Offer of Employment is prepared to inform the successful applicant of their appointment to the job position. This is typically signed by the HR officer in charge of the whole process of recruitment, selection, and induction process of the job position. The HR officer in charge also makes sure that this document is to be sent to the successful applicant.
  - Employment Contract

The Employment Contract is prepared along with the Offer of Employment in informing the successful applicant of their appointment to the job position. The contract must be based on the requirements of the job position the successful applicant has applied to. Once completed, both documentation is sent to the successful applicant for review. The successful applicant is notified that the contract is only sent for review; they are to sign the contract during the induction stage.

Induction

Upon the successful applicant’s receipt of the Offer of Employment letter and acceptance of the job offer, the HR officer in charge of the process may begin on preparing the workplace for the new employee. This includes arranging their induction and making the necessary administrative arrangements for the new employee.

The HR officer in charge of the recruitment and selection process of the new employee’s job position will only arrange for their induction schedule and the details of their induction before sending it to the HR officer in charge. Once informed, the HR head officer must appoint an induction officer to commence the new employee’s induction.

The HR head officer is to appoint an induction officer to prepare and deliver the induction to the new employee on the scheduled date. The induction officer must prepare the aspects of the new employee’s induction program, following the procedures of the Bounce Fitness Induction Policies and Procedures.

Staff Reward and Recognition Policy

This policy is to outline the overall framework that exists for the use of various mechanisms to reward and recognise staff, either as individuals or as part of a team, for high-level performance that assists Bounce Fitness in pursuing its strategic goals and objectives.

This system also acknowledges that individual performance is often dependent upon the staff member’s ability to operate effectively as part of a team, and on the efforts of other members of that team. Performance therefore relates to teamwork, interpersonal effectiveness, customer service, leadership effectiveness, accountability, and continuous improvement; as well as individual achievement of goals and objectives.

The Performance Management System

The Performance Management System of Bounce Fitness is the basis for rewarding and recognising the achievements of staff, with annual Performance Management cycle performance outcomes being directly linked to decision-making in relation to progression and the granting of special benefits such as opportunities to study and/or extended leave to do so. The Performance Management system is also used for the setting of performance objectives upon which various salary loadings are payable.

Performance Loadings

The Bounce Fitness Salary Loadings Policy provides a framework for the payment of salary loadings to members of staff for exceptional performance and acknowledges that they must be commensurate with the level of performance of the staff member in receipt of the loading. Accordingly, the continued applicability and quantum of such loadings must be commensurate with the level of performance of the staff member.

Other Financial and Non-Financial Rewards and Recognition

Other mechanisms for rewarding or recognising outstanding performance include:

The provision of performance bonuses

Monetary grants for professional or other staff development purposes

Various forms of non-financial recognition such as a written or other private or public acknowledgement or the celebration of achievement, for example by a morning tea, honouring the achievements of an individual or team.

Termination Policy

The Termination of employment may be started by any staff member resigning and giving relevant notice or by not turning up for work or by retiring from their position. Termination may be initiated by Bounce Fitness for unsatisfactory performance, chronic ill-health, misconduct or redundancy of a given position. Relevant notice will be given by Bounce Fitness in these cases (except in the case of serious levels of misconduct) or in lieu of notice, payment may also be made.

Policy
1. Notice of termination by the employee
  
  All employees of Bounce Fitness, apart from Casual Employees, are required to give written notice of intention to terminate their employment. These notice periods are as follows:
  
  Management - Not less than 4 weeks notice
  
  General Staff - Not less than 2 weeks notice
  
  If an employee does not give the required period of notice before terminating their employment, Bounce Fitness has the right to withhold money due to the employee equal to the ordinary rate of pay for the entire notice period.
2. Notice of termination by Bounce Fitness
  
  Bounce Fitness may only terminate staff due to:
  
  unsatisfactory performance serious misconduct
  redundancy
  
  In each case, the notice period will not be less than 1 entire pay period.
  
  Bounce Fitness will make payment in lieu of the notice if the appropriate notice period is not provided for by the company.
3. Serious or wilful misconduct
  
  Notice will not be required where an employee is terminated for serious or wilful misconduct.
4. Redundancy
  
  Any employee whose positions are made redundant by the company and who then leave the company will be entitled to the relevant redundancy payment set out in the Workplace Agreement. If the employee is transferred to a lower paid position within the organisation, the same notice period is required to be given, as if the employee was to be terminated.
  
  Any employee that leaves during the relevant notice period is entitled to any benefits and payments as if they had remained with Bounce Fitness. However, they will not be entitled to receive any payment in lieu of notice.
5. Time off during notice period

During the notice period for termination, an employee will be allowed up to 1 day of time off work, with pay during each week of the notice for the purpose of attempting to find alternative employment.

Workplace Harassment Prevention Policy

Ethical Statement

Bounce Fitness is committed to ensuring a healthy and safe workplace that is free from workplace harassment. Workplace harassment is unacceptable and will not be tolerated under any circumstances.

Definition of Workplace Harassment

A person is subjected to ‘workplace harassment’ if the person is subjected to repeated behaviour, other than behaviour amounting to sexual harassment, by a person, including the person’s employer, a co-worker, or group of co-workers of the person that:
1. is unwelcome and unsolicited
2. the person considers to be offensive, intimidating, humiliating, or threatening
3. a reasonable person would consider to be offensive, humiliating, intimidating, or threatening.
‘Workplace harassment’ does not include reasonable management action taken in a reasonable way by the person’s employer in connection with the person’s employment.

Detailed below are examples of behaviours that may be regarded as workplace harassment, if the behaviour is repeated or occurs as part of a pattern of behaviour. This is not an exhaustive list – however, it does outline some of the more common types of harassing behaviours. Examples include:

Abusing a person loudly, usually when others are present

Repeated threats of dismissal or other severe punishment for no reason Constant ridicule and being put down

Leaving offensive messages on email or the telephone

Sabotaging a person’s work, for example, by deliberately withholding or supplying incorrect information, hiding documents or equipment, not passing on messages and getting a person into trouble in other ways

Maliciously excluding and isolating a person from workplace activities

Persistent and unjustified criticisms, often about petty, irrelevant or insignificant matters Humiliating a person through gestures, sarcasm, criticism and insults, often in front of

customers, management or other workers

Spreading gossip or false, malicious rumours about a person with an intent to cause the person harm.

Actions that are not Workplace Harassment

Legitimate and reasonable management actions and business processes, such as, actions taken to transfer, demote, discipline, redeploy, retrench, or dismiss a worker are not considered to be workplace harassment, provided these actions are conducted in a reasonable way.

Effects of Workplace Harassment on People and the Business

Workplace harassment has detrimental effects on people and the business. It can create an unsafe working environment, result in a loss of trained and talented workers, the breakdown of teams and individual relationships, and reduced efficiency. People who are harassed can become distressed, anxious, withdrawn, depressed, and can lose self-esteem and self-confidence.

Workplace Strategies to Eliminate Workplace Harassment

Bounce Fitness will take the following actions to prevent and control exposure to the risk of workplace harassment:

Provide all workers with workplace harassment awareness training Develop a code of conduct for workers to follow

Introduce a complaint handling system and inform all workers on how to make a complaint, the support systems available, options for resolving grievances, and the appeals process

Regularly review the workplace harassment prevention policy, complaint handling system and training.

Bounce Fitness

Bounce Fitness requires all workers to behave responsibly by complying with this policy, to not tolerate unacceptable behaviour, to maintain privacy during investigations, and to immediately report incidents of workplace harassment to the Centre Manager, or if necessary, the General Manager of Human Resources.

Managers and supervisors must also ensure that workers are not exposed to workplace harassment. Management are required to personally demonstrate appropriate behaviour, promote the workplace harassment prevention policy, treat complaints seriously, and ensure where a person lodges or is witness to a complaint, that this person is not victimised.

On the Job Training Plan

Step	Purpose	What To Do
	To relieve tension.	Put the trainee at ease. Find out what the trainee already knows about the task. Relate task to overall objective. Link task to the trainee’s experience. Make sure the trainee is comfortable to see you perform the task clearly.
1. Prepare the learner	To establish training base. To stimulate interest.
	To give the trainee confidence in performing the task.
2. Present the task	To make sure the trainee understands what to do and why. To ensure retention. To avoid giving the trainee more than he or she can absorb.	Tell, show and question carefully and patiently. Emphasise key points. Instruct clearly and completely, one step at a time. Keep your words to a minimum. Stress action words.
3. Try out trainee’s performance	To be sure the trainee has learned the correct method. To prevent poor habit development. To be sure the trainee knows how the task is to be performed and why. To test the trainee’s knowledge. To avoid putting the trainee on the job prematurely.	Observe the trainee perform the task without your instruction. If the trainee commits a substantial error, repeat Step 2. Upon correct completion of the task, have the trainee repeat the task. This time, the trainee should explain the task as he or she performs it. Ask questions to ensure that the key points are understood.
	To show your confidence in the trainee.	Make favourable comments about trainee’s current work and progress to date. Let the trainee work independently. Frequently monitor trainee’s work. Gradually reduce trainee monitoring.
4. Follow-up	To give the trainee self-confidence. To be sure the trainee has been trained properly.
	To foster a feeling of self-sufficiency in trainee.

Personal Development Procedure

Bounce Fitness recognises that the training and development of its team is key to the continual success of the organisation. It is the policy of Bounce Fitness to ensure that as far as it is practicable, adequate resources are available to provide a continuous programme of training for all staff. In return all Bounce Fitness staff should recognise the need to develop and update skills and knowledge on a continuous basis, and undergo training with a positive and flexible outlook.

Managing Personal Development

Personal development should be divided into personal development plans and training and development records: the former indicating what is intended over the next year and the latter comprising a record of what has been achieved.

A Personal Development Plan identifying the training requirements of individual staff members should be prepared yearly by all staff in consultation with their manager. A copy of the Training and Development Record template can be located on the Intranet under the Document tab. Personal Training and Development records may be accessed under the People tab.

As well as establishing needs, PDP’s allow both employee and Centre manager to agree on the overall purpose and objectives for the training, linked to the business plan, agree on the best method and agree on target dates for completion and review. This should be reviewed and if necessary updated at regular intervals throughout the year. A summary of Personal Development Planning can be found on the Intranet under the Policy tab.

All staff will have an individual Training and Development Record generated on employment. On completion of a training course whether it is internal or external or practical experience gained through current job, attendance at a conference or any other training activity the training record must be updated by Human Resources.

Copies of any certificates obtained while attending courses, conferences or further education programmes

will be included along with the training record.

When a member of staff is approved to undertake Bounce Fitness sponsored staff development activities it is assumed that they accept the conditions for such sponsorship detailed under the Evaluation section following. A record must be kept of the development undertaken and any financial support approved. The application is the responsibility of the individual and their Manager and that any relevant documentation is forwarded to Human Resource for insertion in the individual’s personal file.

The Human Resource Department will maintain records of all activities, attendances and expenditure on

centrally funded staff development activities.

Appraisal

The appraisal process is the formal opportunity for staff to discuss their performance with their managers and for managers to identify any areas where improvement may be required. It is also the mechanism to record training and development needs on individual Personal Development Plans. All staff will be appraised on an annual basis in Centre with the current appraisal system.

Personal and Managerial Skills

A range of training courses including Customer Care, Interpersonal Skills and Stress Management will be made available each year and are available for all staff to attend. These training courses will provide staff with the support needed to develop and enhance skills whether as an individual or as a manager, and improve work performance.

External providers will be engaged for the development of fitness skills and activities and instructors are

encouraged to bring suitable programmes to the attention of Management.

Application for any of the courses should be made to Human Resources and should be supported by the individual’s Centre manager.

Further Education

Evaluating Personal Development

Learning Outcomes: whether the training has met the objectives identified in Personal Development Plans; and/or

Performance Outcomes as outlined in Performance Appraisal Plans which will be evaluated by Centre Manager as part of the annual appraisal process.

A post training activity interview between Centre manager and staff should be conducted to discuss the above and also highlight if there is any further help/support and or training required to implement the learning.

Centre manager(s): It is part of a managers remit to train and develop his or her staff and they will be able to advise on completion of a successful personal development plan.

Human Resource Manager: Can offer advice and guidance with regard to appropriate learning methods and available courses.

This Policy may be amended by Bounce Fitness at any time in order to take into account changes in legislation and best practice.

Centre Level Staff Member Induction

Welcome and Introduction

Welcome to the Bounce Fitness Induction Handbook. This handbook covers important matters in regards to health, safety and conduct at Bounce Fitness. Its purpose is to help you understand our safety system and conduct standards, so that when you are working you can be a part of our safety system and uphold our conduct standards, for the benefit of yourself, others, and the organisation.

The purpose of inducting you is to:

Provide you with basic information on how we operate our organisation Inform you of our conduct standards

Provide you with information about our safety system, to protect your health, safety and wellbeing, and that of other people, while working with Bounce Fitness.

Allow your participation in creating and maintaining a safe environment for you to undertake activities.

Fulfil our organisational requirement to comply with OHS (Occupational Health and Safety) legislation.

I encourage you to read this booklet carefully and seek any help you need in understanding its contents. On behalf of Bounce Fitness staff I welcome you to the team.

Margaret House

Chief Executive Officer

Information about Corporate Induction

An Inducted Bounce Fitness employee is a person recognised by Bounce Fitness who:

Has signed that they have read and understood the contents of this booklet (Delete “at appendix A”), and
Has agreed to comply with Bounce Fitness’s Health and Safety System while undertaking team activities for Bounce Fitness, and
Has agreed to comply with the Code of Conduct
Agrees to abide by any other relevant policies and procedures of Bounce Fitness, where applicable when working.

Health and Safety

Bounce Fitness OHS (Occupational Health and Safety) System

The basis of ensuring the health and safety at Bounce Fitness is our OHS System. A major part of this system is the requirement that everyone gets involved in health and safety, subject to their role in the organisation. As such, all people, including employees, contractors, and clients, have a level of safety in which to participate.

The OHS activities involved are as follows:

Apply health and safety to all tasks you perform.

Cooperate and take an active role by participating in the health and safety system.

Be responsible for the safety of yourself and all others and all property and equipment.

Comply with all safety procedures, rules and standards, and observe reasonable directions on health and safety from designated officers of the organisation.

Actively participate in training where provided or directed. Utilise plant and equipment as instructed.

Do not interfere with or misuse any device or equipment that has been provided in the interests of health and safety.

Detect hazards and take prompt remedial action (in your area of control and subject to your level of authority).

Undertake risk management activities and implement control measures.

Report all incidents/accidents, unsafe acts or conditions, injuries and near hits.

Utilise all personal protective equipment (PPE) where supplied for your personal protection. Ensure that when someone comes into a Centre they understand the essential health and safety

issues pertaining to that Centre. This is called ‘site induction’.

The last four activities listed above (risk management; reporting incidents and injuries; PPE; site induction) are expanded on in the following section. There is also information about the health and safety information related to general and specific activities.

Bounce Fitness OHS Policy can be found on Bounce Fitness’s website www.BounceFitness.com.au on the drop down menu tab under Policies.

Risk Management

Risk management is the process of identifying hazards, assessing the level of risk, prioritising the order in which hazards will be controlled, and determining appropriate control measures.

Identify the hazard

Hazards may be identified in a variety of ways, including observation, the introduction of new equipment, incident reports and site specific risk assessments.
Rank the hazard

It is much better to report a problem than have an incident occur, but because there are so many potential hazards in doing any activity, we need to rank the risk. The question we are asking when we rank risk is: what is the likelihood of this hazard having a consequence, and how serious is this consequence?

You should also conduct a self-assessment of physical and other capacity (i.e. skill and experience) related to undertaking any activity.
Control the hazard

After ranking the risk of each hazard, we need to determine control measures. Starting with risks ranked Extreme; we use the Hierarchy of Risk Control, starting with elimination as the most preferred method of risk control through to PPE as the last preferred method of risk control.

In the hierarchy of hazard control, you have to start at the top of these options, and only move to the next one if the first one is not practical.

Incidents

If there is an accident, illness or injury at a Centre, regardless of whether you saw it or not, and regardless of your involvement, you must report any information you have to Bounce Fitness’s Centre Manager or designated officer as soon as possible after the event. This is essential so that Bounce Fitness can deal with the incident as per organisational and legislative procedures, including undertaking remedial and preventative actions.

Bounce Fitness policy is that all incidents are reported within 48 hours to a designated officer of Bounce Fitness. It is essential that serious incidents are reported immediately.

Centre Induction

Before commencing any activity you should ensure that you have been inducted to that Centre and you understand the risks associated with being in that Centre.

Changes to a Centre, new activity procedures, and the introduction of new equipment can bring additional or changed risks to health and safety. When such changes occur, it is important to make sure that you and others are revised in these risks.

Centre Specific Risk Assessment Checklists must be used monthly at each Centre. The Centre Manager must ensure that all staff working at the Centre are involved in the completion of Centre Specific Risk Assessments, and that they are thorough and address all issues on that site.

General Activity Guidelines

If you are unsure about the safe operation or procedure involved in undertaking any activity please discuss your concerns with your Centre Manager. If you are not satisfied with the information you are provided do not undertake the task. You can also contact Bounce Fitness HR Unit on XXXX XXXX during business hours.

All team members are encouraged and authorised to make recommendations for improvement to the management of health and safety and to consult with personnel about health and safety matters.

Fire and Evacuation Procedures

Should there be an emergency on Bounce Fitness premises; Bounce Fitness staff will implement the Emergency Evacuation Procedure.

Stay calm and follow the evacuation instructions. Where Bounce Fitness Wardens are nominated, they will wear either a YELLOW or RED safety helmet in the event of an emergency. OHS noticeboards in Bounce Fitness buildings contain further fire and evacuation information, specific to that Centre.

As part of a Centre inspection or induction you will have been shown or identified evacuation routes. Where no Bounce Fitness Managers are on site it is your responsibility to determine the safest evacuation route prior to commencing activities.

Manual Handling

The need to lift, move or arrange an object may pose a risk to your body. You must ensure that you follow safe manual handling procedures for all activities.

You also need to consider factors that affect the risk to your body, such as the duration and frequency of manual handling, weights, your skills and experience, your age and health, clothing, and any other relevant factor.

Control the risk by moving your body in the right way, get help and use mechanical aids where possible. If you feel the risk of injury is high then do not undertake the activity, or look for and discuss alternatives.

When manual handling any object, stop and think first, and avoid twisting.

Activities Involving Electrical Devices

Ensure the appliance to be used is suitable for the task. All Bounce Fitness electrical equipment has a current test tag attached to the lead. If one is absent, do no use the device. Do a visible inspection of the condition of the appliance, including its general condition and the lead and plug. If you find a fault, do not use it and report it to your Centre Manager.

Hazardous Substances

Bounce Fitness may hold hazardous substances on its premises such as cleaning materials. These are not required to be listed on a Material Safety Data Sheet (MSDS).

The Centre Manager or the supplier of the product can provide you with the MSDS. Should chemicals, fuels or other substances be used or stored, a register of all hazardous substances/dangerous goods is kept on Bounce Fitness Centres.

Housekeeping

Keeping Centres in a clean and orderly state is an essential part of an effective accident prevention program. As a minimum requirement please make sure that:

Centres are kept clean and free from debris and waste material. Walkways and other work areas are free of obstructions.

Protruding objects such as nails and sharp metal are removed upon exposure.

Combustible waste materials are placed in metal containers with metal lids and disposed of on a regular basis.

Contaminated waste is collected and disposed of according to local disposal requirements. Work areas are cleaned and returned to a safe condition at the completion of work.

Waste storage kept away from meal areas.

Sun Protection

When working outdoors it is strongly advisable to protect yourself from UV exposure by wearing an appropriate hat, protective clothing, sunglasses and minimum 30+ SPF sunscreen and lip protection.

Specific activities

Below are listed some specific activities that teams may engage in. There are others not listed that may require detailed safety procedures, and/or require the completion of accredited courses. Bounce Fitness Managers have the authority to ask to see up-to-date training certification prior to allowing you to engage in such activities.

A risk assessment should be conducted by the Centre Manager in conjunction with persons exposed to risks to determine appropriate controls to ensure health and safety.

Working at Heights

Risks from working at heights must be controlled by use of the following measures: A stable and securely fenced work platform, or

Secure perimeter screens, fencing, handrails or other physical barriers to prevent persons falling, or

Other forms of physical restraints that are capable of arresting the fall of a person from a height of more than two (2) metres.

Clothing

Bounce Fitness expects that all clothing and footwear will be appropriate for the activities you may be undertaking. As a guide, smart casual is standard attire in office areas. If you feel uncertain about the clothing you should wear to specific activities please ask your Centre Manager.

Alcohol and Drugs

Persons at working Bounce Fitness Centres are not to possess or consume alcohol or illegal substances. Persons taking prescription drugs that may affect their work must notify their Centre Manager.

Smoking

Smoking is prohibited in Bounce Fitness’s buildings, Bounce Fitness’s vehicles other designated and/ or sign posted areas.

Confidentiality

Staff shall not use confidential information gained through their activities for the purpose of securing a private benefit for themselves or for any other person. Staff shall not disclose any confidential information for any reason without the authority to do so. Staff shall not disclose private or personal information as defined in the Privacy Act 1998.

Media Protocol

Teams are not permitted to make any comments to the Media on behalf of Bounce Fitness. Any queries for a statement to the media must be referred to the Director or Manager of the work activity.

Code of Conduct and Standards

Consider the well being and safety of participants before the development of performance. Develop an appropriate working relationship with participants based on mutual trust and respect. Hold the appropriate, valid qualifications and insurance cover.

Make sure all activities are appropriate to the age, ability and experience of those taking part and ensure all participants are suitably prepared physically and mentally when learning new skills.

Display consistently high standards of behaviour and appearance, dressing suitably and not using inappropriate language at any time while involved with Bounce Fitness activities.

Never consume alcohol immediately before or during training or events.

Always report any incidents, referrals or disclosures immediately, following the appropriate guidelines set out in the Bounce Fitness procedures.

Never condone rule violations or use of prohibited substances.

Make sure that confidential information is not divulged unless with the express written approval of the individual concerned.

Promote the positive aspects of fitness.

Encourage participants to value their performances and not just results.

Propriety

Acceptance of Gifts/Benefits

Teams may accept small gifts from users of their service as appreciation of a job well done e.g. chocolates and flowers. Gifts may not be accepted when they are more substantial in nature and where there is the implication that the person may receive a favour in return.

Conflict of Interest

You may not use your position as a Bounce Fitness team member to gain profit or advantage. If you are aware of circumstances where a possible conflict of interest may arise, declare it if necessary.

Reporting of Corrupt Conduct

Bounce Fitness is committed to being an ethical organisation and requires staff to report any suspected corrupt conduct, maladministration, or serious and substantial waste of Bounce Fitness money.

Use of Resources

Teams must not improperly use Bounce Fitness resources

Teams should use Bounce Fitness resources effectively and economically Teams must not use Bounce Fitness property for their own private purposes.

Use of Bounce Fitness Equipment

Teams may be provided with Bounce Fitness equipment to assist in performing various activities. If a licence or qualification is required to operate plant or equipment, a team must provide evidence of such qualification or licence. All care should be taken to ensure that equipment is used correctly and within the guidelines or instructions provided by supervisors. Damage to Bounce Fitness equipment by teams while working under the care and control of Bounce Fitness is covered by Bounce Fitness’s Property Mutual Insurance. Bounce Fitness’s policy does not cover any wilful or deliberate damage to Bounce Fitness property. If equipment is damaged, the supervisor must be notified immediately.

Use of Bounce Fitness Motor Vehicles

You must be able to show your Supervising Officer your drivers licence prior to operating a Bounce Fitness motor vehicle. Any court imposed fine or infringements received as a result of the actions or omissions of a team will be the responsibility of the team. They include, but are not limited to, fines related to parking, speeding, littering, and red light cameras.

Behaviour Towards Others

Equitable Treatment of People and Situations

Teams shall treat members of the public, Bounce Fitness Staff and Bounce Fitness Clients fairly and equitably and with respect, courtesy, compassion and sensitivity.

Teams shall not act contrary to any law in their voluntary capacity.

Teams shall not act unreasonably, unjustly, oppressively or in a discriminatory manner.

Teams shall refrain from any form of conduct, in the performance of their duties, which may cause any reasonable person unwarranted offence or embarrassment or give rise to the reasonable suspicion or appearance of improper conduct.

Other Important Information for Staff

Insurance

Personal Accident Insurance

Bounce Fitness’s personal accident insurance policy covers teams while performing activities authorised by Bounce Fitness. The insurance also covers teams on direct route to and from the authorised event or activity. It should be noted that the policy only covers teams aged between 15 and 90 years. As a result persons outside this age bracket are not able to be engaged in any voluntary activities. Bounce Fitness will take all reasonable care to ensure that teams operate in a safe working environment.

Teams are required to act in a responsible manner and in accordance with standard operating procedures. Willfully or deliberately causing injury is not covered by Bounce Fitness’s insurance. Any accident that occurs while under the care and control of Bounce Fitness should be reported to the immediate supervisor as soon as possible. A report must be completed by the supervisor and returned to Bounce Fitness’s Insurance/Risk Management Unit within 24 hours.

Public Liability Insurance

While working under the care and control of Bounce Fitness, teams are protected against public liability claims under Bounce Fitness’s public liability insurance cover. Bounce Fitness’s insurance does not cover incidences where damage has been caused through wilful or deliberate acts. If damage is caused or an incident arises, the supervisor must be notified immediately and an incident report completed and returned to Bounce Fitness’s Insurance/Risk Management Unit, within 48 hours.

Staff’s Personal Property

Team’s personal items are not covered by Bounce Fitness’s insurance while undertaking team activities. Teams are encouraged not to bring or wear items of any significant value (including jewellery). All attempts should be taken to secure personal items against theft or damage.

Out of pocket expenses

From time to time, teams may need to use their own money to purchase materials or pay fees. You must have prior approval from your Supervising Bounce Fitness Officer before you use your own money, as out of pocket expenses will only be reimbursed if a claim is submitted with proof of payment attached i.e. a tax invoice. Your Supervising Bounce Fitness Officer will be the person authorising your claim.

Privacy

Bounce Fitness will obtain personal information from teams including names, address, telephone numbers, child protection screening (where applicable) and other contact details. Personal information obtained by Bounce Fitness is governed by the Privacy and Personal Information Protection Act 1998 (PPIPA). This legislation provides direction for the collection, protection, storage, disposal, access and use of personal information by Bounce Fitness’s centralised team database. Information contained in the database is held in accordance with the Privacy and Personal Information Protection Act 1998 (PPIPA). Bounce Fitness will take all reasonable care to protect personal information from misuse, loss, unauthorised access, modification or disclosure. To ensure that personal information held by Bounce Fitness is current, please notify Bounce Fitness if any of your details change. For further information on privacy issues, please contact Bounce Fitness’s Public Officer on XXXX XXXX

Team Lead Induction Information

Welcome to your new role. The Bounce Fitness team will endeavour to educate and support you to the best of our ability. Your success, and that of your team directly influences the overall success of Bounce Fitness.

Working together is essential. You are aware of the Bounce Fitness Mission Statement, Vision Statement and Values and these can be found on the Intranet. In every aspect, you are the one who is leading your team by example and Bounce Fitness expects you to constantly embody these principles for your team.

In this document you will find references to specific areas of responsibilities that you hold within your Centre

and which will elaborate on points in your job description.

OHS

The safety of your team and clients is of primary importance, above all else. Ensure that training is undertaken as required by all staff and that their prime focus is on this.

During the Induction process is a good time to involve other staff and hold a review session.

Keep your ‘eye-on-the-ball’ and lead by example. Watch for hazards or unsafe work methods and keep staff informed.

Ensure you complete the Health and Safety Induction Checklist.

Welcome their input and encourage it.

Leadership

A major goal of Bounce Fitness is the success and happiness of their staff. If you do not have staff that are

motivated and enthused, then you do not have a successful Centre.

As we value you, we want you to value your team.

Specific training was given to you during your period of induction, but as a reminder, here are a few qualities you must embody when leading your team:

Always respect each team member: They have a right as human beings to expect to be respected. If you treat your team members with respect they will usually respond and positively impact on the decision-making and care of clients.

They will have the confidence to grow and your Centre will feel the advantages.

People want to feel part of the business and the team. They want to know what they contribute and that it is appreciated. The confidence they gain will make them want to gain new skills, develop their capabilities and grow their careers.

Encourage input into decision-making: If you encourage discussion and input regarding decisions, it will be easier to get ‘buy-in’ from the team regardless of whether the decision goes their way or not – as long as it is seriously considered and taken on board if appropriate.

Empower the team: Empowering your team will engage them. Keep them safe by reminding them of their ‘area of influence’ and then support them in their decision-taking. If it goes awry, support them. Carefully use it as a learning session and help them with finding a different way to manage a similar situation next time.

Lead effectively: Teams do want leadership and they want it appropriate to the situation and the individual. Acknowledge accomplishments and use your team-building days to really achieve unification and understanding.

Be trustworthy: It is essential that you trust your team and they trust you. Do what you say you will do! If you are delayed, let them know and set a new date. Above all, deliver all that you say you will!

Induction

Bounce Fitness has a legal obligation to provide new staff with information about the employment contract, terms and conditions, and Health and Safety issues in the workplace. There are also many other practical issues with which you, as Team Lead, need to become familiar.

Bounce Fitness has adopted a policy of mandatory induction for new and transferring staff. On taking up any new appointment, irrespective of whether a staff member has previous service within Bounce Fitness, the new employee/transferee should:

Be advised of the full range of duties and performance standards required in his or her position and informed how progress will be reviewed and monitored;

Be directed towards any mandatory health and safety training/briefing required in the position; Be encouraged to undertake any other training related to their position;

Introduced to colleagues and any other key people within the team, office, or immediate employing area;

Be provided with any other relevant information and support which will enable him or her to settle in quickly and become effective;

Have completed the induction checklist for health and safety.

Induction for new staff should run alongside more formal structured review processes to assess progress during their probation periods. It is the Team Lead’s responsibility to ensure that new staff receive a well planned and structured induction. Specific arrangements for Health and Safety Induction are contained within this document and the Induction Document for team members.

Induction Procedures for Team Leads

Inducting New Staff

The lack of a systematic induction gives a very poor impression of Bounce Fitness as an employer and may

result in the following difficulties for new staff:

They may feel isolated and confused, and be unaware of organisational rules and procedures;

They may struggle to reach the standards required in the job because they have received only limited assistance at the outset;

They may breach safety guidelines or procedural requirements, inadvertently endangering themselves and others;

They may lose the initial enthusiasm associated with the new job becoming cynical and disillusioned with Bounce Fitness as an employer.

Whereas an effective induction can:

Help staff become effective quickly;

Improve motivation and develop performance;

Develop the reputation of Bounce Fitness as an excellent employer.

Bounce Fitness Context and Big Picture

Given the size and reputation of Bounce Fitness it is imperative that new staff are made to feel part of the wider organisation, and that they can see how their contribution relates to the bigger picture. Every new employee should be provided with a background to Bounce Fitness referring to:

Its mission and strategic plans; Its core activities and business; Its structure and organisation; Major policies and procedures; A little of its history.

Bounce Fitness’ central half day induction program must give an overview of these issues. Staff can also be directed towards a wide range of useful information on the Bounce Fitness website.

It is imperative that new staff are provided with information outlining procedures related to their employment

at Bounce Fitness. These include:

Terms and conditions of employment (issued with the offer letter);

Bounce Fitness Equal Opportunities Policy (issued as part of the new starter induction); Bounce Fitness Health and Safety Policy (issued as part of the new starter induction pack); Disciplinary and Grievance Procedures;

Bounce Fitness Policy on Bullying, Harassment and Discrimination;

Information about arrangements for employee representation (trade union membership and employee representatives);

The Performance and Development Review scheme;

General standards relevant to the specific Bounce Fitness Centre and/or to their job.

The above documents should be made available to the new staff member, and an opportunity for them to

discuss these documents should be provided during the first week in the post or soon thereafter.

Details of other procedures should also be supplied preferably before, or just after, he or she starts work.

These might include:

Additional Health and Safety information; Security information;

Relevant codes of professional practice; How to get an email account.

The Team Lead is best placed to discuss most of these issues, which are summarised below:

Local organisational chart;

Local Health and Safety arrangements including School level policies and procedures;

Access to the facilities of the area and whom to contact about such matters (for example: stationary, photocopying, expense claims);

Dress code;

Formal communication methods (email groups, committees – their constitution and their membership – team briefs (when/where), other local meetings, and access to senior staff in the area);

Informal communication methods (coffee breaks, social events, use of common room);

Working hours (core hours, norms and expectations, overtime procedures, lunch and other breaks, differences in the working hours of different staff groups and rostering);

No smoking policy;

Sickness/absence procedures and who to notify in the event of sickness/absence; Personal use of the internet, email and the telephone in conjunction with relevant policy; Policy on Staff Development and Training, and Performance and Development Review.

Some Centres may wish to produce a local guide, adapting the provisions of this document for new staff. This

could be based around the same types of information that might be included in a welcome pack.

Informing a new member of staff about the requirements of his/her post should be carried out by the Team Lead. It is imperative that new members of staff understand:

Key priorities in their job;

General standards of performance required; Specific objectives and targets.

A starting point for this is spending time talking through the job description with the new member of staff, initially identifying areas of priority, and areas for development. It is unlikely that a new member of staff will have experience of all aspects of their new role, so any development needs should be identified, along with means of addressing them. A ‘job-related development program’ should be put together for each new member of staff taking account of the individual’s experience, skills, and development needs. This program should include all currently identified training and development needs, how they are going to be addressed, by whom, and when. Sometimes sections will have specific arrangements for/requirements of all staff in certain jobs, e.g. provision of mandatory Health and Safety training.

In addition, the Centre Manager may wish to agree to a set of medium term specific objectives that will inform the work of the new employee over a period of, say, six months. This should integrate with plans to review progress as part of probation and is the starting point for putting in place individual arrangementsfor the Performance and Development Review process.

An induction plan is a list of activities, information, and people to whom the new employee needs to have access during the initial period in the post. Preparing a plan prior to the arrival of the new member of staff is a useful means of considering all the areas in which an employee needs induction, and how this will be undertaken. A copy of the plan should be given to new staff on arrival or pre-start.

On the Bounce Fitness website under the Documents/Human Resource tab is a template that should be

used, called Team Member Induction Checklist, as well as a Health and Safety Induction Checklist.

Staff Induction Procedures

There are three main stages to the induction of new staff

pre-appointment
school/service level induction
corporate induction

The following summarises each of these stages.

Pre-Appointment
It is important to regard the induction process as commencing with the initial contact between Bounce Fitness and the prospective employee established during the recruitment process. It is during this period that prospective staff form initial impressions about us and it is crucial that they are positive.

Bounce Fitness policy aims to enhance our standing as a good employer and sets out the responsibilities of Managers, Human Resource and other staff in respect of:

The quality of recruitment information provided to potential recruits

The quality of recruitment practices and procedures generally (refer to Recruitment and Selection guidelines for more information)

Prior to the commencement of employment, Human Resource will also take responsibility for providing the appointee with comprehensive and clear documentation detailing terms and conditions of employment.
Centre level Induction
The integration of new staff is critically affected by the quality of induction to their immediate working environment. Induction at this level must be carefully structured and should aim to put the new member of staff at ease.
The new staff member’s immediate Manager, when planning staff induction at a Centre level, must take into account the following:

Making arrangements to welcome a new member of staff

Ensuring that immediate and long term practical needs relating to the new member of staff are identified and arranged where possible before his or her arrival

Clarifying roles and expectations

Familiarising him or her with the specific aims, practices and ethos of the Centre

Arranging for an experienced colleague to help the staff member settle in and adjust to their new working environment. Typically he or she will provide guided tours of the facilities, answer questions and provide practical advice.

Centre Managers are responsible for ensuring that new staff have the facilities and support that they need to do their job effectively.

Specifically immediate Managers should:

Conduct, regular, constructive reviews of performance during the staff members induction and probation period

Refer to the job description and in conjunction with the new member of staff identify initial training and development needs

Support and encourage staff to meet identified needs, in liaison, as necessary, with Bounce Fitness’ Learning and Development.

To assist the Manager in the preparation, delivery and evaluation of the new member of staff’s induction, a ‘Team Member Induction Checklist’ has been designed (for a copy see Documents/Induction). The checklist needs to be completed by the immediate Manager, although some items may be delegated to the colleague helping the new staff member settle in.

Before the first day of employment the Manager and new member of staff will receive, from Human Resources, a copy of the Staff Induction Checklist, a ‘Staff Induction Handbook’ and a contract of employment.

Completed Staff Induction Checklists should be returned to Human Resources within 6 weeks, by the immediate Manager. The Human Resources will action the staff development needs identified and monitor and evaluate the induction process. A copy of the checklist should be kept by the new staff member and their immediate Manager.

At a Centre level, completed Staff Induction Checklists should be revisited as part of the first probationary review (see Documents/Induction/Probation procedures) and any outstanding development needs discussed.
Corporate Induction

Human Resources will facilitate a ‘Staff Induction Day’.

Staff Induction Days will ensure that all new staff are welcomed to Bounce Fitness personally by the CEO (or rarely, by a senior colleague), and are briefed by Human Resource staff on the following:

Bounce Fitness’ Vision, Values, History and Future An overview of Centres and services

The range of staff facilities available

Maintaining and continuously improving the client experience

How Bounce Fitness manages and develops staff and how we communicate as a staff team Key policies, procedures and practices, including an introduction to our intranet, Equality and

Diversity, Health and Safety, Learning and Development and Human Resource function.

The Staff Induction Days will also provide an opportunity for new staff to network and enrol onto the following:

Introduction to the Bounce Fitness Network and Microsoft Outlook Mandatory Occupational Health and Safety training.

A summary of Bounce Fitness’ Staff Induction Process - A >> B >> C

Pre-Appointment – (Recruitment Process)
Job information received by applicants Recruitment process implemented
Appointment made

Selection panel decides

Selection panel selects probationary mentor
Centre Level Induction
Immediate Manager completes and returns Staff Induction Checklist to Human Resources within 6 weeks of start date
Corporate Induction

Enrol new staff onto mandatory Staff Induction Day and Occupational Health and Safety training

Probation Procedures after Induction Template

Staff appointed at Bounce Fitness are required to undertake a period of probation. It is expected that, subject to satisfactory performance during the probationary period, the staff member will be confirmed in the appointment.

These procedures will be followed when assessing performance of probationary staff.

Procedure

Initial Meeting to Clarify Expectations

The Centre Manager and staff member will normally discuss and clarify performance expectations within the first week of commencement of employment.

This is an opportunity for the Centre Manager to provide counselling and support to the staff member.

Particular attention should be paid to the position description in this process.

Probationary Reviews

The Centre Manager and staff member will meet during the probation period to review the staff member’s overall performance.

This provides the opportunity to jointly review progress towards performance expectations.

The probation period must include at least one probationary review plus the final review of the staff member’s overall performance.

The first probationary review should occur no later than 1 month after the commencement of engagement.

Responsibilities of the Centre Manager

The Centre Manager is responsible for:

Ensuring that specific duties and performance expectations are communicated clearly to the staff member;

Monitoring the staff member’s performance; Providing feedback on a regular basis;

Taking remedial action as a result of poor performance;

Advising the staff member of the consequences of continuing unsatisfactory performance.

Responsibilities of the Staff Member

The staff member is responsible for:

Working towards achieving expectations; Acting on feedback;

Advising the Centre Manager of any concerns relating to the achievement of expectations as they arise during the probationary period.

Unsatisfactory Performance

In the event unsatisfactory performance is identified, the Centre Manager will arrange a meeting with the staff member as soon as possible and advise the staff member of the reason for the meeting. This may be initiated at any time during the probationary period.

At the meeting the Centre Manager will:

Make the staff member aware of the deficiencies in specific areas of performance; Provide an opportunity for the staff member to respond;

Determine any type of remedial action required to assist staff member to improve their performance;

Decision to Confirm

The Centre Manager should conduct the final review of the staff member’s overall performance at least two weeks prior to the end of the probationary period.

Where the Centre Manager is of the view that performance is satisfactory, she/he will recommend to the General Manager Human Resources that the staff member’s appointment be:

Confirmed (continuing appointments); or Continued (fixed-term appointments).

The General Manager Human Resources will make a decision either to confirm or continue the

appointment or recommend termination of appointment.

Decision to Terminate

Termination of employment due to unsatisfactory performance can be instigated at any time during the probationary period.

When the decision of termination of employment due to unsatisfactory performance during the probation period is taken, the staff member shall be advised of and given the opportunity to make, and have considered, a response to any adverse material about the staff member which Bounce Fitness intends to take into account in a decision to terminate the employment upon or before the expiry of the period of probation.

Where the staff members’ performance, at the time of the final review, is determined as unsatisfactory and/or sufficient progress has not been made, the Centre Manager will recommend termination of employment prior to the end of the probationary period.

In either circumstance of termination, the staff member will be given two weeks notice or the equivalent of one week’s salary in lieu of notice.

The Centre Manager’s report, outlining reasons and details including a record of attempt to address concerns, and any response from the staff member will be forwarded to the General Manager Human Resources for consideration.

The General Manager Human Resources’ recommendation and all relevant documentation will be forwarded to the CEO who will approve the final decision and notify the staff member in writing prior to the end of the probationary period.

Review

Outline the timeframe for improvement, i.e. date proposed for review of specific areas of performance;

Warn the staff member of the consequences of continued unsatisfactory performance; The Centre Manager will monitor the staff member’s performance.

Delegated Authorities

For ALL staff, the General Manager Human Resources will make the final decision on: Confirmation of appointment for staff on continuing appointments; Continuation of fixed-term appointments;

Termination of probationary employment;

The review will result in a recommendation for either confirmation of appointment or termination of employment.

Application of a probationary period in excess of, or less than those specified in the policy.

Progressive Discipline Checklist Template

Follow these steps in exercising progressive discipline with an employee:

Before the Meeting 

Arrange to meet with the employee privately. Do not discipline an employee in public or in front of other workers.
Review your notes and files about the specific incident or problem and any past discipline taken, either verbal or written.

During the Meeting 
Explain why you’ve called the meeting if the employee doesn’t know already.
State the problem in terms of actual performance and desired performance.
Review your progressive discipline policy/program with the employee, and explain what steps have been taken already and what the next step is.
Give the employee a chance to respond, explain and defend his or her actions.
Acknowledge the employee’s story and include it in your notes of the session.
Tell the employee that you expect his or her behaviour to change. Give specific examples and suggestions.
Indicate your confidence in the employee’s ability and willingness to change the behaviour.
Have the employee repeat back to you or otherwise confirm that he or she understands the problem and is clear on what changes are expected.

□

Explain to the employee that you will write a memo summarising the session as documentation.

□

Reassure the employee that you value his or her work and that you want to work with the employee to make sure that he or she can continue to work at Bounce Fitness.

After the Meeting 

□

Using your notes from the session, write a summary of the conversation.

□

If a written warning has been issued, be sure to give the employee the opportunity to sign any documentation for the file.

□

Give the employee a copy of the document no later than the end of the day following the conversation.

□

Monitor the employee’s behaviour and performance to make sure that the problem has been corrected.

Pay Guide - Hospitality Industry (General) Award

2023-06-06T15:30:00.002+05:30

Pay Guide - Hospitality Industry (General) Award

[MA000009]

Pay rates change from 1 July each year, the rates in this guide apply from the first full pay period on or after 01 October 2022. This pay guide also includes the changes to level 3 loaded rates effective 2 October 2022.

Information about the definition and operation of allowances, penalties and overtime can be found in the award and the Pay and Conditions Tool. The best way to get general pay and conditions advice is to register for My account on our website. Once you have registered you can ask questions and save replies, view tailored information relevant to you and save pages, pay rates and awards.

Disclaimer

The Fair Work Ombudsman is committed to ensuring that information available through this pay guide including data is accurate and incorporates changes to minimum rates of pay, allowances and penalty rates in the award as soon as they come into effect.

However, we cannot guarantee or accept any liability for the accuracy, reliability, currency or completeness of the information available in this pay guide. This is because, for example, there may be a delay between when a change takes effect, and when the information available in the guide is updated.

When considering information available in the pay guide about awards you should also have regard to the terms of the relevant award, which can be found through our Awards page. If our information is inconsistent with the award, then the award applies.

If you need further assistance you can contact us. Alternatively, you may wish to get independent advice from a union, employer association or lawyer on your particular circumstances.

We encourage you to subscribe to email updates to receive alerts when pay rates and entitlements change in this pay guide.

Rates of pay

If the hourly Fork-lift allowance or Airport catering supervisory allowance apply, please use the PACT to calculate minimum rates, penalties and overtime.

Adult

Full-time & part-time

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Introductory $812.60 $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $26.73

Level 1 food and beverage attendant grade 1 $834.80 $21.97 $21.97 per hour plus $2.48 per hour or part of an hour $21.97 per hour plus $3.71 per hour or part of an hour $27.46

Level 1 guest service grade 1 $834.80 $21.97 $21.97 per hour plus $2.48 per hour or part of an hour $21.97 per hour plus $3.71 per hour or part of an hour $27.46

Level 1 kitchen attendant grade 1 $834.80 $21.97 $21.97 per hour plus $2.48 per hour or part of an hour $21.97 per hour plus $3.71 per hour or part of an hour $27.46

Level 2 clerical grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 cook grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 door person/security officer grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 food and beverage attendant grade 2 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 front office grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 guest service grade 2 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 kitchen attendant grade 2 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 leisure attendant grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 gardener grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 2 storeperson grade 1 $865.20 $22.77 $22.77 per hour plus $2.48 per hour or part of an hour $22.77 per hour plus $3.71 per hour or part of an hour $28.46

Level 3 clerical grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 cook grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 food and beverage attendant grade 3 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 fork-lift driver $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 front office grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 guest service grade 3 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 handyperson $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 kitchen attendant grade 3 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 leisure attendant grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 gardener grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 storeperson grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 3 timekeeper/security officer grade 2 $893.60 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Level 4 clerical grade 3 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 cook (tradesperson) grade 3 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 food and beverage attendant (tradesperson) grade 4 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 front office grade 3 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 guest service grade 4 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 leisure attendant grade 3 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 gardener grade 3 (tradesperson) $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 4 storeperson grade 3 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 5 clerical supervisor $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 cook (tradesperson) grade 4 $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 food and beverage supervisor $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 front office supervisor $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 guest service supervisor $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 gardener grade 4 (tradesperson) $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 6 cook (tradesperson) grade 5 $1,026.60 $27.02 $27.02 per hour plus $2.48 per hour or part of an hour $27.02 per hour plus $3.71 per hour or part of an hour $33.78

Introductory (casino) $834.80 $21.97 $21.97 per hour plus $2.48 per hour or part of an hour $21.97 per hour plus $3.71 per hour or part of an hour $27.46

Level 1 casino electronic gaming employee grade 1 $882.90 $23.23 $23.23 per hour plus $2.48 per hour or part of an hour $23.23 per hour plus $3.71 per hour or part of an hour $29.04

Level 2 casino electronic gaming employee grade 2 $911.40 $23.98 $23.98 per hour plus $2.48 per hour or part of an hour $23.98 per hour plus $3.71 per hour or part of an hour $29.98

Level 2 casino equipment technician grade 1 $911.40 $23.98 $23.98 per hour plus $2.48 per hour or part of an hour $23.98 per hour plus $3.71 per hour or part of an hour $29.98

Level 2 casino table gaming employee grade 1 $911.40 $23.98 $23.98 per hour plus $2.48 per hour or part of an hour $23.98 per hour plus $3.71 per hour or part of an hour $29.98

Level 2 customer liaison officer $911.40 $23.98 $23.98 per hour plus $2.48 per hour or part of an hour $23.98 per hour plus $3.71 per hour or part of an hour $29.98

Level 2 gaming finance employee grade 1 $911.40 $23.98 $23.98 per hour plus $2.48 per hour or part of an hour $23.98 per hour plus $3.71 per hour or part of an hour $29.98

Level 3 casino equipment technician grade 2 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 3 gaming finance employee grade 2 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 3 security officer grade 1 $940.90 $24.76 $24.76 per hour plus $2.48 per hour or part of an hour $24.76 per hour plus $3.71 per hour or part of an hour $30.95

Level 3A casino table gaming employee grade 2 $985.10 $25.92 $25.92 per hour plus $2.48 per hour or part of an hour $25.92 per hour plus $3.71 per hour or part of an hour $32.40

Level 4 casino equipment technician grade 3 $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 4 gaming finance employee grade 3 $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 4 security officer grade 2 $999.90 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $32.89

Level 5 casino table gaming employee grade 3 $1,029.70 $27.10 $27.10 per hour plus $2.48 per hour or part of an hour $27.10 per hour plus $3.71 per hour or part of an hour $33.88

Level 5 gaming finance employee grade 4 $1,029.70 $27.10 $27.10 per hour plus $2.48 per hour or part of an hour $27.10 per hour plus $3.71 per hour or part of an hour $33.88

Level 6 casino table gaming employee grade 4 $1,059.30 $27.88 $27.88 per hour plus $2.48 per hour or part of an hour $27.88 per hour plus $3.71 per hour or part of an hour $34.85

Level 6 gaming finance employee grade 5 $1,059.30 $27.88 $27.88 per hour plus $2.48 per hour or part of an hour $27.88 per hour plus $3.71 per hour or part of an hour $34.85

Level 6 surveillance operator $1,059.30 $27.88 $27.88 per hour plus $2.48 per hour or part of an hour $27.88 per hour plus $3.71 per hour or part of an hour $34.85

Managerial staff - hotel $1,028.50 $27.07 $27.07 per hour plus $2.48 per hour or part of an hour $27.07 per hour plus $3.71 per hour or part of an hour $33.84

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory $32.07 $48.11 $26.73 $26.73 $32.07

Level 1 food and beverage attendant grade 1 $32.96 $49.43 $27.46 $27.46 $32.96

Level 1 guest service grade 1 $32.96 $49.43 $27.46 $27.46 $32.96

Level 1 kitchen attendant grade 1 $32.96 $49.43 $27.46 $27.46 $32.96

Level 2 clerical grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 cook grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 door person/security officer grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 food and beverage attendant grade 2 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 front office grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 guest service grade 2 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 kitchen attendant grade 2 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 leisure attendant grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 gardener grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 2 storeperson grade 1 $34.16 $51.23 $28.46 $28.46 $34.16

Level 3 clerical grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 cook grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 food and beverage attendant grade 3 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 fork-lift driver $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 front office grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 guest service grade 3 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 handyperson $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 kitchen attendant grade 3 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 leisure attendant grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 gardener grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 storeperson grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 3 timekeeper/security officer grade 2 $35.28 $52.92 $29.40 $29.40 $35.28

Level 4 clerical grade 3 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 cook (tradesperson) grade 3 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 food and beverage attendant (tradesperson) grade 4 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 front office grade 3 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 guest service grade 4 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 leisure attendant grade 3 $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 gardener grade 3 (tradesperson) $37.14 $55.71 $30.95 $30.95 $37.14

Level 4 storeperson grade 3 $37.14 $55.71 $30.95 $30.95 $37.14

Level 5 clerical supervisor $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 cook (tradesperson) grade 4 $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 food and beverage supervisor $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 front office supervisor $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 guest service supervisor $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 gardener grade 4 (tradesperson) $39.47 $59.20 $32.89 $32.89 $39.47

Level 6 cook (tradesperson) grade 5 $40.53 $60.80 $33.78 $33.78 $40.53

Introductory (casino) $32.96 $49.43 $27.46 $27.46 $32.96

Level 1 casino electronic gaming employee grade 1 $34.85 $52.27 $29.04 $29.04 $34.85

Level 2 casino electronic gaming employee grade 2 $35.97 $53.96 $29.98 $29.98 $35.97

Level 2 casino equipment technician grade 1 $35.97 $53.96 $29.98 $29.98 $35.97

Level 2 casino table gaming employee grade 1 $35.97 $53.96 $29.98 $29.98 $35.97

Level 2 customer liaison officer $35.97 $53.96 $29.98 $29.98 $35.97

Level 2 gaming finance employee grade 1 $35.97 $53.96 $29.98 $29.98 $35.97

Level 3 casino equipment technician grade 2 $37.14 $55.71 $30.95 $30.95 $37.14

Level 3 gaming finance employee grade 2 $37.14 $55.71 $30.95 $30.95 $37.14

Level 3 security officer grade 1 $37.14 $55.71 $30.95 $30.95 $37.14

Level 3A casino table gaming employee grade 2 $38.88 $58.32 $32.40 $32.40 $38.88

Level 4 casino equipment technician grade 3 $39.47 $59.20 $32.89 $32.89 $39.47

Level 4 gaming finance employee grade 3 $39.47 $59.20 $32.89 $32.89 $39.47

Level 4 security officer grade 2 $39.47 $59.20 $32.89 $32.89 $39.47

Level 5 casino table gaming employee grade 3 $40.65 $60.98 $33.88 $33.88 $40.65

Level 5 gaming finance employee grade 4 $40.65 $60.98 $33.88 $33.88 $40.65

Level 6 casino table gaming employee grade 4 $41.82 $62.73 $34.85 $34.85 $41.82

Level 6 gaming finance employee grade 5 $41.82 $62.73 $34.85 $34.85 $41.82

Level 6 surveillance operator $41.82 $62.73 $34.85 $34.85 $41.82

Managerial staff - hotel $40.61 $60.91 $33.84 $33.84 $40.61

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - Accrued day off Overnight stay - more than 1 hours work Overtime - working on RDO

Introductory $42.76 $42.76 $42.76 $32.07 $42.76

Level 1 food and beverage attendant grade 1 $43.94 $43.94 $43.94 $32.96 $43.94

Level 1 guest service grade 1 $43.94 $43.94 $43.94 $32.96 $43.94

Level 1 kitchen attendant grade 1 $43.94 $43.94 $43.94 $32.96 $43.94

Level 2 clerical grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 cook grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 door person/security officer grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 food and beverage attendant grade 2 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 front office grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 guest service grade 2 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 kitchen attendant grade 2 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 leisure attendant grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 gardener grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 2 storeperson grade 1 $45.54 $45.54 $45.54 $34.16 $45.54

Level 3 clerical grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 cook grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 food and beverage attendant grade 3 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 fork-lift driver $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 front office grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 guest service grade 3 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 handyperson $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 kitchen attendant grade 3 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 leisure attendant grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 gardener grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 storeperson grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 3 timekeeper/security officer grade 2 $47.04 $47.04 $47.04 $35.28 $47.04

Level 4 clerical grade 3 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 cook (tradesperson) grade 3 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 food and beverage attendant (tradesperson) grade 4 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 front office grade 3 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 guest service grade 4 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 leisure attendant grade 3 $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 gardener grade 3 (tradesperson) $49.52 $49.52 $49.52 $37.14 $49.52

Level 4 storeperson grade 3 $49.52 $49.52 $49.52 $37.14 $49.52

Level 5 clerical supervisor $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 cook (tradesperson) grade 4 $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 food and beverage supervisor $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 front office supervisor $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 guest service supervisor $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 gardener grade 4 (tradesperson) $52.62 $52.62 $52.62 $39.47 $52.62

Level 6 cook (tradesperson) grade 5 $54.04 $54.04 $54.04 $40.53 $54.04

Introductory (casino) $43.94 $43.94 $43.94 $32.96 $43.94

Level 1 casino electronic gaming employee grade 1 $46.46 $46.46 $46.46 $34.85 $46.46

Level 2 casino electronic gaming employee grade 2 $47.96 $47.96 $47.96 $35.97 $47.96

Level 2 casino equipment technician grade 1 $47.96 $47.96 $47.96 $35.97 $47.96

Level 2 casino table gaming employee grade 1 $47.96 $47.96 $47.96 $35.97 $47.96

Level 2 customer liaison officer $47.96 $47.96 $47.96 $35.97 $47.96

Level 2 gaming finance employee grade 1 $47.96 $47.96 $47.96 $35.97 $47.96

Level 3 casino equipment technician grade 2 $49.52 $49.52 $49.52 $37.14 $49.52

Level 3 gaming finance employee grade 2 $49.52 $49.52 $49.52 $37.14 $49.52

Level 3 security officer grade 1 $49.52 $49.52 $49.52 $37.14 $49.52

Level 3A casino table gaming employee grade 2 $51.84 $51.84 $51.84 $38.88 $51.84

Level 4 casino equipment technician grade 3 $52.62 $52.62 $52.62 $39.47 $52.62

Level 4 gaming finance employee grade 3 $52.62 $52.62 $52.62 $39.47 $52.62

Level 4 security officer grade 2 $52.62 $52.62 $52.62 $39.47 $52.62

Level 5 casino table gaming employee grade 3 $54.20 $54.20 $54.20 $40.65 $54.20

Level 5 gaming finance employee grade 4 $54.20 $54.20 $54.20 $40.65 $54.20

Level 6 casino table gaming employee grade 4 $55.76 $55.76 $55.76 $41.82 $55.76

Level 6 gaming finance employee grade 5 $55.76 $55.76 $55.76 $41.82 $55.76

Level 6 surveillance operator $55.76 $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $54.14 $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Friday - 40 hours per week

Table 1 of 2

Classification Hourly pay rate Night work - Monday to Friday - midnight to 7am Public holiday Public holiday - additional day off or annual leave Overtime - Monday to Friday - first 2 hours

Level 3 classifications - effective 1 October 2022 only $25.92 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $35.28

Level 3 classifications - effective 2 October 2022 to 30 June 2023 $25.94 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $35.28

Level 4 classifications $27.29 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $37.14

Level 5 classifications $28.99 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $39.47

Level 6 classifications $29.78 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $40.53

Level 3 casino classifications $27.29 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $37.14

Level 3A casino classifications $28.56 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $38.88

Level 4 casino classifications $28.99 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $39.47

Level 5 casino classifications $29.86 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $40.65

Level 6 casino classifications $30.72 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $41.82

Managerial staff - hotel $29.83 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $40.61

Table 2 of 2

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications - effective 1 October 2022 only $47.04 $47.04 $35.28 $47.04

Level 3 classifications - effective 2 October 2022 to 30 June 2023 $47.04 $47.04 $35.28 $47.04

Level 4 classifications $49.52 $49.52 $37.14 $49.52

Level 5 classifications $52.62 $52.62 $39.47 $52.62

Level 6 classifications $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Friday - 45 hours per week

Table 1 of 2

Classification Hourly pay rate Night work - Monday to Friday - midnight to 7am Public holiday Public holiday - additional day off or annual leave Overtime - Monday to Friday - first 2 hours

Level 3 classifications $28.22 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $35.28

Level 4 classifications $29.71 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $37.14

Level 5 classifications $31.57 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $39.47

Level 6 classifications $32.42 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $40.53

Level 3 casino classifications $29.71 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $37.14

Level 3A casino classifications $31.10 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $38.88

Level 4 casino classifications $31.57 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $39.47

Level 5 casino classifications $32.52 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $40.65

Level 6 casino classifications $33.46 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $41.82

Managerial staff - hotel $32.48 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $40.61

Table 2 of 2

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications $47.04 $47.04 $35.28 $47.04

Level 4 classifications $49.52 $49.52 $37.14 $49.52

Level 5 classifications $52.62 $52.62 $39.47 $52.62

Level 6 classifications $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Saturday - 40 hours per week

Table 1 of 2

Classification Hourly pay rate Night work - Monday to Friday - midnight to 7am Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday - not declared public holiday

Level 3 classifications $27.51 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $29.40

Level 4 classifications $28.96 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 5 classifications $30.77 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 6 classifications $31.60 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $33.78

Level 3 casino classifications $28.96 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 3A casino classifications $30.31 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $32.40

Level 4 casino classifications $30.77 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 5 casino classifications $31.69 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $33.88

Level 6 casino classifications $32.61 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $34.85

Managerial staff - hotel $31.66 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $33.84

Table 2 of 2

Classification Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications $35.28 $47.04 $47.04 $35.28 $47.04

Level 4 classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 5 classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 6 classifications $40.53 $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $38.88 $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $40.65 $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $41.82 $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $40.61 $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Saturday - 45 hours per week

Table 1 of 2

Level 3 classifications $29.02 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $29.40

Level 4 classifications $30.55 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 5 classifications $32.47 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 6 classifications $33.34 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $33.78

Level 3 casino classifications $30.55 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 3A casino classifications $31.99 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $32.40

Level 4 casino classifications $32.47 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 5 casino classifications $33.44 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $33.88

Level 6 casino classifications $34.40 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $34.85

Managerial staff - hotel $33.40 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $33.84

Table 2 of 2

Classification Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications $35.28 $47.04 $47.04 $35.28 $47.04

Level 4 classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 5 classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 6 classifications $40.53 $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $38.88 $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $40.65 $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $41.82 $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $40.61 $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Sunday - 40 hours per week

Table 1 of 2

Classification Hourly pay rate Night work - Monday to Friday - midnight to 7am Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday

Level 3 classifications $29.84 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $29.40

Level 4 classifications $31.41 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 5 classifications $33.37 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 6 classifications $34.27 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $33.78

Level 3 casino classifications $31.41 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 3A casino classifications $32.88 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $32.40

Level 4 casino classifications $33.37 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 5 casino classifications $34.38 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $33.88

Level 6 casino classifications $35.37 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $34.85

Managerial staff - hotel $34.34 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $33.84

Table 2 of 2

Classification Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications $35.28 $47.04 $47.04 $35.28 $47.04

Level 4 classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 5 classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 6 classifications $40.53 $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $38.88 $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $40.65 $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $41.82 $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $40.61 $54.14 $54.14 $40.61 $54.14

Loaded rate - Full-time - Monday to Sunday - 45 hours per week

Table 1 of 2

Classification Hourly pay rate Night work - Monday to Friday - midnight to 7am Public holiday Public holiday - additional day off or annual leave Christmas Day – Saturday or Sunday - not declared public holiday

Level 3 classifications $30.82 $23.52 per hour plus $3.71 per hour or part of an hour $52.92 $29.40 $29.40

Level 4 classifications $32.45 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 5 classifications $34.48 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 6 classifications $35.41 $27.02 per hour plus $3.71 per hour or part of an hour $60.80 $33.78 $33.78

Level 3 casino classifications $32.45 $24.76 per hour plus $3.71 per hour or part of an hour $55.71 $30.95 $30.95

Level 3A casino classifications $33.97 $25.92 per hour plus $3.71 per hour or part of an hour $58.32 $32.40 $32.40

Level 4 casino classifications $34.48 $26.31 per hour plus $3.71 per hour or part of an hour $59.20 $32.89 $32.89

Level 5 casino classifications $35.51 $27.10 per hour plus $3.71 per hour or part of an hour $60.98 $33.88 $33.88

Level 6 casino classifications $36.54 $27.88 per hour plus $3.71 per hour or part of an hour $62.73 $34.85 $34.85

Managerial staff - hotel $35.48 $27.07 per hour plus $3.71 per hour or part of an hour $60.91 $33.84 $33.84

Table 2 of 2

Classification Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work Overtime - working on RDO

Level 3 classifications $35.28 $47.04 $47.04 $35.28 $47.04

Level 4 classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 5 classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 6 classifications $40.53 $54.04 $54.04 $40.53 $54.04

Level 3 casino classifications $37.14 $49.52 $49.52 $37.14 $49.52

Level 3A casino classifications $38.88 $51.84 $51.84 $38.88 $51.84

Level 4 casino classifications $39.47 $52.62 $52.62 $39.47 $52.62

Level 5 casino classifications $40.65 $54.20 $54.20 $40.65 $54.20

Level 6 casino classifications $41.82 $55.76 $55.76 $41.82 $55.76

Managerial staff - hotel $40.61 $54.14 $54.14 $40.61 $54.14

Casual

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory $26.73 $26.73 per hour plus $2.48 per hour or part of an hour $26.73 per hour plus $3.71 per hour or part of an hour $32.07 $37.42

Level 1 food and beverage attendant grade 1 $27.46 $27.46 per hour plus $2.48 per hour or part of an hour $27.46 per hour plus $3.71 per hour or part of an hour $32.96 $38.45

Level 1 guest service grade 1 $27.46 $27.46 per hour plus $2.48 per hour or part of an hour $27.46 per hour plus $3.71 per hour or part of an hour $32.96 $38.45

Level 1 kitchen attendant grade 1 $27.46 $27.46 per hour plus $2.48 per hour or part of an hour $27.46 per hour plus $3.71 per hour or part of an hour $32.96 $38.45

Level 2 clerical grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 cook grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 door person/security officer grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 food and beverage attendant grade 2 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 front office grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 guest service grade 2 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 kitchen attendant grade 2 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 leisure attendant grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 gardener grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 2 storeperson grade 1 $28.46 $28.46 per hour plus $2.48 per hour or part of an hour $28.46 per hour plus $3.71 per hour or part of an hour $34.16 $39.85

Level 3 clerical grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 cook grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 food and beverage attendant grade 3 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 fork-lift driver $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 front office grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 guest service grade 3 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 handyperson $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 kitchen attendant grade 3 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 leisure attendant grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 gardener grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 storeperson grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 3 timekeeper/security officer grade 2 $29.40 $29.40 per hour plus $2.48 per hour or part of an hour $29.40 per hour plus $3.71 per hour or part of an hour $35.28 $41.16

Level 4 clerical grade 3 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 cook (tradesperson) grade 3 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 food and beverage attendant (tradesperson) grade 4 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 front office grade 3 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 guest service grade 4 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 leisure attendant grade 3 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 gardener grade 3 (tradesperson) $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 4 storeperson grade 3 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 5 clerical supervisor $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 cook (tradesperson) grade 4 $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 food and beverage supervisor $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 front office supervisor $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 guest service supervisor $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 gardener grade 4 (tradesperson) $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 6 cook (tradesperson) grade 5 $33.78 $33.78 per hour plus $2.48 per hour or part of an hour $33.78 per hour plus $3.71 per hour or part of an hour $40.53 $47.29

Introductory (casino) $27.46 $27.46 per hour plus $2.48 per hour or part of an hour $27.46 per hour plus $3.71 per hour or part of an hour $32.96 $38.45

Level 1 casino electronic gaming employee grade 1 $29.04 $29.04 per hour plus $2.48 per hour or part of an hour $29.04 per hour plus $3.71 per hour or part of an hour $34.85 $40.65

Level 2 casino electronic gaming employee grade 2 $29.98 $29.98 per hour plus $2.48 per hour or part of an hour $29.98 per hour plus $3.71 per hour or part of an hour $35.97 $41.97

Level 2 casino equipment technician grade 1 $29.98 $29.98 per hour plus $2.48 per hour or part of an hour $29.98 per hour plus $3.71 per hour or part of an hour $35.97 $41.97

Level 2 casino table gaming employee grade 1 $29.98 $29.98 per hour plus $2.48 per hour or part of an hour $29.98 per hour plus $3.71 per hour or part of an hour $35.97 $41.97

Level 2 customer liaison officer $29.98 $29.98 per hour plus $2.48 per hour or part of an hour $29.98 per hour plus $3.71 per hour or part of an hour $35.97 $41.97

Level 2 gaming finance employee grade 1 $29.98 $29.98 per hour plus $2.48 per hour or part of an hour $29.98 per hour plus $3.71 per hour or part of an hour $35.97 $41.97

Level 3 casino equipment technician grade 2 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 3 gaming finance employee grade 2 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 3 security officer grade 1 $30.95 $30.95 per hour plus $2.48 per hour or part of an hour $30.95 per hour plus $3.71 per hour or part of an hour $37.14 $43.33

Level 3A casino table gaming employee grade 2 $32.40 $32.40 per hour plus $2.48 per hour or part of an hour $32.40 per hour plus $3.71 per hour or part of an hour $38.88 $45.36

Level 4 casino equipment technician grade 3 $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 4 gaming finance employee grade 3 $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 4 security officer grade 2 $32.89 $32.89 per hour plus $2.48 per hour or part of an hour $32.89 per hour plus $3.71 per hour or part of an hour $39.47 $46.04

Level 5 casino table gaming employee grade 3 $33.88 $33.88 per hour plus $2.48 per hour or part of an hour $33.88 per hour plus $3.71 per hour or part of an hour $40.65 $47.43

Level 5 gaming finance employee grade 4 $33.88 $33.88 per hour plus $2.48 per hour or part of an hour $33.88 per hour plus $3.71 per hour or part of an hour $40.65 $47.43

Level 6 casino table gaming employee grade 4 $34.85 $34.85 per hour plus $2.48 per hour or part of an hour $34.85 per hour plus $3.71 per hour or part of an hour $41.82 $48.79

Level 6 gaming finance employee grade 5 $34.85 $34.85 per hour plus $2.48 per hour or part of an hour $34.85 per hour plus $3.71 per hour or part of an hour $41.82 $48.79

Level 6 surveillance operator $34.85 $34.85 per hour plus $2.48 per hour or part of an hour $34.85 per hour plus $3.71 per hour or part of an hour $41.82 $48.79

Managerial staff - hotel $33.84 $33.84 per hour plus $2.48 per hour or part of an hour $33.84 per hour plus $3.71 per hour or part of an hour $40.61 $47.37

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory $53.45 $32.07 $42.76 $42.76 $37.42

Level 1 food and beverage attendant grade 1 $54.93 $32.96 $43.94 $43.94 $38.45

Level 1 guest service grade 1 $54.93 $32.96 $43.94 $43.94 $38.45

Level 1 kitchen attendant grade 1 $54.93 $32.96 $43.94 $43.94 $38.45

Level 2 clerical grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 cook grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 door person/security officer grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 food and beverage attendant grade 2 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 front office grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 guest service grade 2 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 kitchen attendant grade 2 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 leisure attendant grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 gardener grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 2 storeperson grade 1 $56.93 $34.16 $45.54 $45.54 $39.85

Level 3 clerical grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 cook grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 food and beverage attendant grade 3 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 fork-lift driver $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 front office grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 guest service grade 3 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 handyperson $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 kitchen attendant grade 3 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 leisure attendant grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 gardener grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 storeperson grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 3 timekeeper/security officer grade 2 $58.80 $35.28 $47.04 $47.04 $41.16

Level 4 clerical grade 3 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 cook (tradesperson) grade 3 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 food and beverage attendant (tradesperson) grade 4 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 front office grade 3 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 guest service grade 4 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 leisure attendant grade 3 $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 gardener grade 3 (tradesperson) $61.90 $37.14 $49.52 $49.52 $43.33

Level 4 storeperson grade 3 $61.90 $37.14 $49.52 $49.52 $43.33

Level 5 clerical supervisor $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 cook (tradesperson) grade 4 $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 food and beverage supervisor $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 front office supervisor $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 guest service supervisor $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 gardener grade 4 (tradesperson) $65.78 $39.47 $52.62 $52.62 $46.04

Level 6 cook (tradesperson) grade 5 $67.55 $40.53 $54.04 $54.04 $47.29

Introductory (casino) $54.93 $32.96 $43.94 $43.94 $38.45

Level 1 casino electronic gaming employee grade 1 $58.08 $34.85 $46.46 $46.46 $40.65

Level 2 casino electronic gaming employee grade 2 $59.95 $35.97 $47.96 $47.96 $41.97

Level 2 casino equipment technician grade 1 $59.95 $35.97 $47.96 $47.96 $41.97

Level 2 casino table gaming employee grade 1 $59.95 $35.97 $47.96 $47.96 $41.97

Level 2 customer liaison officer $59.95 $35.97 $47.96 $47.96 $41.97

Level 2 gaming finance employee grade 1 $59.95 $35.97 $47.96 $47.96 $41.97

Level 3 casino equipment technician grade 2 $61.90 $37.14 $49.52 $49.52 $43.33

Level 3 gaming finance employee grade 2 $61.90 $37.14 $49.52 $49.52 $43.33

Level 3 security officer grade 1 $61.90 $37.14 $49.52 $49.52 $43.33

Level 3A casino table gaming employee grade 2 $64.80 $38.88 $51.84 $51.84 $45.36

Level 4 casino equipment technician grade 3 $65.78 $39.47 $52.62 $52.62 $46.04

Level 4 gaming finance employee grade 3 $65.78 $39.47 $52.62 $52.62 $46.04

Level 4 security officer grade 2 $65.78 $39.47 $52.62 $52.62 $46.04

Level 5 casino table gaming employee grade 3 $67.75 $40.65 $54.20 $54.20 $47.43

Level 5 gaming finance employee grade 4 $67.75 $40.65 $54.20 $54.20 $47.43

Level 6 casino table gaming employee grade 4 $69.70 $41.82 $55.76 $55.76 $48.79

Level 6 gaming finance employee grade 5 $69.70 $41.82 $55.76 $55.76 $48.79

Level 6 surveillance operator $69.70 $41.82 $55.76 $55.76 $48.79

Managerial staff - hotel $67.68 $40.61 $54.14 $54.14 $47.37

Junior - Full-time & part-time - Under 16 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 3

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $9.62 $9.62 per hour plus $2.48 per hour or part of an hour $9.62 per hour plus $3.71 per hour or part of an hour $12.03 $14.43

Introductory $10.69 $10.69 per hour plus $2.48 per hour or part of an hour $10.69 per hour plus $3.71 per hour or part of an hour $13.36 $16.04

Level 1 food and beverage attendant grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 1 guest service grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 1 kitchen attendant grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 2 clerical grade 1 $10.25 $10.25 per hour plus $2.48 per hour or part of an hour $10.25 per hour plus $3.71 per hour or part of an hour $12.81 $15.38

Level 2 cook grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 door person/security officer grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 food and beverage attendant grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 front office grade 1 $10.25 $10.25 per hour plus $2.48 per hour or part of an hour $10.25 per hour plus $3.71 per hour or part of an hour $12.81 $15.38

Level 2 guest service grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 kitchen attendant grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 leisure attendant grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 gardener grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 storeperson grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 3 clerical grade 2 $10.58 $10.58 per hour plus $2.48 per hour or part of an hour $10.58 per hour plus $3.71 per hour or part of an hour $13.23 $15.87

Level 3 cook grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 food and beverage attendant grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 fork-lift driver $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 front office grade 2 $10.58 $10.58 per hour plus $2.48 per hour or part of an hour $10.58 per hour plus $3.71 per hour or part of an hour $13.23 $15.87

Level 3 guest service grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 handyperson $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 kitchen attendant grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 leisure attendant grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 gardener grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 storeperson grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 timekeeper/security officer grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 4 clerical grade 3 $11.14 $11.14 per hour plus $2.48 per hour or part of an hour $11.14 per hour plus $3.71 per hour or part of an hour $13.93 $16.71

Level 4 front office grade 3 $11.14 $11.14 per hour plus $2.48 per hour or part of an hour $11.14 per hour plus $3.71 per hour or part of an hour $13.93 $16.71

Level 4 guest service grade 4 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 4 leisure attendant grade 3 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 4 storeperson grade 3 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 5 clerical supervisor $11.84 $11.84 per hour plus $2.48 per hour or part of an hour $11.84 per hour plus $3.71 per hour or part of an hour $14.80 $17.76

Level 5 food and beverage supervisor $13.16 $13.16 per hour plus $2.48 per hour or part of an hour $13.16 per hour plus $3.71 per hour or part of an hour $16.45 $19.74

Level 5 front office supervisor $11.84 $11.84 per hour plus $2.48 per hour or part of an hour $11.84 per hour plus $3.71 per hour or part of an hour $14.80 $17.76

Level 5 guest service supervisor $13.16 $13.16 per hour plus $2.48 per hour or part of an hour $13.16 per hour plus $3.71 per hour or part of an hour $16.45 $19.74

Table 2 of 3

Classification Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory (office employee) $21.65 $12.03 $12.03 $14.43

Introductory $24.05 $13.36 $13.36 $16.04

Level 1 food and beverage attendant grade 1 $24.73 $13.74 $13.74 $16.49

Level 1 guest service grade 1 $24.73 $13.74 $13.74 $16.49

Level 1 kitchen attendant grade 1 $24.73 $13.74 $13.74 $16.49

Level 2 clerical grade 1 $23.06 $12.81 $12.81 $15.38

Level 2 cook grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 door person/security officer grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 food and beverage attendant grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 front office grade 1 $23.06 $12.81 $12.81 $15.38

Level 2 guest service grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 kitchen attendant grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 leisure attendant grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 gardener grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 storeperson grade 1 $25.63 $14.24 $14.24 $17.09

Level 3 clerical grade 2 $23.81 $13.23 $13.23 $15.87

Level 3 cook grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 food and beverage attendant grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 fork-lift driver $26.46 $14.70 $14.70 $17.64

Level 3 front office grade 2 $23.81 $13.23 $13.23 $15.87

Level 3 guest service grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 handyperson $26.46 $14.70 $14.70 $17.64

Level 3 kitchen attendant grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 leisure attendant grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 gardener grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 storeperson grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 timekeeper/security officer grade 2 $26.46 $14.70 $14.70 $17.64

Level 4 clerical grade 3 $25.07 $13.93 $13.93 $16.71

Level 4 front office grade 3 $25.07 $13.93 $13.93 $16.71

Level 4 guest service grade 4 $27.86 $15.48 $15.48 $18.57

Level 4 leisure attendant grade 3 $27.86 $15.48 $15.48 $18.57

Level 4 storeperson grade 3 $27.86 $15.48 $15.48 $18.57

Level 5 clerical supervisor $26.64 $14.80 $14.80 $17.76

Level 5 food and beverage supervisor $29.61 $16.45 $16.45 $19.74

Level 5 front office supervisor $26.64 $14.80 $14.80 $17.76

Level 5 guest service supervisor $29.61 $16.45 $16.45 $19.74

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Introductory (office employee) $19.24 $19.24 $19.24 $19.24 $14.43

Introductory $21.38 $21.38 $21.38 $21.38 $16.04

Level 1 food and beverage attendant grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 1 guest service grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 1 kitchen attendant grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 2 clerical grade 1 $20.50 $20.50 $20.50 $20.50 $15.38

Level 2 cook grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 door person/security officer grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 food and beverage attendant grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 front office grade 1 $20.50 $20.50 $20.50 $20.50 $15.38

Level 2 guest service grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 kitchen attendant grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 leisure attendant grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 gardener grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 storeperson grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 3 clerical grade 2 $21.16 $21.16 $21.16 $21.16 $15.87

Level 3 cook grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 food and beverage attendant grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 fork-lift driver $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 front office grade 2 $21.16 $21.16 $21.16 $21.16 $15.87

Level 3 guest service grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 handyperson $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 kitchen attendant grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 leisure attendant grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 gardener grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 storeperson grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 timekeeper/security officer grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 4 clerical grade 3 $22.28 $22.28 $22.28 $22.28 $16.71

Level 4 front office grade 3 $22.28 $22.28 $22.28 $22.28 $16.71

Level 4 guest service grade 4 $24.76 $24.76 $24.76 $24.76 $18.57

Level 4 leisure attendant grade 3 $24.76 $24.76 $24.76 $24.76 $18.57

Level 4 storeperson grade 3 $24.76 $24.76 $24.76 $24.76 $18.57

Level 5 clerical supervisor $23.68 $23.68 $23.68 $23.68 $17.76

Level 5 food and beverage supervisor $26.32 $26.32 $26.32 $26.32 $19.74

Level 5 front office supervisor $23.68 $23.68 $23.68 $23.68 $17.76

Level 5 guest service supervisor $26.32 $26.32 $26.32 $26.32 $19.74

Junior - Full-time & part-time - 16 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 3

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Introductory $10.69 $10.69 per hour plus $2.48 per hour or part of an hour $10.69 per hour plus $3.71 per hour or part of an hour $13.36 $16.04

Level 1 food and beverage attendant grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 1 guest service grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 1 kitchen attendant grade 1 $10.99 $10.99 per hour plus $2.48 per hour or part of an hour $10.99 per hour plus $3.71 per hour or part of an hour $13.74 $16.49

Level 2 clerical grade 1 $12.52 $12.52 per hour plus $2.48 per hour or part of an hour $12.52 per hour plus $3.71 per hour or part of an hour $15.65 $18.78

Level 2 cook grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 door person/security officer grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 food and beverage attendant grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 front office grade 1 $12.52 $12.52 per hour plus $2.48 per hour or part of an hour $12.52 per hour plus $3.71 per hour or part of an hour $15.65 $18.78

Level 2 guest service grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 kitchen attendant grade 2 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 leisure attendant grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 gardener grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 2 storeperson grade 1 $11.39 $11.39 per hour plus $2.48 per hour or part of an hour $11.39 per hour plus $3.71 per hour or part of an hour $14.24 $17.09

Level 3 clerical grade 2 $12.94 $12.94 per hour plus $2.48 per hour or part of an hour $12.94 per hour plus $3.71 per hour or part of an hour $16.18 $19.41

Level 3 cook grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 food and beverage attendant grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 fork-lift driver $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 front office grade 2 $12.94 $12.94 per hour plus $2.48 per hour or part of an hour $12.94 per hour plus $3.71 per hour or part of an hour $16.18 $19.41

Level 3 guest service grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 handyperson $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 kitchen attendant grade 3 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 leisure attendant grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 gardener grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 storeperson grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 3 timekeeper/security officer grade 2 $11.76 $11.76 per hour plus $2.48 per hour or part of an hour $11.76 per hour plus $3.71 per hour or part of an hour $14.70 $17.64

Level 4 clerical grade 3 $13.62 $13.62 per hour plus $2.48 per hour or part of an hour $13.62 per hour plus $3.71 per hour or part of an hour $17.03 $20.43

Level 4 front office grade 3 $13.62 $13.62 per hour plus $2.48 per hour or part of an hour $13.62 per hour plus $3.71 per hour or part of an hour $17.03 $20.43

Level 4 guest service grade 4 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 4 leisure attendant grade 3 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 4 storeperson grade 3 $12.38 $12.38 per hour plus $2.48 per hour or part of an hour $12.38 per hour plus $3.71 per hour or part of an hour $15.48 $18.57

Level 5 clerical supervisor $14.47 $14.47 per hour plus $2.48 per hour or part of an hour $14.47 per hour plus $3.71 per hour or part of an hour $18.09 $21.71

Level 5 food and beverage supervisor $13.16 $13.16 per hour plus $2.48 per hour or part of an hour $13.16 per hour plus $3.71 per hour or part of an hour $16.45 $19.74

Level 5 front office supervisor $14.47 $14.47 per hour plus $2.48 per hour or part of an hour $14.47 per hour plus $3.71 per hour or part of an hour $18.09 $21.71

Level 5 guest service supervisor $13.16 $13.16 per hour plus $2.48 per hour or part of an hour $13.16 per hour plus $3.71 per hour or part of an hour $16.45 $19.74

Table 2 of 3

Classification Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory (office employee) $26.46 $14.70 $14.70 $17.64

Introductory $24.05 $13.36 $13.36 $16.04

Level 1 food and beverage attendant grade 1 $24.73 $13.74 $13.74 $16.49

Level 1 guest service grade 1 $24.73 $13.74 $13.74 $16.49

Level 1 kitchen attendant grade 1 $24.73 $13.74 $13.74 $16.49

Level 2 clerical grade 1 $28.17 $15.65 $15.65 $18.78

Level 2 cook grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 door person/security officer grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 food and beverage attendant grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 front office grade 1 $28.17 $15.65 $15.65 $18.78

Level 2 guest service grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 kitchen attendant grade 2 $25.63 $14.24 $14.24 $17.09

Level 2 leisure attendant grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 gardener grade 1 $25.63 $14.24 $14.24 $17.09

Level 2 storeperson grade 1 $25.63 $14.24 $14.24 $17.09

Level 3 clerical grade 2 $29.12 $16.18 $16.18 $19.41

Level 3 cook grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 food and beverage attendant grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 fork-lift driver $26.46 $14.70 $14.70 $17.64

Level 3 front office grade 2 $29.12 $16.18 $16.18 $19.41

Level 3 guest service grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 handyperson $26.46 $14.70 $14.70 $17.64

Level 3 kitchen attendant grade 3 $26.46 $14.70 $14.70 $17.64

Level 3 leisure attendant grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 gardener grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 storeperson grade 2 $26.46 $14.70 $14.70 $17.64

Level 3 timekeeper/security officer grade 2 $26.46 $14.70 $14.70 $17.64

Level 4 clerical grade 3 $30.65 $17.03 $17.03 $20.43

Level 4 front office grade 3 $30.65 $17.03 $17.03 $20.43

Level 4 guest service grade 4 $27.86 $15.48 $15.48 $18.57

Level 4 leisure attendant grade 3 $27.86 $15.48 $15.48 $18.57

Level 4 storeperson grade 3 $27.86 $15.48 $15.48 $18.57

Level 5 clerical supervisor $32.56 $18.09 $18.09 $21.71

Level 5 food and beverage supervisor $29.61 $16.45 $16.45 $19.74

Level 5 front office supervisor $32.56 $18.09 $18.09 $21.71

Level 5 guest service supervisor $29.61 $16.45 $16.45 $19.74

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Introductory (office employee) $23.52 $23.52 $23.52 $23.52 $17.64

Introductory $21.38 $21.38 $21.38 $21.38 $16.04

Level 1 food and beverage attendant grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 1 guest service grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 1 kitchen attendant grade 1 $21.98 $21.98 $21.98 $21.98 $16.49

Level 2 clerical grade 1 $25.04 $25.04 $25.04 $25.04 $18.78

Level 2 cook grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 door person/security officer grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 food and beverage attendant grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 front office grade 1 $25.04 $25.04 $25.04 $25.04 $18.78

Level 2 guest service grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 kitchen attendant grade 2 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 leisure attendant grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 gardener grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 2 storeperson grade 1 $22.78 $22.78 $22.78 $22.78 $17.09

Level 3 clerical grade 2 $25.88 $25.88 $25.88 $25.88 $19.41

Level 3 cook grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 food and beverage attendant grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 fork-lift driver $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 front office grade 2 $25.88 $25.88 $25.88 $25.88 $19.41

Level 3 guest service grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 handyperson $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 kitchen attendant grade 3 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 leisure attendant grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 gardener grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 storeperson grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 3 timekeeper/security officer grade 2 $23.52 $23.52 $23.52 $23.52 $17.64

Level 4 clerical grade 3 $27.24 $27.24 $27.24 $27.24 $20.43

Level 4 front office grade 3 $27.24 $27.24 $27.24 $27.24 $20.43

Level 4 guest service grade 4 $24.76 $24.76 $24.76 $24.76 $18.57

Level 4 leisure attendant grade 3 $24.76 $24.76 $24.76 $24.76 $18.57

Level 4 storeperson grade 3 $24.76 $24.76 $24.76 $24.76 $18.57

Level 5 clerical supervisor $28.94 $28.94 $28.94 $28.94 $21.71

Level 5 food and beverage supervisor $26.32 $26.32 $26.32 $26.32 $19.74

Level 5 front office supervisor $28.94 $28.94 $28.94 $28.94 $21.71

Level 5 guest service supervisor $26.32 $26.32 $26.32 $26.32 $19.74

Junior - Full-time & part-time - 17 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 3

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $13.90 $13.90 per hour plus $2.48 per hour or part of an hour $13.90 per hour plus $3.71 per hour or part of an hour $17.38 $20.85

Introductory $12.83 $12.83 per hour plus $2.48 per hour or part of an hour $12.83 per hour plus $3.71 per hour or part of an hour $16.04 $19.25

Level 1 food and beverage attendant grade 1 $13.18 $13.18 per hour plus $2.48 per hour or part of an hour $13.18 per hour plus $3.71 per hour or part of an hour $16.48 $19.77

Level 1 guest service grade 1 $13.18 $13.18 per hour plus $2.48 per hour or part of an hour $13.18 per hour plus $3.71 per hour or part of an hour $16.48 $19.77

Level 1 kitchen attendant grade 1 $13.18 $13.18 per hour plus $2.48 per hour or part of an hour $13.18 per hour plus $3.71 per hour or part of an hour $16.48 $19.77

Level 2 clerical grade 1 $14.80 $14.80 per hour plus $2.48 per hour or part of an hour $14.80 per hour plus $3.71 per hour or part of an hour $18.50 $22.20

Level 2 cook grade 1 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 door person/security officer grade 1 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 food and beverage attendant grade 2 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 front office grade 1 $14.80 $14.80 per hour plus $2.48 per hour or part of an hour $14.80 per hour plus $3.71 per hour or part of an hour $18.50 $22.20

Level 2 guest service grade 2 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 kitchen attendant grade 2 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 leisure attendant grade 1 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 gardener grade 1 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 2 storeperson grade 1 $13.66 $13.66 per hour plus $2.48 per hour or part of an hour $13.66 per hour plus $3.71 per hour or part of an hour $17.08 $20.49

Level 3 clerical grade 2 $15.29 $15.29 per hour plus $2.48 per hour or part of an hour $15.29 per hour plus $3.71 per hour or part of an hour $19.11 $22.94

Level 3 cook grade 2 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 food and beverage attendant grade 3 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 fork-lift driver $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 front office grade 2 $15.29 $15.29 per hour plus $2.48 per hour or part of an hour $15.29 per hour plus $3.71 per hour or part of an hour $19.11 $22.94

Level 3 guest service grade 3 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 handyperson $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 kitchen attendant grade 3 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 leisure attendant grade 2 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 gardener grade 2 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 storeperson grade 2 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 3 timekeeper/security officer grade 2 $14.11 $14.11 per hour plus $2.48 per hour or part of an hour $14.11 per hour plus $3.71 per hour or part of an hour $17.64 $21.17

Level 4 clerical grade 3 $16.09 $16.09 per hour plus $2.48 per hour or part of an hour $16.09 per hour plus $3.71 per hour or part of an hour $20.11 $24.14

Level 4 front office grade 3 $16.09 $16.09 per hour plus $2.48 per hour or part of an hour $16.09 per hour plus $3.71 per hour or part of an hour $20.11 $24.14

Level 4 guest service grade 4 $14.86 $14.86 per hour plus $2.48 per hour or part of an hour $14.86 per hour plus $3.71 per hour or part of an hour $18.58 $22.29

Level 4 leisure attendant grade 3 $14.86 $14.86 per hour plus $2.48 per hour or part of an hour $14.86 per hour plus $3.71 per hour or part of an hour $18.58 $22.29

Level 4 storeperson grade 3 $14.86 $14.86 per hour plus $2.48 per hour or part of an hour $14.86 per hour plus $3.71 per hour or part of an hour $18.58 $22.29

Level 5 clerical supervisor $17.10 $17.10 per hour plus $2.48 per hour or part of an hour $17.10 per hour plus $3.71 per hour or part of an hour $21.38 $25.65

Level 5 food and beverage supervisor $15.79 $15.79 per hour plus $2.48 per hour or part of an hour $15.79 per hour plus $3.71 per hour or part of an hour $19.74 $23.69

Level 5 front office supervisor $17.10 $17.10 per hour plus $2.48 per hour or part of an hour $17.10 per hour plus $3.71 per hour or part of an hour $21.38 $25.65

Level 5 guest service supervisor $15.79 $15.79 per hour plus $2.48 per hour or part of an hour $15.79 per hour plus $3.71 per hour or part of an hour $19.74 $23.69

Table 2 of 3

Classification Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory (office employee) $31.28 $17.38 $17.38 $20.85

Introductory $28.87 $16.04 $16.04 $19.25

Level 1 food and beverage attendant grade 1 $29.66 $16.48 $16.48 $19.77

Level 1 guest service grade 1 $29.66 $16.48 $16.48 $19.77

Level 1 kitchen attendant grade 1 $29.66 $16.48 $16.48 $19.77

Level 2 clerical grade 1 $33.30 $18.50 $18.50 $22.20

Level 2 cook grade 1 $30.74 $17.08 $17.08 $20.49

Level 2 door person/security officer grade 1 $30.74 $17.08 $17.08 $20.49

Level 2 food and beverage attendant grade 2 $30.74 $17.08 $17.08 $20.49

Level 2 front office grade 1 $33.30 $18.50 $18.50 $22.20

Level 2 guest service grade 2 $30.74 $17.08 $17.08 $20.49

Level 2 kitchen attendant grade 2 $30.74 $17.08 $17.08 $20.49

Level 2 leisure attendant grade 1 $30.74 $17.08 $17.08 $20.49

Level 2 gardener grade 1 $30.74 $17.08 $17.08 $20.49

Level 2 storeperson grade 1 $30.74 $17.08 $17.08 $20.49

Level 3 clerical grade 2 $34.40 $19.11 $19.11 $22.94

Level 3 cook grade 2 $31.75 $17.64 $17.64 $21.17

Level 3 food and beverage attendant grade 3 $31.75 $17.64 $17.64 $21.17

Level 3 fork-lift driver $31.75 $17.64 $17.64 $21.17

Level 3 front office grade 2 $34.40 $19.11 $19.11 $22.94

Level 3 guest service grade 3 $31.75 $17.64 $17.64 $21.17

Level 3 handyperson $31.75 $17.64 $17.64 $21.17

Level 3 kitchen attendant grade 3 $31.75 $17.64 $17.64 $21.17

Level 3 leisure attendant grade 2 $31.75 $17.64 $17.64 $21.17

Level 3 gardener grade 2 $31.75 $17.64 $17.64 $21.17

Level 3 storeperson grade 2 $31.75 $17.64 $17.64 $21.17

Level 3 timekeeper/security officer grade 2 $31.75 $17.64 $17.64 $21.17

Level 4 clerical grade 3 $36.20 $20.11 $20.11 $24.14

Level 4 front office grade 3 $36.20 $20.11 $20.11 $24.14

Level 4 guest service grade 4 $33.44 $18.58 $18.58 $22.29

Level 4 leisure attendant grade 3 $33.44 $18.58 $18.58 $22.29

Level 4 storeperson grade 3 $33.44 $18.58 $18.58 $22.29

Level 5 clerical supervisor $38.48 $21.38 $21.38 $25.65

Level 5 food and beverage supervisor $35.53 $19.74 $19.74 $23.69

Level 5 front office supervisor $38.48 $21.38 $21.38 $25.65

Level 5 guest service supervisor $35.53 $19.74 $19.74 $23.69

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Introductory (office employee) $27.80 $27.80 $27.80 $27.80 $20.85

Introductory $25.66 $25.66 $25.66 $25.66 $19.25

Level 1 food and beverage attendant grade 1 $26.36 $26.36 $26.36 $26.36 $19.77

Level 1 guest service grade 1 $26.36 $26.36 $26.36 $26.36 $19.77

Level 1 kitchen attendant grade 1 $26.36 $26.36 $26.36 $26.36 $19.77

Level 2 clerical grade 1 $29.60 $29.60 $29.60 $29.60 $22.20

Level 2 cook grade 1 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 door person/security officer grade 1 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 food and beverage attendant grade 2 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 front office grade 1 $29.60 $29.60 $29.60 $29.60 $22.20

Level 2 guest service grade 2 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 kitchen attendant grade 2 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 leisure attendant grade 1 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 gardener grade 1 $27.32 $27.32 $27.32 $27.32 $20.49

Level 2 storeperson grade 1 $27.32 $27.32 $27.32 $27.32 $20.49

Level 3 clerical grade 2 $30.58 $30.58 $30.58 $30.58 $22.94

Level 3 cook grade 2 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 food and beverage attendant grade 3 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 fork-lift driver $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 front office grade 2 $30.58 $30.58 $30.58 $30.58 $22.94

Level 3 guest service grade 3 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 handyperson $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 kitchen attendant grade 3 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 leisure attendant grade 2 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 gardener grade 2 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 storeperson grade 2 $28.22 $28.22 $28.22 $28.22 $21.17

Level 3 timekeeper/security officer grade 2 $28.22 $28.22 $28.22 $28.22 $21.17

Level 4 clerical grade 3 $32.18 $32.18 $32.18 $32.18 $24.14

Level 4 front office grade 3 $32.18 $32.18 $32.18 $32.18 $24.14

Level 4 guest service grade 4 $29.72 $29.72 $29.72 $29.72 $22.29

Level 4 leisure attendant grade 3 $29.72 $29.72 $29.72 $29.72 $22.29

Level 4 storeperson grade 3 $29.72 $29.72 $29.72 $29.72 $22.29

Level 5 clerical supervisor $34.20 $34.20 $34.20 $34.20 $25.65

Level 5 food and beverage supervisor $31.58 $31.58 $31.58 $31.58 $23.69

Level 5 front office supervisor $34.20 $34.20 $34.20 $34.20 $25.65

Level 5 guest service supervisor $31.58 $31.58 $31.58 $31.58 $23.69

Junior - Full-time & part-time - 18 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 3

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $16.04 $16.04 per hour plus $2.48 per hour or part of an hour $16.04 per hour plus $3.71 per hour or part of an hour $20.05 $24.06

Introductory $14.97 $14.97 per hour plus $2.48 per hour or part of an hour $14.97 per hour plus $3.71 per hour or part of an hour $18.71 $22.46

Level 1 food and beverage attendant grade 1 $15.38 $15.38 per hour plus $2.48 per hour or part of an hour $15.38 per hour plus $3.71 per hour or part of an hour $19.23 $23.07

Level 1 guest service grade 1 $15.38 $15.38 per hour plus $2.48 per hour or part of an hour $15.38 per hour plus $3.71 per hour or part of an hour $19.23 $23.07

Level 1 kitchen attendant grade 1 $15.38 $15.38 per hour plus $2.48 per hour or part of an hour $15.38 per hour plus $3.71 per hour or part of an hour $19.23 $23.07

Level 2 clerical grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $21.35 $25.62

Level 2 cook grade 1 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 door person/security officer grade 1 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 food and beverage attendant grade 2 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 front office grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $21.35 $25.62

Level 2 guest service grade 2 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 kitchen attendant grade 2 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 leisure attendant grade 1 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 gardener grade 1 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 2 storeperson grade 1 $15.94 $15.94 per hour plus $2.48 per hour or part of an hour $15.94 per hour plus $3.71 per hour or part of an hour $19.93 $23.91

Level 3 clerical grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $22.05 $26.46

Level 3 cook grade 2 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 food and beverage attendant grade 3 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 fork-lift driver $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 front office grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $22.05 $26.46

Level 3 guest service grade 3 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 handyperson $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 kitchen attendant grade 3 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 leisure attendant grade 2 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 gardener grade 2 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 storeperson grade 2 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 3 timekeeper/security officer grade 2 $16.46 $16.46 per hour plus $2.48 per hour or part of an hour $16.46 per hour plus $3.71 per hour or part of an hour $20.58 $24.69

Level 4 clerical grade 3 $18.57 $18.57 per hour plus $2.48 per hour or part of an hour $18.57 per hour plus $3.71 per hour or part of an hour $23.21 $27.86

Level 4 front office grade 3 $18.57 $18.57 per hour plus $2.48 per hour or part of an hour $18.57 per hour plus $3.71 per hour or part of an hour $23.21 $27.86

Level 4 guest service grade 4 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 4 leisure attendant grade 3 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 4 storeperson grade 3 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 5 clerical supervisor $19.73 $19.73 per hour plus $2.48 per hour or part of an hour $19.73 per hour plus $3.71 per hour or part of an hour $24.66 $29.60

Level 5 food and beverage supervisor $18.42 $18.42 per hour plus $2.48 per hour or part of an hour $18.42 per hour plus $3.71 per hour or part of an hour $23.03 $27.63

Level 5 front office supervisor $19.73 $19.73 per hour plus $2.48 per hour or part of an hour $19.73 per hour plus $3.71 per hour or part of an hour $24.66 $29.60

Level 5 guest service supervisor $18.42 $18.42 per hour plus $2.48 per hour or part of an hour $18.42 per hour plus $3.71 per hour or part of an hour $23.03 $27.63

Introductory (casino) $15.38 $15.38 per hour plus $2.48 per hour or part of an hour $15.38 per hour plus $3.71 per hour or part of an hour $19.23 $23.07

Level 1 casino electronic gaming employee grade 1 $16.26 $16.26 per hour plus $2.48 per hour or part of an hour $16.26 per hour plus $3.71 per hour or part of an hour $20.33 $24.39

Level 2 casino electronic gaming employee grade 2 $16.79 $16.79 per hour plus $2.48 per hour or part of an hour $16.79 per hour plus $3.71 per hour or part of an hour $20.99 $25.19

Level 2 casino equipment technician grade 1 $16.79 $16.79 per hour plus $2.48 per hour or part of an hour $16.79 per hour plus $3.71 per hour or part of an hour $20.99 $25.19

Level 2 casino table gaming employee grade 1 $16.79 $16.79 per hour plus $2.48 per hour or part of an hour $16.79 per hour plus $3.71 per hour or part of an hour $20.99 $25.19

Level 2 customer liaison officer $16.79 $16.79 per hour plus $2.48 per hour or part of an hour $16.79 per hour plus $3.71 per hour or part of an hour $20.99 $25.19

Level 2 gaming finance employee grade 1 $16.79 $16.79 per hour plus $2.48 per hour or part of an hour $16.79 per hour plus $3.71 per hour or part of an hour $20.99 $25.19

Level 3 casino equipment technician grade 2 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 3 gaming finance employee grade 2 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 3 security officer grade 1 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66 $26.00

Level 3A casino table gaming employee grade 2 $18.14 $18.14 per hour plus $2.48 per hour or part of an hour $18.14 per hour plus $3.71 per hour or part of an hour $22.68 $27.21

Level 4 casino equipment technician grade 3 $18.42 $18.42 per hour plus $2.48 per hour or part of an hour $18.42 per hour plus $3.71 per hour or part of an hour $23.03 $27.63

Level 4 gaming finance employee grade 3 $18.42 $18.42 per hour plus $2.48 per hour or part of an hour $18.42 per hour plus $3.71 per hour or part of an hour $23.03 $27.63

Level 4 security officer grade 2 $18.42 $18.42 per hour plus $2.48 per hour or part of an hour $18.42 per hour plus $3.71 per hour or part of an hour $23.03 $27.63

Level 5 casino table gaming employee grade 3 $18.97 $18.97 per hour plus $2.48 per hour or part of an hour $18.97 per hour plus $3.71 per hour or part of an hour $23.71 $28.46

Level 5 gaming finance employee grade 4 $18.97 $18.97 per hour plus $2.48 per hour or part of an hour $18.97 per hour plus $3.71 per hour or part of an hour $23.71 $28.46

Level 6 casino table gaming employee grade 4 $19.52 $19.52 per hour plus $2.48 per hour or part of an hour $19.52 per hour plus $3.71 per hour or part of an hour $24.40 $29.28

Level 6 gaming finance employee grade 5 $19.52 $19.52 per hour plus $2.48 per hour or part of an hour $19.52 per hour plus $3.71 per hour or part of an hour $24.40 $29.28

Level 6 surveillance operator $19.52 $19.52 per hour plus $2.48 per hour or part of an hour $19.52 per hour plus $3.71 per hour or part of an hour $24.40 $29.28

Table 2 of 3

Classification Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory (office employee) $36.09 $20.05 $20.05 $24.06

Introductory $33.68 $18.71 $18.71 $22.46

Level 1 food and beverage attendant grade 1 $34.61 $19.23 $19.23 $23.07

Level 1 guest service grade 1 $34.61 $19.23 $19.23 $23.07

Level 1 kitchen attendant grade 1 $34.61 $19.23 $19.23 $23.07

Level 2 clerical grade 1 $38.43 $21.35 $21.35 $25.62

Level 2 cook grade 1 $35.87 $19.93 $19.93 $23.91

Level 2 door person/security officer grade 1 $35.87 $19.93 $19.93 $23.91

Level 2 food and beverage attendant grade 2 $35.87 $19.93 $19.93 $23.91

Level 2 front office grade 1 $38.43 $21.35 $21.35 $25.62

Level 2 guest service grade 2 $35.87 $19.93 $19.93 $23.91

Level 2 kitchen attendant grade 2 $35.87 $19.93 $19.93 $23.91

Level 2 leisure attendant grade 1 $35.87 $19.93 $19.93 $23.91

Level 2 gardener grade 1 $35.87 $19.93 $19.93 $23.91

Level 2 storeperson grade 1 $35.87 $19.93 $19.93 $23.91

Level 3 clerical grade 2 $39.69 $22.05 $22.05 $26.46

Level 3 cook grade 2 $37.04 $20.58 $20.58 $24.69

Level 3 food and beverage attendant grade 3 $37.04 $20.58 $20.58 $24.69

Level 3 fork-lift driver $37.04 $20.58 $20.58 $24.69

Level 3 front office grade 2 $39.69 $22.05 $22.05 $26.46

Level 3 guest service grade 3 $37.04 $20.58 $20.58 $24.69

Level 3 handyperson $37.04 $20.58 $20.58 $24.69

Level 3 kitchen attendant grade 3 $37.04 $20.58 $20.58 $24.69

Level 3 leisure attendant grade 2 $37.04 $20.58 $20.58 $24.69

Level 3 gardener grade 2 $37.04 $20.58 $20.58 $24.69

Level 3 storeperson grade 2 $37.04 $20.58 $20.58 $24.69

Level 3 timekeeper/security officer grade 2 $37.04 $20.58 $20.58 $24.69

Level 4 clerical grade 3 $41.78 $23.21 $23.21 $27.86

Level 4 front office grade 3 $41.78 $23.21 $23.21 $27.86

Level 4 guest service grade 4 $38.99 $21.66 $21.66 $26.00

Level 4 leisure attendant grade 3 $38.99 $21.66 $21.66 $26.00

Level 4 storeperson grade 3 $38.99 $21.66 $21.66 $26.00

Level 5 clerical supervisor $44.39 $24.66 $24.66 $29.60

Level 5 food and beverage supervisor $41.45 $23.03 $23.03 $27.63

Level 5 front office supervisor $44.39 $24.66 $24.66 $29.60

Level 5 guest service supervisor $41.45 $23.03 $23.03 $27.63

Introductory (casino) $34.61 $19.23 $19.23 $23.07

Level 1 casino electronic gaming employee grade 1 $36.59 $20.33 $20.33 $24.39

Level 2 casino electronic gaming employee grade 2 $37.78 $20.99 $20.99 $25.19

Level 2 casino equipment technician grade 1 $37.78 $20.99 $20.99 $25.19

Level 2 casino table gaming employee grade 1 $37.78 $20.99 $20.99 $25.19

Level 2 customer liaison officer $37.78 $20.99 $20.99 $25.19

Level 2 gaming finance employee grade 1 $37.78 $20.99 $20.99 $25.19

Level 3 casino equipment technician grade 2 $38.99 $21.66 $21.66 $26.00

Level 3 gaming finance employee grade 2 $38.99 $21.66 $21.66 $26.00

Level 3 security officer grade 1 $38.99 $21.66 $21.66 $26.00

Level 3A casino table gaming employee grade 2 $40.82 $22.68 $22.68 $27.21

Level 4 casino equipment technician grade 3 $41.45 $23.03 $23.03 $27.63

Level 4 gaming finance employee grade 3 $41.45 $23.03 $23.03 $27.63

Level 4 security officer grade 2 $41.45 $23.03 $23.03 $27.63

Level 5 casino table gaming employee grade 3 $42.68 $23.71 $23.71 $28.46

Level 5 gaming finance employee grade 4 $42.68 $23.71 $23.71 $28.46

Level 6 casino table gaming employee grade 4 $43.92 $24.40 $24.40 $29.28

Level 6 gaming finance employee grade 5 $43.92 $24.40 $24.40 $29.28

Level 6 surveillance operator $43.92 $24.40 $24.40 $29.28

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Introductory (office employee) $32.08 $32.08 $32.08 $32.08 $24.06

Introductory $29.94 $29.94 $29.94 $29.94 $22.46

Level 1 food and beverage attendant grade 1 $30.76 $30.76 $30.76 $30.76 $23.07

Level 1 guest service grade 1 $30.76 $30.76 $30.76 $30.76 $23.07

Level 1 kitchen attendant grade 1 $30.76 $30.76 $30.76 $30.76 $23.07

Level 2 clerical grade 1 $34.16 $34.16 $34.16 $34.16 $25.62

Level 2 cook grade 1 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 door person/security officer grade 1 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 food and beverage attendant grade 2 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 front office grade 1 $34.16 $34.16 $34.16 $34.16 $25.62

Level 2 guest service grade 2 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 kitchen attendant grade 2 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 leisure attendant grade 1 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 gardener grade 1 $31.88 $31.88 $31.88 $31.88 $23.91

Level 2 storeperson grade 1 $31.88 $31.88 $31.88 $31.88 $23.91

Level 3 clerical grade 2 $35.28 $35.28 $35.28 $35.28 $26.46

Level 3 cook grade 2 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 food and beverage attendant grade 3 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 fork-lift driver $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 front office grade 2 $35.28 $35.28 $35.28 $35.28 $26.46

Level 3 guest service grade 3 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 handyperson $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 kitchen attendant grade 3 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 leisure attendant grade 2 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 gardener grade 2 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 storeperson grade 2 $32.92 $32.92 $32.92 $32.92 $24.69

Level 3 timekeeper/security officer grade 2 $32.92 $32.92 $32.92 $32.92 $24.69

Level 4 clerical grade 3 $37.14 $37.14 $37.14 $37.14 $27.86

Level 4 front office grade 3 $37.14 $37.14 $37.14 $37.14 $27.86

Level 4 guest service grade 4 $34.66 $34.66 $34.66 $34.66 $26.00

Level 4 leisure attendant grade 3 $34.66 $34.66 $34.66 $34.66 $26.00

Level 4 storeperson grade 3 $34.66 $34.66 $34.66 $34.66 $26.00

Level 5 clerical supervisor $39.46 $39.46 $39.46 $39.46 $29.60

Level 5 food and beverage supervisor $36.84 $36.84 $36.84 $36.84 $27.63

Level 5 front office supervisor $39.46 $39.46 $39.46 $39.46 $29.60

Level 5 guest service supervisor $36.84 $36.84 $36.84 $36.84 $27.63

Introductory (casino) $30.76 $30.76 $30.76 $30.76 $23.07

Level 1 casino electronic gaming employee grade 1 $32.52 $32.52 $32.52 $32.52 $24.39

Level 2 casino electronic gaming employee grade 2 $33.58 $33.58 $33.58 $33.58 $25.19

Level 2 casino equipment technician grade 1 $33.58 $33.58 $33.58 $33.58 $25.19

Level 2 casino table gaming employee grade 1 $33.58 $33.58 $33.58 $33.58 $25.19

Level 2 customer liaison officer $33.58 $33.58 $33.58 $33.58 $25.19

Level 2 gaming finance employee grade 1 $33.58 $33.58 $33.58 $33.58 $25.19

Level 3 casino equipment technician grade 2 $34.66 $34.66 $34.66 $34.66 $26.00

Level 3 gaming finance employee grade 2 $34.66 $34.66 $34.66 $34.66 $26.00

Level 3 security officer grade 1 $34.66 $34.66 $34.66 $34.66 $26.00

Level 3A casino table gaming employee grade 2 $36.28 $36.28 $36.28 $36.28 $27.21

Level 4 casino equipment technician grade 3 $36.84 $36.84 $36.84 $36.84 $27.63

Level 4 gaming finance employee grade 3 $36.84 $36.84 $36.84 $36.84 $27.63

Level 4 security officer grade 2 $36.84 $36.84 $36.84 $36.84 $27.63

Level 5 casino table gaming employee grade 3 $37.94 $37.94 $37.94 $37.94 $28.46

Level 5 gaming finance employee grade 4 $37.94 $37.94 $37.94 $37.94 $28.46

Level 6 casino table gaming employee grade 4 $39.04 $39.04 $39.04 $39.04 $29.28

Level 6 gaming finance employee grade 5 $39.04 $39.04 $39.04 $39.04 $29.28

Level 6 surveillance operator $39.04 $39.04 $39.04 $39.04 $29.28

Junior - Full-time & part-time - 19 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 3

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $19.24 $19.24 per hour plus $2.48 per hour or part of an hour $19.24 per hour plus $3.71 per hour or part of an hour $24.05 $28.86

Introductory $18.17 $18.17 per hour plus $2.48 per hour or part of an hour $18.17 per hour plus $3.71 per hour or part of an hour $22.71 $27.26

Level 1 food and beverage attendant grade 1 $18.67 $18.67 per hour plus $2.48 per hour or part of an hour $18.67 per hour plus $3.71 per hour or part of an hour $23.34 $28.01

Level 1 guest service grade 1 $18.67 $18.67 per hour plus $2.48 per hour or part of an hour $18.67 per hour plus $3.71 per hour or part of an hour $23.34 $28.01

Level 1 kitchen attendant grade 1 $18.67 $18.67 per hour plus $2.48 per hour or part of an hour $18.67 per hour plus $3.71 per hour or part of an hour $23.34 $28.01

Level 2 clerical grade 1 $20.49 $20.49 per hour plus $2.48 per hour or part of an hour $20.49 per hour plus $3.71 per hour or part of an hour $25.61 $30.74

Level 2 cook grade 1 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 door person/security officer grade 1 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 food and beverage attendant grade 2 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 front office grade 1 $20.49 $20.49 per hour plus $2.48 per hour or part of an hour $20.49 per hour plus $3.71 per hour or part of an hour $25.61 $30.74

Level 2 guest service grade 2 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 kitchen attendant grade 2 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 leisure attendant grade 1 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 gardener grade 1 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 2 storeperson grade 1 $19.35 $19.35 per hour plus $2.48 per hour or part of an hour $19.35 per hour plus $3.71 per hour or part of an hour $24.19 $29.03

Level 3 clerical grade 2 $21.17 $21.17 per hour plus $2.48 per hour or part of an hour $21.17 per hour plus $3.71 per hour or part of an hour $26.46 $31.76

Level 3 cook grade 2 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 food and beverage attendant grade 3 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 fork-lift driver $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 front office grade 2 $21.17 $21.17 per hour plus $2.48 per hour or part of an hour $21.17 per hour plus $3.71 per hour or part of an hour $26.46 $31.76

Level 3 guest service grade 3 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 handyperson $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 kitchen attendant grade 3 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 leisure attendant grade 2 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 gardener grade 2 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 storeperson grade 2 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 3 timekeeper/security officer grade 2 $19.99 $19.99 per hour plus $2.48 per hour or part of an hour $19.99 per hour plus $3.71 per hour or part of an hour $24.99 $29.99

Level 4 clerical grade 3 $22.28 $22.28 per hour plus $2.48 per hour or part of an hour $22.28 per hour plus $3.71 per hour or part of an hour $27.85 $33.42

Level 4 front office grade 3 $22.28 $22.28 per hour plus $2.48 per hour or part of an hour $22.28 per hour plus $3.71 per hour or part of an hour $27.85 $33.42

Level 4 guest service grade 4 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 4 leisure attendant grade 3 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 4 storeperson grade 3 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 5 clerical supervisor $23.68 $23.68 per hour plus $2.48 per hour or part of an hour $23.68 per hour plus $3.71 per hour or part of an hour $29.60 $35.52

Level 5 food and beverage supervisor $22.36 $22.36 per hour plus $2.48 per hour or part of an hour $22.36 per hour plus $3.71 per hour or part of an hour $27.95 $33.54

Level 5 front office supervisor $23.68 $23.68 per hour plus $2.48 per hour or part of an hour $23.68 per hour plus $3.71 per hour or part of an hour $29.60 $35.52

Level 5 guest service supervisor $22.36 $22.36 per hour plus $2.48 per hour or part of an hour $22.36 per hour plus $3.71 per hour or part of an hour $27.95 $33.54

Introductory (casino) $18.67 $18.67 per hour plus $2.48 per hour or part of an hour $18.67 per hour plus $3.71 per hour or part of an hour $23.34 $28.01

Level 1 casino electronic gaming employee grade 1 $19.75 $19.75 per hour plus $2.48 per hour or part of an hour $19.75 per hour plus $3.71 per hour or part of an hour $24.69 $29.63

Level 2 casino electronic gaming employee grade 2 $20.38 $20.38 per hour plus $2.48 per hour or part of an hour $20.38 per hour plus $3.71 per hour or part of an hour $25.48 $30.57

Level 2 casino equipment technician grade 1 $20.38 $20.38 per hour plus $2.48 per hour or part of an hour $20.38 per hour plus $3.71 per hour or part of an hour $25.48 $30.57

Level 2 casino table gaming employee grade 1 $20.38 $20.38 per hour plus $2.48 per hour or part of an hour $20.38 per hour plus $3.71 per hour or part of an hour $25.48 $30.57

Level 2 customer liaison officer $20.38 $20.38 per hour plus $2.48 per hour or part of an hour $20.38 per hour plus $3.71 per hour or part of an hour $25.48 $30.57

Level 2 gaming finance employee grade 1 $20.38 $20.38 per hour plus $2.48 per hour or part of an hour $20.38 per hour plus $3.71 per hour or part of an hour $25.48 $30.57

Level 3 casino equipment technician grade 2 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 3 gaming finance employee grade 2 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 3 security officer grade 1 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31 $31.58

Level 3A casino table gaming employee grade 2 $22.03 $22.03 per hour plus $2.48 per hour or part of an hour $22.03 per hour plus $3.71 per hour or part of an hour $27.54 $33.05

Level 4 casino equipment technician grade 3 $22.36 $22.36 per hour plus $2.48 per hour or part of an hour $22.36 per hour plus $3.71 per hour or part of an hour $27.95 $33.54

Level 4 gaming finance employee grade 3 $22.36 $22.36 per hour plus $2.48 per hour or part of an hour $22.36 per hour plus $3.71 per hour or part of an hour $27.95 $33.54

Level 4 security officer grade 2 $22.36 $22.36 per hour plus $2.48 per hour or part of an hour $22.36 per hour plus $3.71 per hour or part of an hour $27.95 $33.54

Level 5 casino table gaming employee grade 3 $23.04 $23.04 per hour plus $2.48 per hour or part of an hour $23.04 per hour plus $3.71 per hour or part of an hour $28.80 $34.56

Level 5 gaming finance employee grade 4 $23.04 $23.04 per hour plus $2.48 per hour or part of an hour $23.04 per hour plus $3.71 per hour or part of an hour $28.80 $34.56

Level 6 casino table gaming employee grade 4 $23.70 $23.70 per hour plus $2.48 per hour or part of an hour $23.70 per hour plus $3.71 per hour or part of an hour $29.63 $35.55

Level 6 gaming finance employee grade 5 $23.70 $23.70 per hour plus $2.48 per hour or part of an hour $23.70 per hour plus $3.71 per hour or part of an hour $29.63 $35.55

Level 6 surveillance operator $23.70 $23.70 per hour plus $2.48 per hour or part of an hour $23.70 per hour plus $3.71 per hour or part of an hour $29.63 $35.55

Table 2 of 3

Classification Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Introductory (office employee) $43.29 $24.05 $24.05 $28.86

Introductory $40.88 $22.71 $22.71 $27.26

Level 1 food and beverage attendant grade 1 $42.01 $23.34 $23.34 $28.01

Level 1 guest service grade 1 $42.01 $23.34 $23.34 $28.01

Level 1 kitchen attendant grade 1 $42.01 $23.34 $23.34 $28.01

Level 2 clerical grade 1 $46.10 $25.61 $25.61 $30.74

Level 2 cook grade 1 $43.54 $24.19 $24.19 $29.03

Level 2 door person/security officer grade 1 $43.54 $24.19 $24.19 $29.03

Level 2 food and beverage attendant grade 2 $43.54 $24.19 $24.19 $29.03

Level 2 front office grade 1 $46.10 $25.61 $25.61 $30.74

Level 2 guest service grade 2 $43.54 $24.19 $24.19 $29.03

Level 2 kitchen attendant grade 2 $43.54 $24.19 $24.19 $29.03

Level 2 leisure attendant grade 1 $43.54 $24.19 $24.19 $29.03

Level 2 gardener grade 1 $43.54 $24.19 $24.19 $29.03

Level 2 storeperson grade 1 $43.54 $24.19 $24.19 $29.03

Level 3 clerical grade 2 $47.63 $26.46 $26.46 $31.76

Level 3 cook grade 2 $44.98 $24.99 $24.99 $29.99

Level 3 food and beverage attendant grade 3 $44.98 $24.99 $24.99 $29.99

Level 3 fork-lift driver $44.98 $24.99 $24.99 $29.99

Level 3 front office grade 2 $47.63 $26.46 $26.46 $31.76

Level 3 guest service grade 3 $44.98 $24.99 $24.99 $29.99

Level 3 handyperson $44.98 $24.99 $24.99 $29.99

Level 3 kitchen attendant grade 3 $44.98 $24.99 $24.99 $29.99

Level 3 leisure attendant grade 2 $44.98 $24.99 $24.99 $29.99

Level 3 gardener grade 2 $44.98 $24.99 $24.99 $29.99

Level 3 storeperson grade 2 $44.98 $24.99 $24.99 $29.99

Level 3 timekeeper/security officer grade 2 $44.98 $24.99 $24.99 $29.99

Level 4 clerical grade 3 $50.13 $27.85 $27.85 $33.42

Level 4 front office grade 3 $50.13 $27.85 $27.85 $33.42

Level 4 guest service grade 4 $47.36 $26.31 $26.31 $31.58

Level 4 leisure attendant grade 3 $47.36 $26.31 $26.31 $31.58

Level 4 storeperson grade 3 $47.36 $26.31 $26.31 $31.58

Level 5 clerical supervisor $53.28 $29.60 $29.60 $35.52

Level 5 food and beverage supervisor $50.31 $27.95 $27.95 $33.54

Level 5 front office supervisor $53.28 $29.60 $29.60 $35.52

Level 5 guest service supervisor $50.31 $27.95 $27.95 $33.54

Introductory (casino) $42.01 $23.34 $23.34 $28.01

Level 1 casino electronic gaming employee grade 1 $44.44 $24.69 $24.69 $29.63

Level 2 casino electronic gaming employee grade 2 $45.86 $25.48 $25.48 $30.57

Level 2 casino equipment technician grade 1 $45.86 $25.48 $25.48 $30.57

Level 2 casino table gaming employee grade 1 $45.86 $25.48 $25.48 $30.57

Level 2 customer liaison officer $45.86 $25.48 $25.48 $30.57

Level 2 gaming finance employee grade 1 $45.86 $25.48 $25.48 $30.57

Level 3 casino equipment technician grade 2 $47.36 $26.31 $26.31 $31.58

Level 3 gaming finance employee grade 2 $47.36 $26.31 $26.31 $31.58

Level 3 security officer grade 1 $47.36 $26.31 $26.31 $31.58

Level 3A casino table gaming employee grade 2 $49.57 $27.54 $27.54 $33.05

Level 4 casino equipment technician grade 3 $50.31 $27.95 $27.95 $33.54

Level 4 gaming finance employee grade 3 $50.31 $27.95 $27.95 $33.54

Level 4 security officer grade 2 $50.31 $27.95 $27.95 $33.54

Level 5 casino table gaming employee grade 3 $51.84 $28.80 $28.80 $34.56

Level 5 gaming finance employee grade 4 $51.84 $28.80 $28.80 $34.56

Level 6 casino table gaming employee grade 4 $53.33 $29.63 $29.63 $35.55

Level 6 gaming finance employee grade 5 $53.33 $29.63 $29.63 $35.55

Level 6 surveillance operator $53.33 $29.63 $29.63 $35.55

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Introductory (office employee) $38.48 $38.48 $38.48 $38.48 $28.86

Introductory $36.34 $36.34 $36.34 $36.34 $27.26

Level 1 food and beverage attendant grade 1 $37.34 $37.34 $37.34 $37.34 $28.01

Level 1 guest service grade 1 $37.34 $37.34 $37.34 $37.34 $28.01

Level 1 kitchen attendant grade 1 $37.34 $37.34 $37.34 $37.34 $28.01

Level 2 clerical grade 1 $40.98 $40.98 $40.98 $40.98 $30.74

Level 2 cook grade 1 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 door person/security officer grade 1 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 food and beverage attendant grade 2 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 front office grade 1 $40.98 $40.98 $40.98 $40.98 $30.74

Level 2 guest service grade 2 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 kitchen attendant grade 2 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 leisure attendant grade 1 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 gardener grade 1 $38.70 $38.70 $38.70 $38.70 $29.03

Level 2 storeperson grade 1 $38.70 $38.70 $38.70 $38.70 $29.03

Level 3 clerical grade 2 $42.34 $42.34 $42.34 $42.34 $31.76

Level 3 cook grade 2 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 food and beverage attendant grade 3 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 fork-lift driver $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 front office grade 2 $42.34 $42.34 $42.34 $42.34 $31.76

Level 3 guest service grade 3 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 handyperson $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 kitchen attendant grade 3 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 leisure attendant grade 2 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 gardener grade 2 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 storeperson grade 2 $39.98 $39.98 $39.98 $39.98 $29.99

Level 3 timekeeper/security officer grade 2 $39.98 $39.98 $39.98 $39.98 $29.99

Level 4 clerical grade 3 $44.56 $44.56 $44.56 $44.56 $33.42

Level 4 front office grade 3 $44.56 $44.56 $44.56 $44.56 $33.42

Level 4 guest service grade 4 $42.10 $42.10 $42.10 $42.10 $31.58

Level 4 leisure attendant grade 3 $42.10 $42.10 $42.10 $42.10 $31.58

Level 4 storeperson grade 3 $42.10 $42.10 $42.10 $42.10 $31.58

Level 5 clerical supervisor $47.36 $47.36 $47.36 $47.36 $35.52

Level 5 food and beverage supervisor $44.72 $44.72 $44.72 $44.72 $33.54

Level 5 front office supervisor $47.36 $47.36 $47.36 $47.36 $35.52

Level 5 guest service supervisor $44.72 $44.72 $44.72 $44.72 $33.54

Introductory (casino) $37.34 $37.34 $37.34 $37.34 $28.01

Level 1 casino electronic gaming employee grade 1 $39.50 $39.50 $39.50 $39.50 $29.63

Level 2 casino electronic gaming employee grade 2 $40.76 $40.76 $40.76 $40.76 $30.57

Level 2 casino equipment technician grade 1 $40.76 $40.76 $40.76 $40.76 $30.57

Level 2 casino table gaming employee grade 1 $40.76 $40.76 $40.76 $40.76 $30.57

Level 2 customer liaison officer $40.76 $40.76 $40.76 $40.76 $30.57

Level 2 gaming finance employee grade 1 $40.76 $40.76 $40.76 $40.76 $30.57

Level 3 casino equipment technician grade 2 $42.10 $42.10 $42.10 $42.10 $31.58

Level 3 gaming finance employee grade 2 $42.10 $42.10 $42.10 $42.10 $31.58

Level 3 security officer grade 1 $42.10 $42.10 $42.10 $42.10 $31.58

Level 3A casino table gaming employee grade 2 $44.06 $44.06 $44.06 $44.06 $33.05

Level 4 casino equipment technician grade 3 $44.72 $44.72 $44.72 $44.72 $33.54

Level 4 gaming finance employee grade 3 $44.72 $44.72 $44.72 $44.72 $33.54

Level 4 security officer grade 2 $44.72 $44.72 $44.72 $44.72 $33.54

Level 5 casino table gaming employee grade 3 $46.08 $46.08 $46.08 $46.08 $34.56

Level 5 gaming finance employee grade 4 $46.08 $46.08 $46.08 $46.08 $34.56

Level 6 casino table gaming employee grade 4 $47.40 $47.40 $47.40 $47.40 $35.55

Level 6 gaming finance employee grade 5 $47.40 $47.40 $47.40 $47.40 $35.55

Level 6 surveillance operator $47.40 $47.40 $47.40 $47.40 $35.55

Junior - Casual - Under 16 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $12.03 $12.03 per hour plus $2.48 per hour or part of an hour $12.03 per hour plus $3.71 per hour or part of an hour $14.43 $16.84

Introductory $13.36 $13.36 per hour plus $2.48 per hour or part of an hour $13.36 per hour plus $3.71 per hour or part of an hour $16.04 $18.71

Level 1 food and beverage attendant grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 1 guest service grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 1 kitchen attendant grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 2 clerical grade 1 $12.81 $12.81 per hour plus $2.48 per hour or part of an hour $12.81 per hour plus $3.71 per hour or part of an hour $15.38 $17.94

Level 2 cook grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 door person/security officer grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 food and beverage attendant grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 front office grade 1 $12.81 $12.81 per hour plus $2.48 per hour or part of an hour $12.81 per hour plus $3.71 per hour or part of an hour $15.38 $17.94

Level 2 guest service grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 kitchen attendant grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 leisure attendant grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 gardener grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 storeperson grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 3 clerical grade 2 $13.23 $13.23 per hour plus $2.48 per hour or part of an hour $13.23 per hour plus $3.71 per hour or part of an hour $15.87 $18.52

Level 3 cook grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 food and beverage attendant grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 fork-lift driver $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 front office grade 2 $13.23 $13.23 per hour plus $2.48 per hour or part of an hour $13.23 per hour plus $3.71 per hour or part of an hour $15.87 $18.52

Level 3 guest service grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 handyperson $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 kitchen attendant grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 leisure attendant grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 gardener grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 storeperson grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 timekeeper/security officer grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 4 clerical grade 3 $13.93 $13.93 per hour plus $2.48 per hour or part of an hour $13.93 per hour plus $3.71 per hour or part of an hour $16.71 $19.50

Level 4 front office grade 3 $13.93 $13.93 per hour plus $2.48 per hour or part of an hour $13.93 per hour plus $3.71 per hour or part of an hour $16.71 $19.50

Level 4 guest service grade 4 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 4 leisure attendant grade 3 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 4 storeperson grade 3 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 5 clerical supervisor $14.80 $14.80 per hour plus $2.48 per hour or part of an hour $14.80 per hour plus $3.71 per hour or part of an hour $17.76 $20.72

Level 5 food and beverage supervisor $16.45 $16.45 per hour plus $2.48 per hour or part of an hour $16.45 per hour plus $3.71 per hour or part of an hour $19.74 $23.03

Level 5 front office supervisor $14.80 $14.80 per hour plus $2.48 per hour or part of an hour $14.80 per hour plus $3.71 per hour or part of an hour $17.76 $20.72

Level 5 guest service supervisor $16.45 $16.45 per hour plus $2.48 per hour or part of an hour $16.45 per hour plus $3.71 per hour or part of an hour $19.74 $23.03

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory (office employee) $24.05 $14.43 $19.24 $19.24 $16.84

Introductory $26.73 $16.04 $21.38 $21.38 $18.71

Level 1 food and beverage attendant grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 1 guest service grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 1 kitchen attendant grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 2 clerical grade 1 $25.63 $15.38 $20.50 $20.50 $17.94

Level 2 cook grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 door person/security officer grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 food and beverage attendant grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 front office grade 1 $25.63 $15.38 $20.50 $20.50 $17.94

Level 2 guest service grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 kitchen attendant grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 leisure attendant grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 gardener grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 storeperson grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 3 clerical grade 2 $26.45 $15.87 $21.16 $21.16 $18.52

Level 3 cook grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 food and beverage attendant grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 fork-lift driver $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 front office grade 2 $26.45 $15.87 $21.16 $21.16 $18.52

Level 3 guest service grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 handyperson $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 kitchen attendant grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 leisure attendant grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 gardener grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 storeperson grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 timekeeper/security officer grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 4 clerical grade 3 $27.85 $16.71 $22.28 $22.28 $19.50

Level 4 front office grade 3 $27.85 $16.71 $22.28 $22.28 $19.50

Level 4 guest service grade 4 $30.95 $18.57 $24.76 $24.76 $21.67

Level 4 leisure attendant grade 3 $30.95 $18.57 $24.76 $24.76 $21.67

Level 4 storeperson grade 3 $30.95 $18.57 $24.76 $24.76 $21.67

Level 5 clerical supervisor $29.60 $17.76 $23.68 $23.68 $20.72

Level 5 food and beverage supervisor $32.90 $19.74 $26.32 $26.32 $23.03

Level 5 front office supervisor $29.60 $17.76 $23.68 $23.68 $20.72

Level 5 guest service supervisor $32.90 $19.74 $26.32 $26.32 $23.03

Junior - Casual - 16 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Introductory $13.36 $13.36 per hour plus $2.48 per hour or part of an hour $13.36 per hour plus $3.71 per hour or part of an hour $16.04 $18.71

Level 1 food and beverage attendant grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 1 guest service grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 1 kitchen attendant grade 1 $13.74 $13.74 per hour plus $2.48 per hour or part of an hour $13.74 per hour plus $3.71 per hour or part of an hour $16.49 $19.23

Level 2 clerical grade 1 $15.65 $15.65 per hour plus $2.48 per hour or part of an hour $15.65 per hour plus $3.71 per hour or part of an hour $18.78 $21.91

Level 2 cook grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 door person/security officer grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 food and beverage attendant grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 front office grade 1 $15.65 $15.65 per hour plus $2.48 per hour or part of an hour $15.65 per hour plus $3.71 per hour or part of an hour $18.78 $21.91

Level 2 guest service grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 kitchen attendant grade 2 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 leisure attendant grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 gardener grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 2 storeperson grade 1 $14.24 $14.24 per hour plus $2.48 per hour or part of an hour $14.24 per hour plus $3.71 per hour or part of an hour $17.09 $19.93

Level 3 clerical grade 2 $16.18 $16.18 per hour plus $2.48 per hour or part of an hour $16.18 per hour plus $3.71 per hour or part of an hour $19.41 $22.65

Level 3 cook grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 food and beverage attendant grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 fork-lift driver $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 front office grade 2 $16.18 $16.18 per hour plus $2.48 per hour or part of an hour $16.18 per hour plus $3.71 per hour or part of an hour $19.41 $22.65

Level 3 guest service grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 handyperson $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 kitchen attendant grade 3 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 leisure attendant grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 gardener grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 storeperson grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 3 timekeeper/security officer grade 2 $14.70 $14.70 per hour plus $2.48 per hour or part of an hour $14.70 per hour plus $3.71 per hour or part of an hour $17.64 $20.58

Level 4 clerical grade 3 $17.03 $17.03 per hour plus $2.48 per hour or part of an hour $17.03 per hour plus $3.71 per hour or part of an hour $20.43 $23.84

Level 4 front office grade 3 $17.03 $17.03 per hour plus $2.48 per hour or part of an hour $17.03 per hour plus $3.71 per hour or part of an hour $20.43 $23.84

Level 4 guest service grade 4 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 4 leisure attendant grade 3 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 4 storeperson grade 3 $15.48 $15.48 per hour plus $2.48 per hour or part of an hour $15.48 per hour plus $3.71 per hour or part of an hour $18.57 $21.67

Level 5 clerical supervisor $18.09 $18.09 per hour plus $2.48 per hour or part of an hour $18.09 per hour plus $3.71 per hour or part of an hour $21.71 $25.32

Level 5 food and beverage supervisor $16.45 $16.45 per hour plus $2.48 per hour or part of an hour $16.45 per hour plus $3.71 per hour or part of an hour $19.74 $23.03

Level 5 front office supervisor $18.09 $18.09 per hour plus $2.48 per hour or part of an hour $18.09 per hour plus $3.71 per hour or part of an hour $21.71 $25.32

Level 5 guest service supervisor $16.45 $16.45 per hour plus $2.48 per hour or part of an hour $16.45 per hour plus $3.71 per hour or part of an hour $19.74 $23.03

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory (office employee) $29.40 $17.64 $23.52 $23.52 $20.58

Introductory $26.73 $16.04 $21.38 $21.38 $18.71

Level 1 food and beverage attendant grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 1 guest service grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 1 kitchen attendant grade 1 $27.48 $16.49 $21.98 $21.98 $19.23

Level 2 clerical grade 1 $31.30 $18.78 $25.04 $25.04 $21.91

Level 2 cook grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 door person/security officer grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 food and beverage attendant grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 front office grade 1 $31.30 $18.78 $25.04 $25.04 $21.91

Level 2 guest service grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 kitchen attendant grade 2 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 leisure attendant grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 gardener grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 2 storeperson grade 1 $28.48 $17.09 $22.78 $22.78 $19.93

Level 3 clerical grade 2 $32.35 $19.41 $25.88 $25.88 $22.65

Level 3 cook grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 food and beverage attendant grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 fork-lift driver $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 front office grade 2 $32.35 $19.41 $25.88 $25.88 $22.65

Level 3 guest service grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 handyperson $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 kitchen attendant grade 3 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 leisure attendant grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 gardener grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 storeperson grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 3 timekeeper/security officer grade 2 $29.40 $17.64 $23.52 $23.52 $20.58

Level 4 clerical grade 3 $34.05 $20.43 $27.24 $27.24 $23.84

Level 4 front office grade 3 $34.05 $20.43 $27.24 $27.24 $23.84

Level 4 guest service grade 4 $30.95 $18.57 $24.76 $24.76 $21.67

Level 4 leisure attendant grade 3 $30.95 $18.57 $24.76 $24.76 $21.67

Level 4 storeperson grade 3 $30.95 $18.57 $24.76 $24.76 $21.67

Level 5 clerical supervisor $36.18 $21.71 $28.94 $28.94 $25.32

Level 5 food and beverage supervisor $32.90 $19.74 $26.32 $26.32 $23.03

Level 5 front office supervisor $36.18 $21.71 $28.94 $28.94 $25.32

Level 5 guest service supervisor $32.90 $19.74 $26.32 $26.32 $23.03

Junior - Casual - 17 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $17.38 $17.38 per hour plus $2.48 per hour or part of an hour $17.38 per hour plus $3.71 per hour or part of an hour $20.85 $24.33

Introductory $16.04 $16.04 per hour plus $2.48 per hour or part of an hour $16.04 per hour plus $3.71 per hour or part of an hour $19.25 $22.45

Level 1 food and beverage attendant grade 1 $16.48 $16.48 per hour plus $2.48 per hour or part of an hour $16.48 per hour plus $3.71 per hour or part of an hour $19.77 $23.07

Level 1 guest service grade 1 $16.48 $16.48 per hour plus $2.48 per hour or part of an hour $16.48 per hour plus $3.71 per hour or part of an hour $19.77 $23.07

Level 1 kitchen attendant grade 1 $16.48 $16.48 per hour plus $2.48 per hour or part of an hour $16.48 per hour plus $3.71 per hour or part of an hour $19.77 $23.07

Level 2 clerical grade 1 $18.50 $18.50 per hour plus $2.48 per hour or part of an hour $18.50 per hour plus $3.71 per hour or part of an hour $22.20 $25.90

Level 2 cook grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 door person/security officer grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 food and beverage attendant grade 2 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 front office grade 1 $18.50 $18.50 per hour plus $2.48 per hour or part of an hour $18.50 per hour plus $3.71 per hour or part of an hour $22.20 $25.90

Level 2 guest service grade 2 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 kitchen attendant grade 2 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 leisure attendant grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 gardener grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 2 storeperson grade 1 $17.08 $17.08 per hour plus $2.48 per hour or part of an hour $17.08 per hour plus $3.71 per hour or part of an hour $20.49 $23.91

Level 3 clerical grade 2 $19.11 $19.11 per hour plus $2.48 per hour or part of an hour $19.11 per hour plus $3.71 per hour or part of an hour $22.94 $26.76

Level 3 cook grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 food and beverage attendant grade 3 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 fork-lift driver $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 front office grade 2 $19.11 $19.11 per hour plus $2.48 per hour or part of an hour $19.11 per hour plus $3.71 per hour or part of an hour $22.94 $26.76

Level 3 guest service grade 3 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 handyperson $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 kitchen attendant grade 3 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 leisure attendant grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 gardener grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 storeperson grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 3 timekeeper/security officer grade 2 $17.64 $17.64 per hour plus $2.48 per hour or part of an hour $17.64 per hour plus $3.71 per hour or part of an hour $21.17 $24.69

Level 4 clerical grade 3 $20.11 $20.11 per hour plus $2.48 per hour or part of an hour $20.11 per hour plus $3.71 per hour or part of an hour $24.14 $28.16

Level 4 front office grade 3 $20.11 $20.11 per hour plus $2.48 per hour or part of an hour $20.11 per hour plus $3.71 per hour or part of an hour $24.14 $28.16

Level 4 guest service grade 4 $18.58 $18.58 per hour plus $2.48 per hour or part of an hour $18.58 per hour plus $3.71 per hour or part of an hour $22.29 $26.01

Level 4 leisure attendant grade 3 $18.58 $18.58 per hour plus $2.48 per hour or part of an hour $18.58 per hour plus $3.71 per hour or part of an hour $22.29 $26.01

Level 4 storeperson grade 3 $18.58 $18.58 per hour plus $2.48 per hour or part of an hour $18.58 per hour plus $3.71 per hour or part of an hour $22.29 $26.01

Level 5 clerical supervisor $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $25.65 $29.93

Level 5 food and beverage supervisor $19.74 $19.74 per hour plus $2.48 per hour or part of an hour $19.74 per hour plus $3.71 per hour or part of an hour $23.69 $27.63

Level 5 front office supervisor $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $25.65 $29.93

Level 5 guest service supervisor $19.74 $19.74 per hour plus $2.48 per hour or part of an hour $19.74 per hour plus $3.71 per hour or part of an hour $23.69 $27.63

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory (office employee) $34.75 $20.85 $27.80 $27.80 $24.33

Introductory $32.08 $19.25 $25.66 $25.66 $22.45

Level 1 food and beverage attendant grade 1 $32.95 $19.77 $26.36 $26.36 $23.07

Level 1 guest service grade 1 $32.95 $19.77 $26.36 $26.36 $23.07

Level 1 kitchen attendant grade 1 $32.95 $19.77 $26.36 $26.36 $23.07

Level 2 clerical grade 1 $37.00 $22.20 $29.60 $29.60 $25.90

Level 2 cook grade 1 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 door person/security officer grade 1 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 food and beverage attendant grade 2 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 front office grade 1 $37.00 $22.20 $29.60 $29.60 $25.90

Level 2 guest service grade 2 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 kitchen attendant grade 2 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 leisure attendant grade 1 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 gardener grade 1 $34.15 $20.49 $27.32 $27.32 $23.91

Level 2 storeperson grade 1 $34.15 $20.49 $27.32 $27.32 $23.91

Level 3 clerical grade 2 $38.23 $22.94 $30.58 $30.58 $26.76

Level 3 cook grade 2 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 food and beverage attendant grade 3 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 fork-lift driver $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 front office grade 2 $38.23 $22.94 $30.58 $30.58 $26.76

Level 3 guest service grade 3 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 handyperson $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 kitchen attendant grade 3 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 leisure attendant grade 2 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 gardener grade 2 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 storeperson grade 2 $35.28 $21.17 $28.22 $28.22 $24.69

Level 3 timekeeper/security officer grade 2 $35.28 $21.17 $28.22 $28.22 $24.69

Level 4 clerical grade 3 $40.23 $24.14 $32.18 $32.18 $28.16

Level 4 front office grade 3 $40.23 $24.14 $32.18 $32.18 $28.16

Level 4 guest service grade 4 $37.15 $22.29 $29.72 $29.72 $26.01

Level 4 leisure attendant grade 3 $37.15 $22.29 $29.72 $29.72 $26.01

Level 4 storeperson grade 3 $37.15 $22.29 $29.72 $29.72 $26.01

Level 5 clerical supervisor $42.75 $25.65 $34.20 $34.20 $29.93

Level 5 food and beverage supervisor $39.48 $23.69 $31.58 $31.58 $27.63

Level 5 front office supervisor $42.75 $25.65 $34.20 $34.20 $29.93

Level 5 guest service supervisor $39.48 $23.69 $31.58 $31.58 $27.63

Junior - Casual - 18 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $20.05 $20.05 per hour plus $2.48 per hour or part of an hour $20.05 per hour plus $3.71 per hour or part of an hour $24.06 $28.07

Introductory $18.71 $18.71 per hour plus $2.48 per hour or part of an hour $18.71 per hour plus $3.71 per hour or part of an hour $22.46 $26.20

Level 1 food and beverage attendant grade 1 $19.23 $19.23 per hour plus $2.48 per hour or part of an hour $19.23 per hour plus $3.71 per hour or part of an hour $23.07 $26.92

Level 1 guest service grade 1 $19.23 $19.23 per hour plus $2.48 per hour or part of an hour $19.23 per hour plus $3.71 per hour or part of an hour $23.07 $26.92

Level 1 kitchen attendant grade 1 $19.23 $19.23 per hour plus $2.48 per hour or part of an hour $19.23 per hour plus $3.71 per hour or part of an hour $23.07 $26.92

Level 2 clerical grade 1 $21.35 $21.35 per hour plus $2.48 per hour or part of an hour $21.35 per hour plus $3.71 per hour or part of an hour $25.62 $29.89

Level 2 cook grade 1 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 door person/security officer grade 1 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 food and beverage attendant grade 2 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 front office grade 1 $21.35 $21.35 per hour plus $2.48 per hour or part of an hour $21.35 per hour plus $3.71 per hour or part of an hour $25.62 $29.89

Level 2 guest service grade 2 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 kitchen attendant grade 2 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 leisure attendant grade 1 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 gardener grade 1 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 2 storeperson grade 1 $19.93 $19.93 per hour plus $2.48 per hour or part of an hour $19.93 per hour plus $3.71 per hour or part of an hour $23.91 $27.90

Level 3 clerical grade 2 $22.05 $22.05 per hour plus $2.48 per hour or part of an hour $22.05 per hour plus $3.71 per hour or part of an hour $26.46 $30.87

Level 3 cook grade 2 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 food and beverage attendant grade 3 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 fork-lift driver $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 front office grade 2 $22.05 $22.05 per hour plus $2.48 per hour or part of an hour $22.05 per hour plus $3.71 per hour or part of an hour $26.46 $30.87

Level 3 guest service grade 3 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 handyperson $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 kitchen attendant grade 3 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 leisure attendant grade 2 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 gardener grade 2 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 storeperson grade 2 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 3 timekeeper/security officer grade 2 $20.58 $20.58 per hour plus $2.48 per hour or part of an hour $20.58 per hour plus $3.71 per hour or part of an hour $24.69 $28.81

Level 4 clerical grade 3 $23.21 $23.21 per hour plus $2.48 per hour or part of an hour $23.21 per hour plus $3.71 per hour or part of an hour $27.86 $32.50

Level 4 front office grade 3 $23.21 $23.21 per hour plus $2.48 per hour or part of an hour $23.21 per hour plus $3.71 per hour or part of an hour $27.86 $32.50

Level 4 guest service grade 4 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 4 leisure attendant grade 3 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 4 storeperson grade 3 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 5 clerical supervisor $24.66 $24.66 per hour plus $2.48 per hour or part of an hour $24.66 per hour plus $3.71 per hour or part of an hour $29.60 $34.53

Level 5 food and beverage supervisor $23.03 $23.03 per hour plus $2.48 per hour or part of an hour $23.03 per hour plus $3.71 per hour or part of an hour $27.63 $32.24

Level 5 front office supervisor $24.66 $24.66 per hour plus $2.48 per hour or part of an hour $24.66 per hour plus $3.71 per hour or part of an hour $29.60 $34.53

Level 5 guest service supervisor $23.03 $23.03 per hour plus $2.48 per hour or part of an hour $23.03 per hour plus $3.71 per hour or part of an hour $27.63 $32.24

Introductory (casino) $19.23 $19.23 per hour plus $2.48 per hour or part of an hour $19.23 per hour plus $3.71 per hour or part of an hour $23.07 $26.92

Level 1 casino electronic gaming employee grade 1 $20.33 $20.33 per hour plus $2.48 per hour or part of an hour $20.33 per hour plus $3.71 per hour or part of an hour $24.39 $28.46

Level 2 casino electronic gaming employee grade 2 $20.99 $20.99 per hour plus $2.48 per hour or part of an hour $20.99 per hour plus $3.71 per hour or part of an hour $25.19 $29.38

Level 2 casino equipment technician grade 1 $20.99 $20.99 per hour plus $2.48 per hour or part of an hour $20.99 per hour plus $3.71 per hour or part of an hour $25.19 $29.38

Level 2 casino table gaming employee grade 1 $20.99 $20.99 per hour plus $2.48 per hour or part of an hour $20.99 per hour plus $3.71 per hour or part of an hour $25.19 $29.38

Level 2 customer liaison officer $20.99 $20.99 per hour plus $2.48 per hour or part of an hour $20.99 per hour plus $3.71 per hour or part of an hour $25.19 $29.38

Level 2 gaming finance employee grade 1 $20.99 $20.99 per hour plus $2.48 per hour or part of an hour $20.99 per hour plus $3.71 per hour or part of an hour $25.19 $29.38

Level 3 casino equipment technician grade 2 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 3 gaming finance employee grade 2 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 3 security officer grade 1 $21.66 $21.66 per hour plus $2.48 per hour or part of an hour $21.66 per hour plus $3.71 per hour or part of an hour $26.00 $30.33

Level 3A casino table gaming employee grade 2 $22.68 $22.68 per hour plus $2.48 per hour or part of an hour $22.68 per hour plus $3.71 per hour or part of an hour $27.21 $31.75

Level 4 casino equipment technician grade 3 $23.03 $23.03 per hour plus $2.48 per hour or part of an hour $23.03 per hour plus $3.71 per hour or part of an hour $27.63 $32.24

Level 4 gaming finance employee grade 3 $23.03 $23.03 per hour plus $2.48 per hour or part of an hour $23.03 per hour plus $3.71 per hour or part of an hour $27.63 $32.24

Level 4 security officer grade 2 $23.03 $23.03 per hour plus $2.48 per hour or part of an hour $23.03 per hour plus $3.71 per hour or part of an hour $27.63 $32.24

Level 5 casino table gaming employee grade 3 $23.71 $23.71 per hour plus $2.48 per hour or part of an hour $23.71 per hour plus $3.71 per hour or part of an hour $28.46 $33.20

Level 5 gaming finance employee grade 4 $23.71 $23.71 per hour plus $2.48 per hour or part of an hour $23.71 per hour plus $3.71 per hour or part of an hour $28.46 $33.20

Level 6 casino table gaming employee grade 4 $24.40 $24.40 per hour plus $2.48 per hour or part of an hour $24.40 per hour plus $3.71 per hour or part of an hour $29.28 $34.16

Level 6 gaming finance employee grade 5 $24.40 $24.40 per hour plus $2.48 per hour or part of an hour $24.40 per hour plus $3.71 per hour or part of an hour $29.28 $34.16

Level 6 surveillance operator $24.40 $24.40 per hour plus $2.48 per hour or part of an hour $24.40 per hour plus $3.71 per hour or part of an hour $29.28 $34.16

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory (office employee) $40.10 $24.06 $32.08 $32.08 $28.07

Introductory $37.43 $22.46 $29.94 $29.94 $26.20

Level 1 food and beverage attendant grade 1 $38.45 $23.07 $30.76 $30.76 $26.92

Level 1 guest service grade 1 $38.45 $23.07 $30.76 $30.76 $26.92

Level 1 kitchen attendant grade 1 $38.45 $23.07 $30.76 $30.76 $26.92

Level 2 clerical grade 1 $42.70 $25.62 $34.16 $34.16 $29.89

Level 2 cook grade 1 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 door person/security officer grade 1 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 food and beverage attendant grade 2 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 front office grade 1 $42.70 $25.62 $34.16 $34.16 $29.89

Level 2 guest service grade 2 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 kitchen attendant grade 2 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 leisure attendant grade 1 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 gardener grade 1 $39.85 $23.91 $31.88 $31.88 $27.90

Level 2 storeperson grade 1 $39.85 $23.91 $31.88 $31.88 $27.90

Level 3 clerical grade 2 $44.10 $26.46 $35.28 $35.28 $30.87

Level 3 cook grade 2 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 food and beverage attendant grade 3 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 fork-lift driver $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 front office grade 2 $44.10 $26.46 $35.28 $35.28 $30.87

Level 3 guest service grade 3 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 handyperson $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 kitchen attendant grade 3 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 leisure attendant grade 2 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 gardener grade 2 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 storeperson grade 2 $41.15 $24.69 $32.92 $32.92 $28.81

Level 3 timekeeper/security officer grade 2 $41.15 $24.69 $32.92 $32.92 $28.81

Level 4 clerical grade 3 $46.43 $27.86 $37.14 $37.14 $32.50

Level 4 front office grade 3 $46.43 $27.86 $37.14 $37.14 $32.50

Level 4 guest service grade 4 $43.33 $26.00 $34.66 $34.66 $30.33

Level 4 leisure attendant grade 3 $43.33 $26.00 $34.66 $34.66 $30.33

Level 4 storeperson grade 3 $43.33 $26.00 $34.66 $34.66 $30.33

Level 5 clerical supervisor $49.33 $29.60 $39.46 $39.46 $34.53

Level 5 food and beverage supervisor $46.05 $27.63 $36.84 $36.84 $32.24

Level 5 front office supervisor $49.33 $29.60 $39.46 $39.46 $34.53

Level 5 guest service supervisor $46.05 $27.63 $36.84 $36.84 $32.24

Introductory (casino) $38.45 $23.07 $30.76 $30.76 $26.92

Level 1 casino electronic gaming employee grade 1 $40.65 $24.39 $32.52 $32.52 $28.46

Level 2 casino electronic gaming employee grade 2 $41.98 $25.19 $33.58 $33.58 $29.38

Level 2 casino equipment technician grade 1 $41.98 $25.19 $33.58 $33.58 $29.38

Level 2 casino table gaming employee grade 1 $41.98 $25.19 $33.58 $33.58 $29.38

Level 2 customer liaison officer $41.98 $25.19 $33.58 $33.58 $29.38

Level 2 gaming finance employee grade 1 $41.98 $25.19 $33.58 $33.58 $29.38

Level 3 casino equipment technician grade 2 $43.33 $26.00 $34.66 $34.66 $30.33

Level 3 gaming finance employee grade 2 $43.33 $26.00 $34.66 $34.66 $30.33

Level 3 security officer grade 1 $43.33 $26.00 $34.66 $34.66 $30.33

Level 3A casino table gaming employee grade 2 $45.35 $27.21 $36.28 $36.28 $31.75

Level 4 casino equipment technician grade 3 $46.05 $27.63 $36.84 $36.84 $32.24

Level 4 gaming finance employee grade 3 $46.05 $27.63 $36.84 $36.84 $32.24

Level 4 security officer grade 2 $46.05 $27.63 $36.84 $36.84 $32.24

Level 5 casino table gaming employee grade 3 $47.43 $28.46 $37.94 $37.94 $33.20

Level 5 gaming finance employee grade 4 $47.43 $28.46 $37.94 $37.94 $33.20

Level 6 casino table gaming employee grade 4 $48.80 $29.28 $39.04 $39.04 $34.16

Level 6 gaming finance employee grade 5 $48.80 $29.28 $39.04 $39.04 $34.16

Level 6 surveillance operator $48.80 $29.28 $39.04 $39.04 $34.16

Junior - Casual - 19 years

Junior employees with a trade qualification or who are liquor service employees must be paid at the adult rate of pay.

Table 1 of 2

Classification Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday Sunday

Introductory (office employee) $24.05 $24.05 per hour plus $2.48 per hour or part of an hour $24.05 per hour plus $3.71 per hour or part of an hour $28.86 $33.67

Introductory $22.71 $22.71 per hour plus $2.48 per hour or part of an hour $22.71 per hour plus $3.71 per hour or part of an hour $27.26 $31.80

Level 1 food and beverage attendant grade 1 $23.34 $23.34 per hour plus $2.48 per hour or part of an hour $23.34 per hour plus $3.71 per hour or part of an hour $28.01 $32.67

Level 1 guest service grade 1 $23.34 $23.34 per hour plus $2.48 per hour or part of an hour $23.34 per hour plus $3.71 per hour or part of an hour $28.01 $32.67

Level 1 kitchen attendant grade 1 $23.34 $23.34 per hour plus $2.48 per hour or part of an hour $23.34 per hour plus $3.71 per hour or part of an hour $28.01 $32.67

Level 2 clerical grade 1 $25.61 $25.61 per hour plus $2.48 per hour or part of an hour $25.61 per hour plus $3.71 per hour or part of an hour $30.74 $35.86

Level 2 cook grade 1 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 door person/security officer grade 1 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 food and beverage attendant grade 2 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 front office grade 1 $25.61 $25.61 per hour plus $2.48 per hour or part of an hour $25.61 per hour plus $3.71 per hour or part of an hour $30.74 $35.86

Level 2 guest service grade 2 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 kitchen attendant grade 2 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 leisure attendant grade 1 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 gardener grade 1 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 2 storeperson grade 1 $24.19 $24.19 per hour plus $2.48 per hour or part of an hour $24.19 per hour plus $3.71 per hour or part of an hour $29.03 $33.86

Level 3 clerical grade 2 $26.46 $26.46 per hour plus $2.48 per hour or part of an hour $26.46 per hour plus $3.71 per hour or part of an hour $31.76 $37.05

Level 3 cook grade 2 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 food and beverage attendant grade 3 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 fork-lift driver $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 front office grade 2 $26.46 $26.46 per hour plus $2.48 per hour or part of an hour $26.46 per hour plus $3.71 per hour or part of an hour $31.76 $37.05

Level 3 guest service grade 3 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 handyperson $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 kitchen attendant grade 3 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 leisure attendant grade 2 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 gardener grade 2 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 storeperson grade 2 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 3 timekeeper/security officer grade 2 $24.99 $24.99 per hour plus $2.48 per hour or part of an hour $24.99 per hour plus $3.71 per hour or part of an hour $29.99 $34.98

Level 4 clerical grade 3 $27.85 $27.85 per hour plus $2.48 per hour or part of an hour $27.85 per hour plus $3.71 per hour or part of an hour $33.42 $38.99

Level 4 front office grade 3 $27.85 $27.85 per hour plus $2.48 per hour or part of an hour $27.85 per hour plus $3.71 per hour or part of an hour $33.42 $38.99

Level 4 guest service grade 4 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 4 leisure attendant grade 3 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 4 storeperson grade 3 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 5 clerical supervisor $29.60 $29.60 per hour plus $2.48 per hour or part of an hour $29.60 per hour plus $3.71 per hour or part of an hour $35.52 $41.44

Level 5 food and beverage supervisor $27.95 $27.95 per hour plus $2.48 per hour or part of an hour $27.95 per hour plus $3.71 per hour or part of an hour $33.54 $39.13

Level 5 front office supervisor $29.60 $29.60 per hour plus $2.48 per hour or part of an hour $29.60 per hour plus $3.71 per hour or part of an hour $35.52 $41.44

Level 5 guest service supervisor $27.95 $27.95 per hour plus $2.48 per hour or part of an hour $27.95 per hour plus $3.71 per hour or part of an hour $33.54 $39.13

Introductory (casino) $23.34 $23.34 per hour plus $2.48 per hour or part of an hour $23.34 per hour plus $3.71 per hour or part of an hour $28.01 $32.67

Level 1 casino electronic gaming employee grade 1 $24.69 $24.69 per hour plus $2.48 per hour or part of an hour $24.69 per hour plus $3.71 per hour or part of an hour $29.63 $34.56

Level 2 casino electronic gaming employee grade 2 $25.48 $25.48 per hour plus $2.48 per hour or part of an hour $25.48 per hour plus $3.71 per hour or part of an hour $30.57 $35.67

Level 2 casino equipment technician grade 1 $25.48 $25.48 per hour plus $2.48 per hour or part of an hour $25.48 per hour plus $3.71 per hour or part of an hour $30.57 $35.67

Level 2 casino table gaming employee grade 1 $25.48 $25.48 per hour plus $2.48 per hour or part of an hour $25.48 per hour plus $3.71 per hour or part of an hour $30.57 $35.67

Level 2 customer liaison officer $25.48 $25.48 per hour plus $2.48 per hour or part of an hour $25.48 per hour plus $3.71 per hour or part of an hour $30.57 $35.67

Level 2 gaming finance employee grade 1 $25.48 $25.48 per hour plus $2.48 per hour or part of an hour $25.48 per hour plus $3.71 per hour or part of an hour $30.57 $35.67

Level 3 casino equipment technician grade 2 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 3 gaming finance employee grade 2 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 3 security officer grade 1 $26.31 $26.31 per hour plus $2.48 per hour or part of an hour $26.31 per hour plus $3.71 per hour or part of an hour $31.58 $36.84

Level 3A casino table gaming employee grade 2 $27.54 $27.54 per hour plus $2.48 per hour or part of an hour $27.54 per hour plus $3.71 per hour or part of an hour $33.05 $38.55

Level 4 casino equipment technician grade 3 $27.95 $27.95 per hour plus $2.48 per hour or part of an hour $27.95 per hour plus $3.71 per hour or part of an hour $33.54 $39.13

Level 4 gaming finance employee grade 3 $27.95 $27.95 per hour plus $2.48 per hour or part of an hour $27.95 per hour plus $3.71 per hour or part of an hour $33.54 $39.13

Level 4 security officer grade 2 $27.95 $27.95 per hour plus $2.48 per hour or part of an hour $27.95 per hour plus $3.71 per hour or part of an hour $33.54 $39.13

Level 5 casino table gaming employee grade 3 $28.80 $28.80 per hour plus $2.48 per hour or part of an hour $28.80 per hour plus $3.71 per hour or part of an hour $34.56 $40.32

Level 5 gaming finance employee grade 4 $28.80 $28.80 per hour plus $2.48 per hour or part of an hour $28.80 per hour plus $3.71 per hour or part of an hour $34.56 $40.32

Level 6 casino table gaming employee grade 4 $29.63 $29.63 per hour plus $2.48 per hour or part of an hour $29.63 per hour plus $3.71 per hour or part of an hour $35.55 $41.48

Level 6 gaming finance employee grade 5 $29.63 $29.63 per hour plus $2.48 per hour or part of an hour $29.63 per hour plus $3.71 per hour or part of an hour $35.55 $41.48

Level 6 surveillance operator $29.63 $29.63 per hour plus $2.48 per hour or part of an hour $29.63 per hour plus $3.71 per hour or part of an hour $35.55 $41.48

Table 2 of 2

Classification Public holiday Overtime - Monday to Friday - first 2 hours Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overnight stay - more than 1 hours work

Introductory (office employee) $48.10 $28.86 $38.48 $38.48 $33.67

Introductory $45.43 $27.26 $36.34 $36.34 $31.80

Level 1 food and beverage attendant grade 1 $46.68 $28.01 $37.34 $37.34 $32.67

Level 1 guest service grade 1 $46.68 $28.01 $37.34 $37.34 $32.67

Level 1 kitchen attendant grade 1 $46.68 $28.01 $37.34 $37.34 $32.67

Level 2 clerical grade 1 $51.23 $30.74 $40.98 $40.98 $35.86

Level 2 cook grade 1 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 door person/security officer grade 1 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 food and beverage attendant grade 2 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 front office grade 1 $51.23 $30.74 $40.98 $40.98 $35.86

Level 2 guest service grade 2 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 kitchen attendant grade 2 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 leisure attendant grade 1 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 gardener grade 1 $48.38 $29.03 $38.70 $38.70 $33.86

Level 2 storeperson grade 1 $48.38 $29.03 $38.70 $38.70 $33.86

Level 3 clerical grade 2 $52.93 $31.76 $42.34 $42.34 $37.05

Level 3 cook grade 2 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 food and beverage attendant grade 3 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 fork-lift driver $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 front office grade 2 $52.93 $31.76 $42.34 $42.34 $37.05

Level 3 guest service grade 3 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 handyperson $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 kitchen attendant grade 3 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 leisure attendant grade 2 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 gardener grade 2 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 storeperson grade 2 $49.98 $29.99 $39.98 $39.98 $34.98

Level 3 timekeeper/security officer grade 2 $49.98 $29.99 $39.98 $39.98 $34.98

Level 4 clerical grade 3 $55.70 $33.42 $44.56 $44.56 $38.99

Level 4 front office grade 3 $55.70 $33.42 $44.56 $44.56 $38.99

Level 4 guest service grade 4 $52.63 $31.58 $42.10 $42.10 $36.84

Level 4 leisure attendant grade 3 $52.63 $31.58 $42.10 $42.10 $36.84

Level 4 storeperson grade 3 $52.63 $31.58 $42.10 $42.10 $36.84

Level 5 clerical supervisor $59.20 $35.52 $47.36 $47.36 $41.44

Level 5 food and beverage supervisor $55.90 $33.54 $44.72 $44.72 $39.13

Level 5 front office supervisor $59.20 $35.52 $47.36 $47.36 $41.44

Level 5 guest service supervisor $55.90 $33.54 $44.72 $44.72 $39.13

Introductory (casino) $46.68 $28.01 $37.34 $37.34 $32.67

Level 1 casino electronic gaming employee grade 1 $49.38 $29.63 $39.50 $39.50 $34.56

Level 2 casino electronic gaming employee grade 2 $50.95 $30.57 $40.76 $40.76 $35.67

Level 2 casino equipment technician grade 1 $50.95 $30.57 $40.76 $40.76 $35.67

Level 2 casino table gaming employee grade 1 $50.95 $30.57 $40.76 $40.76 $35.67

Level 2 customer liaison officer $50.95 $30.57 $40.76 $40.76 $35.67

Level 2 gaming finance employee grade 1 $50.95 $30.57 $40.76 $40.76 $35.67

Level 3 casino equipment technician grade 2 $52.63 $31.58 $42.10 $42.10 $36.84

Level 3 gaming finance employee grade 2 $52.63 $31.58 $42.10 $42.10 $36.84

Level 3 security officer grade 1 $52.63 $31.58 $42.10 $42.10 $36.84

Level 3A casino table gaming employee grade 2 $55.08 $33.05 $44.06 $44.06 $38.55

Level 4 casino equipment technician grade 3 $55.90 $33.54 $44.72 $44.72 $39.13

Level 4 gaming finance employee grade 3 $55.90 $33.54 $44.72 $44.72 $39.13

Level 4 security officer grade 2 $55.90 $33.54 $44.72 $44.72 $39.13

Level 5 casino table gaming employee grade 3 $57.60 $34.56 $46.08 $46.08 $40.32

Level 5 gaming finance employee grade 4 $57.60 $34.56 $46.08 $46.08 $40.32

Level 6 casino table gaming employee grade 4 $59.25 $35.55 $47.40 $47.40 $41.48

Level 6 gaming finance employee grade 5 $59.25 $35.55 $47.40 $47.40 $41.48

Level 6 surveillance operator $59.25 $35.55 $47.40 $47.40 $41.48

Apprentice - Cooking - Full-time & part-time

Where the standard of proficiency has been obtained on at least one occasion, the 4th year apprentice rates below may not apply and should be calculated using the PACT.

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Cooking - Apprentice 1st year / Stage 1 $517.50 $13.62 $13.62 per hour plus $2.48 per hour or part of an hour $13.62 per hour plus $3.71 per hour or part of an hour $17.03

Cooking - Apprentice 2nd year / Stage 2 $611.59 $16.09 $16.09 per hour plus $2.48 per hour or part of an hour $16.09 per hour plus $3.71 per hour or part of an hour $20.11

Cooking - Apprentice 3rd year / Stage 3 $752.72 $19.81 $19.81 per hour plus $2.48 per hour or part of an hour $19.81 per hour plus $3.71 per hour or part of an hour $24.76

Cooking - Apprentice 4th year / Stage 4 $893.86 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Cooking - Apprentice 1st year / Stage 1 $20.43 $30.65 $17.03 $17.03 $20.43

Cooking - Apprentice 2nd year / Stage 2 $24.14 $36.20 $20.11 $20.11 $24.14

Cooking - Apprentice 3rd year / Stage 3 $29.72 $44.57 $24.76 $24.76 $29.72

Cooking - Apprentice 4th year / Stage 4 $35.28 $52.92 $29.40 $29.40 $35.28

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Cooking - Apprentice 1st year / Stage 1 $27.24 $27.24 $27.24 $27.24 $20.43

Cooking - Apprentice 2nd year / Stage 2 $32.18 $32.18 $32.18 $32.18 $24.14

Cooking - Apprentice 3rd year / Stage 3 $39.62 $39.62 $39.62 $39.62 $29.72

Cooking - Apprentice 4th year / Stage 4 $47.04 $47.04 $47.04 $47.04 $35.28

Apprentice - Waiting - Full-time & part-time

Where the standard of proficiency has been obtained on at least one occasion, the 4th year apprentice rates below may not apply and should be calculated using the PACT.

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $658.63 $17.33 $17.33 per hour plus $2.48 per hour or part of an hour $17.33 per hour plus $3.71 per hour or part of an hour $21.66

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $799.77 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $903.05 $23.76 $23.76 per hour plus $2.48 per hour or part of an hour $23.76 per hour plus $3.71 per hour or part of an hour $29.70

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $921.98 $24.26 $24.26 per hour plus $2.48 per hour or part of an hour $24.26 per hour plus $3.71 per hour or part of an hour $30.33

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $26.00 $38.99 $21.66 $21.66 $26.00

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $31.58 $47.36 $26.31 $26.31 $31.58

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $35.64 $53.46 $29.70 $29.70 $35.64

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $36.39 $54.59 $30.33 $30.33 $36.39

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $34.66 $34.66 $34.66 $34.66 $26.00

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $42.10 $42.10 $42.10 $42.10 $31.58

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $47.52 $47.52 $47.52 $47.52 $35.64

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $48.52 $48.52 $48.52 $48.52 $36.39

Apprentice - Other than Waiting or Cooking - Full-time & part-time

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Other than waiting or cooking - Apprentice 1st year / Stage 1 $517.50 $13.62 $13.62 per hour plus $2.48 per hour or part of an hour $13.62 per hour plus $3.71 per hour or part of an hour $17.03

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $611.59 $16.09 $16.09 per hour plus $2.48 per hour or part of an hour $16.09 per hour plus $3.71 per hour or part of an hour $20.11

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $752.72 $19.81 $19.81 per hour plus $2.48 per hour or part of an hour $19.81 per hour plus $3.71 per hour or part of an hour $24.76

Other than waiting or cooking - Apprentice 4th year / Stage 4 $893.86 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Other than waiting or cooking - Apprentice 1st year / Stage 1 $20.43 $30.65 $17.03 $17.03 $20.43

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $24.14 $36.20 $20.11 $20.11 $24.14

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $29.72 $44.57 $24.76 $24.76 $29.72

Other than waiting or cooking - Apprentice 4th year / Stage 4 $35.28 $52.92 $29.40 $29.40 $35.28

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Other than waiting or cooking - Apprentice 1st year / Stage 1 $27.24 $27.24 $27.24 $27.24 $20.43

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $32.18 $32.18 $32.18 $32.18 $24.14

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $39.62 $39.62 $39.62 $39.62 $29.72

Other than waiting or cooking - Apprentice 4th year / Stage 4 $47.04 $47.04 $47.04 $47.04 $35.28

Adult apprentice - Cooking - Full-time & part-time - Started after 1 Jan 2014

Where the standard of proficiency has been obtained on at least one occasion, the 4th year apprentice rates below may not apply and should be calculated using the PACT.

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Cooking - Apprentice 1st year / Stage 1 $752.72 $19.81 $19.81 per hour plus $2.48 per hour or part of an hour $19.81 per hour plus $3.71 per hour or part of an hour $24.76

Cooking - Apprentice 2nd year / Stage 2 $812.60 $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $26.73

Cooking - Apprentice 3rd year / Stage 3 $812.60 $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $26.73

Cooking - Apprentice 4th year / Stage 4 $893.86 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Cooking - Apprentice 1st year / Stage 1 $29.72 $44.57 $24.76 $24.76 $29.72

Cooking - Apprentice 2nd year / Stage 2 $32.07 $48.11 $26.73 $26.73 $32.07

Cooking - Apprentice 3rd year / Stage 3 $32.07 $48.11 $26.73 $26.73 $32.07

Cooking - Apprentice 4th year / Stage 4 $35.28 $52.92 $29.40 $29.40 $35.28

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Cooking - Apprentice 1st year / Stage 1 $39.62 $39.62 $39.62 $39.62 $29.72

Cooking - Apprentice 2nd year / Stage 2 $42.76 $42.76 $42.76 $42.76 $32.07

Cooking - Apprentice 3rd year / Stage 3 $42.76 $42.76 $42.76 $42.76 $32.07

Cooking - Apprentice 4th year / Stage 4 $47.04 $47.04 $47.04 $47.04 $35.28

Adult apprentice - Waiting - Full-time & part-time - Started after 1 Jan 2014

Where the standard of proficiency has been obtained on at least one occasion, the 4th year apprentice rates below may not apply and should be calculated using the PACT.

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $752.72 $19.81 $19.81 per hour plus $2.48 per hour or part of an hour $19.81 per hour plus $3.71 per hour or part of an hour $24.76

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $799.77 $21.05 $21.05 per hour plus $2.48 per hour or part of an hour $21.05 per hour plus $3.71 per hour or part of an hour $26.31

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $903.05 $23.76 $23.76 per hour plus $2.48 per hour or part of an hour $23.76 per hour plus $3.71 per hour or part of an hour $29.70

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $921.98 $24.26 $24.26 per hour plus $2.48 per hour or part of an hour $24.26 per hour plus $3.71 per hour or part of an hour $30.33

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $29.72 $44.57 $24.76 $24.76 $29.72

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $31.58 $47.36 $26.31 $26.31 $31.58

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $35.64 $53.46 $29.70 $29.70 $35.64

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $36.39 $54.59 $30.33 $30.33 $36.39

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Waiting - Apprentice 1st six months (0-6 months) / Stage 1 $39.62 $39.62 $39.62 $39.62 $29.72

Waiting - Apprentice 2nd six months (7-12 months) / Stage 2 $42.10 $42.10 $42.10 $42.10 $31.58

Waiting - Apprentice 3rd six months (13-18 months) / Stage 3 $47.52 $47.52 $47.52 $47.52 $35.64

Waiting - Apprentice 4th six months (19-24 months) / Stage 4 $48.52 $48.52 $48.52 $48.52 $36.39

Adult apprentice - Other than Waiting or Cooking - Full-time & part-time - Started after 1 Jan 2014

Table 1 of 3

Classification Weekly pay rate Hourly pay rate Evening - Monday to Friday - 7pm to midnight Night work - Monday to Friday - midnight to 7am Saturday

Other than waiting or cooking - Apprentice 1st year / Stage 1 $752.72 $19.81 $19.81 per hour plus $2.48 per hour or part of an hour $19.81 per hour plus $3.71 per hour or part of an hour $24.76

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $812.60 $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $26.73

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $812.60 $21.38 $21.38 per hour plus $2.48 per hour or part of an hour $21.38 per hour plus $3.71 per hour or part of an hour $26.73

Other than waiting or cooking - Apprentice 4th year / Stage 4 $893.86 $23.52 $23.52 per hour plus $2.48 per hour or part of an hour $23.52 per hour plus $3.71 per hour or part of an hour $29.40

Table 2 of 3

Classification Sunday Public holiday Public holiday - additional day off or annual leave Christmas Day - Saturday or Sunday - not declared public holiday Overtime - Monday to Friday - first 2 hours

Other than waiting or cooking - Apprentice 1st year / Stage 1 $29.72 $44.57 $24.76 $24.76 $29.72

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $32.07 $48.11 $26.73 $26.73 $32.07

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $32.07 $48.11 $26.73 $26.73 $32.07

Other than waiting or cooking - Apprentice 4th year / Stage 4 $35.28 $52.92 $29.40 $29.40 $35.28

Table 3 of 3

Classification Overtime - Monday to Friday - after 2 hours Overtime - Saturday & Sunday Overtime - working on RDO Overtime - Accrued day off Overnight stay - more than 1 hours work

Other than waiting or cooking - Apprentice 1st year / Stage 1 $39.62 $39.62 $39.62 $39.62 $29.72

Other than waiting or cooking - Apprentice 2nd year / Stage 2 $42.76 $42.76 $42.76 $42.76 $32.07

Other than waiting or cooking - Apprentice 3rd year / Stage 3 $42.76 $42.76 $42.76 $42.76 $32.07

Other than waiting or cooking - Apprentice 4th year / Stage 4 $47.04 $47.04 $47.04 $47.04 $35.28

Allowances

If any all purpose allowances apply (marked *), they should be added to the minimum rate before penalties and overtime are calculated.

Allowances Rate

Apprentice training fees and textbook costs reimbursement reimbursement of training fees for prescribed courses and the cost of prescribed textbooks

Apprentice travel to block release training reimbursement reimbursement for the reasonable travel costs incurred in the course of travelling to and from the training

Broken shift allowance - not casuals or loaded rate employees - time between periods of work is 2 hours and up to 3 hours $3.10 per day

Broken shift allowance - not casuals or loaded rate employees - time between periods of work is more than 3 hours $4.70 per day

Broken shift allowance - loaded rate employees - time between periods of work is more than 3 hours $1.60 per day

Equipment reimbursement reimbursement of the cost of the equipment

First aid allowance - full-time employees $11.29 per week

First aid allowance - part-time and casual employees $2.26 per day up to a maximum of $11.29 per week

* Fork-lift driver allowance - full-time employees $0.37 per hour

* Fork-lift driver allowance - part-time or casual employees - employed immediately prior to 23 January 2020 - elected all-purpose hourly amount $0.37 per hour

Fork-lift driver allowance - part-time or casual employees - employed immediately prior to 23 January 2020 - not elected all-purpose hourly amount $2.82 per day up to a maximum of $14.11 per week

* Fork-lift driver allowance - part-time or casual employees - not employed immediately prior to 23 January 2020 $0.37 per hour

Laundry reimbursement - not catering or motel employees - agreement a weekly laundry allowance as agreed between employee and employer

Laundry reimbursement - not catering or motel employees - no agreement reimbursement of the demonstrated costs of laundering the special clothing

Laundry allowance - catering employees - full-time employees $6.00 per week

Laundry allowance - catering employees - part-time and casual employees $2.05 for each uniform laundered

Laundry allowance - motel employees $2.40 per uniform laundered up to a maximum of $7.45 per week

Meal allowance - not casual employees $14.40 for a meal

Overnight stay allowance $56.45 per overnight stay period

Protective clothing reimbursement reimbursement of the cost of the waterproof or protective clothing

Special clothing reimbursement reimbursement of the cost of purchasing the special clothing

* Supervisor (in charge) allowance - airport catering employees - up to 5 employees $0.50 per hour

* Supervisor (in charge) allowance - airport catering employees - 6-10 employees $0.68 per hour

* Supervisor (in charge) allowance - airport catering employees - 11-20 employees $0.77 per hour

* Supervisor (in charge) allowance - airport catering employees - more than 20 employees $1.29 per hour

Tool allowance - cooks or apprentice cooks $1.93 per day or part thereof up to a maximum of $9.46 per week

Travel allowance - airport catering employees $8.02 for each day the employee attends work

Uniform allowance - catering employees reimbursement of the cost of the special uniform, dress or clothing

Vehicle allowance - Managerial staff - hotels $0.94 per km

Working away from usual workplace allowance - not casual employees the cost of fares reasonably spent in travelling from the usual place of work to the new place of work

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