KFC Benefits & Policies Handbook November 2022

KFC BENEFITS
& POLICIES
Welcome to the Team
Be your best self, Make a difference, Have Fun!

WELCOME
to the team
Dear Team Member:
I am pleased to be able to welcome you as a member of our restaurant team. You are joining
an organisation of which you can be proud.
The restaurant you now work in forms a part of Yum! Brands, which is the largest restaurant
company in the world.
Locally, there are over 750 KFC restaurants throughout Australia and New Zealand, serving
over 60 million customers per year and employing over 40,000 people.
Yum! Brands International is the parent company of KFC, Pizza Hut and Taco Bell which are
located in many countries throughout the world!
Whether you work in a Yum! company store or a franchise store, this booklet is designed to
help you get to know us quickly.
The purpose of this handbook is to tell you about your restaurant team, benefits and KFC
policies and procedures. For further information, talk with your Restaurant Manager. They will
be able to help in all matters.
We consider the involvement of your family as a crucial factor in your success with the
company, and we urge you to share this booklet with your family and friends. It is important to
us that your family understand our total commitment to your safety and well-being at work as
well as our company policies and procedures.
We are glad you are on our winning team and wish you all the best for a most enjoyable and
satisfying career.
Click on the QR code or scan with your

device’s camera to view the video.
2
Contents
NOTE:
You are required to sign/electronically sign an acknowledgment of you receiving, reading
and accepting the information and policies outlined in this handbook. Parent/Guardian
acknowledgement and consent is also required for anyone under the age of 18.
10
11
13
14
16
18
Safety & Wellbeing Policy 21
23
24
25
28
29
Protected Disclosure 'Whistleblower' Policy 31
32
33
KFC Benefits and Policy Handbook 2022 3

Your Training
KFC provides extensive training to all new employees.
This training will consist of online modules and on the job training in your restaurant. You will
learn about the standards, procedures and policies of KFC and your responsibilities.
Click on the QR code or scan

with your device’s camera to
view the video.
Starting a new job is exciting, but it can also be a little scary.

Just remember, it’s natural to:
• Feel a little overwhelmed in the beginning.
• Make mistakes.
• Worry about fitting in with the other team members.
So relax! We don’t expect you to learn everything on the first day or even in the first week. It
takes new team members many weeks to learn their jobs well.
Some advice from experienced team members:

• “Be patient, stick with it, don’t get discouraged.”
• “Don’t be afraid to ask questions if you don’t understand.”
• “Find out what’s expected of you.”
• “Become a part of the team.”
• “Be willing to do what’s asked”
• “Want to learn”
• “Accept advice and feedback”
• “Get along well with others”
• “Always represent the company in a positive way”
Reward and Recognition are also a big part of KFC. Ask your Restaurant Manager which
Reward and Recognition programs are available in your restaurant.
Return to Contents ^

The Vault
You training will be a combination of Online learning and On The Job training.
You will be sent an email asking you to continue registration in order to help you set up an Online
learning account. Please follow the below instructions to get you started on your learning!
The website for the The Vault is https://thevault.kfc.com
Your Restaurant Manager or Franchisee will let you know which Learning Experiences you
need to complete that are relevant to your job.
Employees Under 15 years old.

Employees under 15 years old cannot operate or be trained on certain pieces of equipment.
This includes working as a Back of House team member, preparing/cooking freezer to fryer
products, and potato & gravy products. This list might be extended in the case of certain
equipment being brought in for promotional items. Refer to the full policy in the appendix for
more detail.

Your Career
Most of our Restaurant Managers started out as you did - as a Team Member. Chances are,
your Restaurant Manager has grown with the company and we encourage all employees to
develop. Talk to your manager about your future plans, and career development
opportunities:
• Shift Supervisor • Assistant • Restaurant

training Restaurant General Manager
Manager training training
Ask your Restaurant General Manager about other benefits that may be available including
the Graduate Leadership Programmes.
Staff Discount
KFC Employees are entitled to 20% staff discount. This is only available through the KFC
App, when set up using the same email address used when you applied for your job.
Discounts are non transferable and will be removed upon termination.
Equal Employment Opportunity

Here at KFC, we see ourselves as an equal opportunity employer. This means it's a level
playing field for all. Our work environment is fully inclusive and we strive for a workplace
where diversity of thought and perspective is welcomed, sought out and developed.
All employment opportunities will be based upon the ability, performance and potential of
an individual, without regard to gender identity, ethnicity, cultural background, sexual
orientation, disability, life stage, family status, or other legally protected status.
Feeding people's potential through equity and inclusion will be facilitated through positive
action and protection against discrimination. Any complaints involving alleged
discrimination will be treated seriously, confidentially, investigated thoroughly and
promptly resolved. At KFC you've always got a seat at our table.

Traineeships
KFC is a registered training organistation, offering nationally recognised training Certificates
in Retail. Our Traineeships offer structured training leading to a Nationally Recognised
qualification. A Traineeship may be your ticket to career progression with KFC.
Employees who are able to work full-time or part-time will be eligible to apply. Traineeships
last from one to three years and combine work experience with on-the-job training.
If you’re still at school, we offer School Based Traineeships which may be integrated with your
school curriculum and earn ATAR points. These are available to students in years 10 to 12 in
selected states.
MyPlan Is a fun and interactive online program that helps team members set short and long
term goals either inside KFC or outside of KFC.
It’s a great opportunity for managers to better connect with their team members to
understand what motivates them and to help team members achieve their goals.
Having a plan in place helps employees achieve their goals and helps to be their best inside
and outside of work.
MyPlan gives team members an opportunity to discuss their career goals ad interest with
their managers.
Team Member Heartsyles is a engaging interactive online course that helps our team
members to build character and self awareness in order to make choices to be the absolute
best version of themselves.
It is a great tool for team members to better understand their behaviours and how situations -
moments in time, impact our thinking and actions. This on-line course brings this to life and
allows our team members to make better choices by understanding their behaviour in
different situations.
To learn more about Heartstyles, visit our website here.

Your Pay
Pay is automatically deposited into your bank account. It is the policy across all stores that
we do not offer pay advances. Your employment is covered by the KFC National Enterprise
Agreement 2020. Your restaurant manager can provide you with a copy of this for your
reference if you would like. Company employees also have access to our (ESS) Employee Self
Service system where you can apply for leave, view payslips and obtain an Annual Payment
Summary. Ask your Restaurant Manager how to use ESS.
If you work for a Franchisee, ask your Restaurant Manager when pay periods are scheduled for
your store.
If you work for a KFC Company store:
You will be paid weekly and the pay period will begin on Tuesday and end on Monday.
To be able to receive an electronic payslip you must provide an e-mail address. The
payslips are password protected and the password is your date of birth.
Please do not try to reply to the payslip email.
It is the employees responsibility to keep contact information up to date.
Tax, Superannuation and Other Payments

When accepting the job offer you would have been asked to fill in a Tax File Number
Declaration Form. For any changes or questions please contact the Australian Taxation Office
on 13 28 61
Check your payslip to see if tax is being withheld. If tax is not being deducted at the correct
rate, complete a new Tax Declaration Form.
All superannuation is paid monthly into REST Superannuation fund (or your nominated
superannuation fund). When the first contribution is paid into REST Superannuation any new
member will receive a Welcome pack from the fund directly.
Superannuation contributions are paid if you have earned more than $450.00 in a calendar
month, and if you’re under 18. In addition to the monthly wages super is only paid on any
weeks you’ve worked 30 hours or more.

Casual Employee Definition
From 27 March 2021, changes to workplace laws relating to casual employees mean that you
are a casual employee if:
• you are offered a job
• the offer does not include a firm advance commitment that the work will continue
__________indefinitely with an agreed pattern of work
• you accept the offer knowing that there is no firm advance commitment and become
__________an employee.
Click Here to find out more about the new workplace laws relating to casual employees,
including what a firm advance commitment means.
Casual Conversion
As a casual employee, you have the right to become a permanent (full-time or part-time)
employee in some circumstances. This is known as 'casual conversion.' This can be a
requirement for your employer to offer you casual conversion, or a right for you to request it.
See Appendix 9 for more information.
Pay Queries
In the first instance you should raise any queries with your Restaurant Manager. If your
Restaurant Manager is unable to resolve your query, you should contact the KFC Payroll
Department or your Franchisee.
If you are still having concerns you can contact the confidential KFC Employee Helpline on
1800 640 124 - Collins (07) 3352 0810
Meal Breaks & Rest Pauses

Meal Breaks and rest pauses are provided according to the KFC National Enterprise
Agreement 2020.
The meal break is unpaid and its purpose is to totally relieve you from work-related duties.
Rest pauses are paid breaks and the number of pauses you will be given depends on the
length of your shift.
If, at your Manager or Supervisor’s request, your break is interrupted, you will be paid for that
time.

Leave & Family Friendly Policies
KFC have put initiatives in place to help you achieve a healthy balance between your work and family
life, so that both are as enjoyable and effective as possible. This section also helps explain some other
entitlements you already have under existing company policies or government legislation.
KFC is committed to providing employees with leave entitlements that cater for personal
needs, both planned and unplanned, whilst also meeting business and customer needs.
Your leave entitlements include, but are not limited to:
Annual Leave Community Service Leave

Permanent / full time employees are entitled All employees who engage in eligible
to four weeks annual leave per annum (pro community service activities can take leave
rata for part time). for that purpose. Community service leave is
unpaid (except for permanent employees on
Long Service Leave jury duty).
All employees are entitled to long service Parental Leave

leave as governed by the relevant legislation
in each state. Parental leave is provided in line with the
National Employment Standards. For more
Personal/Carer’s Leave information, speak to your P&C
representative.
Permanent employees are entitled to 10 days
of paid personal/ carer’s leave per annum. Family and Domestic Violence Leave
Up to 2 days of unpaid carer’s leave may also
be taken by employees (including casuals) All employees are entitled to 10 days unpaid
to care for members of their immediate leave to deal with family and domestic
family or household (subject to eligibility violence. For more information contact your
requirements). Calculated at a pro rata rate P&C Representative or the Employee Helpline
for part-time employees.
on 1800 640 124 - (07) 3352 0810
Compassionate Leave Family Friendly Policies
Permanent employees are entitled to KFC offers paid maternity leave for eligible
2 days of paid compassionate leave for employees. For more information, speak
circumstances involving immediate members to your P&C Representative. All employees
of your family or household (subject have the right to request flexible working
to eligibility requirements). For casual arrangements if their circumstances make
employees, compassionate leave is unpaid. them eligible for such a request. Your
employer will give each request thorough
consideration before making a decision
on whether the request can or cannot be
accommodated.
For more information regarding your leave entitlements click here to download a
copy of your EBA. Return to Contents ^
Inappropriate Workplace Behaviour
We pride ourselves on having a friendly, equitable and healthy work environment. We will not tolerate
any inappropriate workplace behaviour including workplace bullying, sexual harassment and unlawful
discrimination in any form.
Copies of the Workplace Bullying Policy and the Discrimination and Sexual Harassment Policy
are attached as Appendix 1 and Appendix 2 respectively. Any complaints involving workplace
bullying, sexual harassment or discrimination will be fully investigated and the appropriate
action taken.
The Employer will take disciplinary action up to and including dismissal where a team
member’s behaviour is found to be in breach of these policies.
Workplace Bullying
Workplace bullying is repeated unreasonable behaviour towards an employee or group of employees
which creates a risk to health and safety.
It is seen as unwelcome and unsolicited behaviour that the person and any reasonable person
would consider being offensive, intimidating, humiliating and/or threatening.
Workplace bullying does not necessarily have to take place in the restaurant to be unlawful. It
may also take place in locations associated with work such as training centres and staff
parties or on social media.
Workplace bullying can be in any of the following forms including, but not limited to: Abusing
a person loudly, usually when others are present; Constant ridicule and being put down;
Maliciously excluding and isolating a person from workplace activities; Humiliating a person
through gestures, sarcasm, criticism and insults, often in front of customers, management
and co-workers; Spreading gossip or false, malicious rumours about a person with an intent to
cause the person harm; Offensive, intimidating, humiliating and/or threatening emails, SMS
messages, or postings to internet sites such as Facebook, Snapchat, Instagram, Tiktok and
Twitter etc.
If you believe that a supervisor or manager may be responsible for workplace bullying,
you should contact a member of the People and Culture team or Employee Helpline
immediately

Sexual Harassment
Sexual Harassment is any unwelcome, uninvited or unwanted behaviour of a sexual nature
which makes a person feel humiliated, intimidated or offended. It can take many different
forms and may include verbal comments, non-verbal behaviour or physical contact such
as: threats or insults, persistent and invasive questions about a person’s private life,
propositions, offensive jokes, teasing, or whistles. Suggestive gestures or looks, staring or
leering, displaying posters, photos/ drawings of a sexual nature, inappropriate screen savers
or inappropriate message, photos, or videos sent via Facebook, snapchat, twitter, TikTok SMS
etc. It can also be cornering or trapping, pinching, grabbing or patting, touching, hugging or
kissing. Sexual harassment depends on how the person being harassed is affected – not on the
harasser’s intent. So, it is probably sexual harassment if someone’s words or actions can be
viewed as unwelcome, offensive & threatening
“Giving in” does not mean the conduct was welcome. If you feel you are being harassed, you
are encouraged to make this known to your harasser. Saying ‘No’ is one of the most effective
ways to stop harassment. Clearly state that the behaviour offends you and that you want it to
stop. If the behaviour does not stop, or you consider it to be serious, speak to your Manager
about the problem. If you are unable to talk to your Manager, or you feel uncomfortable doing
so, contact your People Excellence Coach/ Training Manager or Franchisee via the Restaurant
Support Centre.
We always encourage you to raise concerns with your supervisors first but if you feel you
can’t.
Call our confidential KFC! Helpline

1800 640 124
Collins (07) 3352 0810

Unlawful Discrimination
Unlawful discrimination occurs when someone is treated less favourably than others because they have
a particular attribute, such as their: age; gender; race or nationality; physical or intellectual disability;
sexual orientation; physical appearance; or family responsibilities.
You are encouraged to report instances of unlawful discrimination against yourself through
any of the following:
• By raising the matter with your Manager. If this does not produce a result to your
satisfaction or is not appropriate, continue by referring the issue to either:
• Your manager’s immediate manager; or
• Your local People & Culture/Human Resources Manager, People Excellence Coach/
Training Manager or Franchisee.
Where you wish to speak to someone other than your immediate supervisor and you are
unsure of the name of the other persons listed, contact the KFC Employee Helpline on
1800 640 124 - Collins (07) 3352 0810
Our Disability Policy - It’s about Ability!

We are committed to achieving equality for people with a disability within our work teams
by creating an accessible and inclusive workplace which is free from discrimination and
harassment. We employ people who have different kinds of disabilities across a broad range of
jobs.
The disabilities vary in type and severity and include those of a medical nature, those that are
temporary, periodic or permanent, and those that may have resulted in one or more of the
following types of impairment: speech, vision, hearing, physical, intellectual, psychiatric,
neurological. In our employment practices, we are creating an equal opportunity to enable
people with a disability to apply for jobs and promotion opportunities on the basis of their
abilities.
Similarly, we want to enable customers with a disability to have access to our restaurants. You
can play a part in this by providing assistance to customers whenever necessary. You should
also be aware that customers who need the assistance of a guide dog are allowed to bring
their dog into our restaurants, please refer to our Assisted Animals Policy in Appendix 9.

Grievance Procedure
We have a formal Grievance Procedure for all employees. If there is something that you are
concerned about, the following steps will assist with resolving any problems that may arise:
Step One: Discussion

Always discuss your complaint or problem with the Restaurant Manager. This is the quickest
way to get your problem resolved. Your Restaurant Manager will respond to your grievance as
soon as possible.
Step Two: Written Grievance

If the complaint cannot be resolved through discussion you can put the complaint or problem
in writing. The written grievance is sent to the next level of management, from which you will
receive a written/verbal reply.
Step Three: Appeal

If you are not satisfied with the reply you may appeal to the next level of management via our
“Open Door Policy”.
Open Door Policy

Under our open door policy if you cannot find resolution through following the steps in the
grievance procedure or if you are uncomfortable raising the concern there are alternative
options that you can take which include support from internal and external people.
Step one:
Complete the previous steps for the Grievance Procedures.
Step Two:
Contact your People Excellence Coach/Training Manager.
Step Three:
Employees can use the KFC! Helpline by calling 1800 640 124 - Collins (07) 3352 0810. Your
call will be kept confidential unless you consent otherwise. We are totally committed to
resolving grievances or problems in a fair, equitable and prompt manner.

Look for this poster is displayed in your restaurant!

Personal Grooming
As an employee you represent our business to our customers. As such, we require high
standards of personal grooming, hygiene and presentation.
Grooming Standards Include:

• Employees must be clean-shaven on a daily basis, however, neat moustaches and goatees
are allowed.
• Beards and partial beards are NOT permitted (*exceptions allowed for legal, medical or
religious reasons only).
• Appropriate evidence of the religious, medical and all legal reasons should be provided to
the Restaurant Manager for these beards and partial beards.
• Hair must be restrained away from face. If hair is collar length or longer, it must be kept in
a bun or contained in a hair net under the visor or cap.
• False finger nails (e.g. acrylics, decals etc.) are NOT permitted Make up should be natural
and fresh
Hair neat &

contained
Makeup fresh &

natural Clean shaved *
Piercings must Uniform neat

be small with & clean
secured backings
Name badges Shirt left untucked

worn opposite
company logo
No bracelets or
necklaces
Closed, flat-soled,
non-marking
black shoes
Your personal grooming and hygiene can affect not only the food that we serve, but also the
kitchen surfaces where food is prepared and also the restaurant area where it is eaten. As well
as our CSL (KFC’s standards library), you must observe the FSANZ Food Safety Standards
3.2.2.

Presentation Standards Include:
• Makeup should be natural and fresh.
• Cologne/perfume must not be excessive.
• False or semi permanent eyelashes are permitted.
• Tattoos may be visible but not offensive in nature.
• Watches/ fitness trackers can be worn by managers and team members who are NOT
stationed in the Breading area of Back of House.
• Watches need to be worn appropriately, ensuring hands and wrists can be properly washed
to prevent risk of foreign object contamination.
o Watch straps must be solid.
o Watches cannot have stones or other additions.
o Watches must be kept clean and free of debris.
• A total of 4 visible piercings can be worn (for example 1 set of earrings, eyebrow and nose).
• Piercings must be small with a properly secured backing and no hanging or dangling pieces
• Team members can not wear bracelets or necklaces including medical or religious
bracelets, but can wear a plain wedding bands
• You are expected to wear your uniform at all times in a clean and ironed condition. KFC-
Shirts are left UNTUCKED, top button does NOT have to be buttoned up.
• You must wear black, closed toe and heel, flat (non canvas) shoes with non slip sole at all
times. Black socks must also be worn. Belts must be worn if pants have belt loops.
• Name badges and other approved badges must be worn at all times, on the side opposite
the logo.
• Do not chew gum whilst on shift.
• If your appearance is altered in such a way that you no longer meet our high standards, you
may not be allowed to continue your employment. We suggest if you are in doubt, consult
your Restaurant Manager first before you make any radical changes in your appearance.
If at any point you require a replacement uniform, speak to your restaurant manager.
Hygiene Standards Include:

• Wash & sanitise hands before work, when coming back from breaks, touching your face,
hair, clothes, after handling raw products, duties such as cash handling or taking out the
rubbish.
• Always wear a clean uniform. Shower regularly. Use a deodorant. Cover all cuts and
abrasions.
• Do not work when suffering from illness.

Food Safety Standards
FSANZ (Food Safety Australia & New Zealand)
All staff note your responsibilities.
Clause 13. General Requirement:

A food handler must take all reasonable measures not to handle food or surfaces likely to
come into contact with food in a way that is likely to compromise the safety and suitability of
food.
Clause 14. Health of food handlers:

(1) A food handler who has a symptom that indicates the handler may be suffering from a
food-borne disease, or knows he or she is suffering from a food-borne disease, or is a carrier
of a food-borne disease, must, if at work - (a) report that he or she is or may be suffering from
the disease, or knows that he or she is carrying the disease, to his or her supervisor, as the
case may be; (b) not engage in any handling of food where there is a reasonable likelihood of
food contamination as a result of the disease; and (c) if continuing to engage in other work on
the food premises - take all practicable measures to prevent food from being contaminated as
a result of the disease. (2) A food handler who suffers from a condition must, if at work – Food
Safety
(a) if there is a reasonable likelihood of food contamination as a result of suffering the
condition - report that he or she is suffering from the condition to his or her supervisor;
and (b) if continuing to engage in the handling of food or other work - take all practicable
measures to prevent food being contaminated as a result of the condition. (3) A food handler
must notify his or her supervisor if the food handler knows or suspects that he or she may
have contaminated food whilst handling food.
Clause 15. Hygiene of food handlers:

(1) A food handler must, when engaging in any food handling operation - (a) take all
practicable measures to ensure his or her body, anything from his or her body, and anything
he or she is wearing does not contaminate food or surfaces likely to come into contact with
food; (b) take all practicable measures to prevent unnecessary contact with ready-to-eat
food; (c) ensure outer clothing is of a level of cleanliness that is appropriate for the handling
of food thats being conducted; (d) only use on exposed parts of his or her body bandages
and dressings that are completely covered with a waterproofed covering; (e) not eat over
unprotected food or surfaces likely to come into contact with food; (f) not sneeze, blow or
cough over unprotected food or surfaces likely to come into contact with food; (g) not spit,
smoke or use tobacco or similar preparations in areas in which food is handled; and (h) not
urinate or defecate except in a toilet.

(2) A food handler must wash his or her hands in accordance with subclause (4) - (a) whenever
his or her hands are likely to be a source of contamination of food; (b) immediately before
working with ready-to-eat food after handling raw food; and (c) immediately after using the
toilet. (3) A food handler must, when engaging in a food handling operation that involves
unprotected food or surfaces likely to come into contact with food, wash his or her hands in
accordance with subclause (4) - (a) before commencing or re-commencing handling food; (b)
immediately after smoking, coughing, sneezing, using a handkerchief or disposable tissue,
eating, drinking or using tobacco or similar substances; and (c) after touching his or her hair,
scalp or a body opening. (4) A food handler must, whenever washing his or her hands - (a)
use the hand washing facilities provided; (b) thoroughly clean his or her hands using soap or
other effective means, and warm running water; and (c) thoroughly dry his or her hands on a
single use towel or in another way that is not likely to transfer pathogenic micro-organisms
to the hands. (5) A food handler who handles food at temporary food premises does not
have to clean his or her hands with warm running water, or comply with paragraph (4)(c),
if the appropriate enforcement agency has provided the food business operating from the
temporary food premises with approval in writing for this purpose.
FSANZ 3.2.2

Cleaning
A condition of your employment is that you may be required to perform certain cleaning
functions (including the cleaning of toilets). These duties may vary, but are essential to the
provision of a clean and hygienic environment for our customers. If you find any sharp objects
like broken glass, syringes etc. Notify the Restaurant Manager immediately and do not
attempt to handle or dispose.
Smoking/E-Cigarettes/Vapes
All of our premises at KFC are smoke and vapor free.
This includes cigarettes containing tobacco, electronic e-cigarettes & Vapes.
The inhalation of nicotine in any form is not permitted.
Smoking or Vaping is not permitted whilst in uniform or in any area of the Restaurant, this
includes Staff, Customers, Visitors, or Contractors.
Personal Belongings
• No mobile phones, other electronic devices or iPods may be used whilst on duty and should
be turned off while working.
• Mobile Phones should not be used within 1 metre of Cookers & Fryers.
• You can safely store you items in the restaurant office or in lockers that are provided. Speak
to your Restaurant Manager for storage locations specific to your restaurant.
• The restaurant and KFC do not accept any responsibility for personal belongings in the
event that any personal belongings are lost or stolen. The restaurant and KFC recommends
that employees do not bring valuables to work.
Cash Handling
As a Team Member you may be responsible for large sums of money for which you will be
accountable.
Please speak with your Restaurant Manager regarding Cash Handling Procedures and Policies.
This policy outlines that all team members are responsible for the till to which they are
assigned. You should not allow another team member to use or access your till unless you are
present.

Safety & Wellbeing Policy
Safety is everyone’s responsibility!
You have a very important responsibility to maintain a safe working environment for yourself, your team
and our customers.
KFC and all managers are committed to ensuring your safety and wellbeing while you are at
work. They are responsible for maintaining a safe work environment and will ensure
adherence to safe work practices for each employee under their control.
As an employee, you are expected to:
• Follow all safety procedures and practices.
• Perform your duties in the correct manner.
• Report all unsafe conditions or incidents to your manager on duty and the Restaurant
Safety & Compliance System
The combined efforts of all managers and employees will ensure a safe environment for all
our employees, customers and visitors.
Safety is a personal responsibility, which starts at your Onboarding and remains relevant
throughout all your assigned station training. Take care, work the way you've been trained
and if seems unsafe, stop and report it to your manager.
For everyone's safety, including your own:
• DON'T run in the restaurant.

• Use all safety equipment and protective clothing provided.
• Never use defective tools or equipment
• Report all defects to your Manager on duty immediately.
• NEVER indulge in horseplay or practical joking, as such action often causes accidents.
• DON'T attempt to work with equipment or appliances with which you are not certified.
• Take care at all times when in the restaurant even when doing the simplest jobs.
• If you spill something on the floor, ensure that it is cleaned up immediately.
• If the floor is wet be sure to display the ’wet floor’ sign.
• Cleanliness and safety go hand in hand, keep your work area tidy.
• Follow the uniform policy to prevent injury around hot oil and moving equipment.
• Do not bring glass into the restaurant.
• Familiarise yourself and be aware of safety signs and hazards around the restaurant.
• If you think that something could be done more safely, provide suggestions to your
manager. Return to Contents ^
Incident Reporting
• Any incident that occurs at work, however minor, must be reported immediately to the
manager on duty. Delays in reporting an incident/injury may prejudice the subsequent
payment of compensation.
• It is also really important that you report any “near misses” to the manager on duty so that
any potential hazards can be investigated and appropriate safety measures put in place.
• If as a result of the incident you are injured, a First Aid box is located in every store. Should
the injury warrant further medical attention, the manager on duty will arrange for you to
visit the local doctor or the Emergency Department at the local hospital.
Workers’ Compensation
• In order to qualify for workers’ compensation you are required to complete the appropriate
forms and have your Manager immediately send them for processing.
• For ’lost time’ injuries a medical certificate is always required. Further medical certificates
are required by the relevant workers’ compensation authority or insurer periodically over
the duration of your incapacity to work.
• Prior to returning to work after injury you must produce a doctor’s clearance certificate.
Rehabilitation
As a responsible employer, we are committed to rehabilitating injured employees. This means
we will try, during the period when you are working towards a full return to normal duties, to
provide suitable alternative duties according to medical advice. Your Restaurant Manager will
work with you on a “Return to Work” Plan. To support this process we have a comprehensive
Injury Management Program.
Safety Disciplinary Action

Deliberate disregard of the safety policy, operating procedures and signs is a serious matter
and will lead to disciplinary action, up to and including termination. Be alert but not alarmed.
Supporting your Mental Health

KFC is committed to providing a mentally safe work environment, with systems and tools in
place to ensure that we can prevent harm, intervene early and support recovery from
psychological illness/injury.
We offer an Employee Assistance Program (EAP) that is available to our employees and their
families. It is a free, confidential counseling service. Contact Access EAP on 1800 818 728 at
any time to access help with physical, psychological or financial wellbeing.
Visit our wellbeing website DON'T WING YOUR WELLEBING for more fantastic resources,
click here.

Security
Unauthorised access to, or tampering with restaurant property or official records is a breach of Yum!
Policy.
Failure to follow KFC Security procedures may result in disciplinary action up to and including
termination and possible prosecution.
You are advised that in cases of suspected fraud or theft by employees, security surveillance
cameras, covert or overt are sometimes installed to assist in detecting offenders. Use of such
equipment will be in line with the applicable legislation for use of video surveillance
equipment. Generally, video surveillance is clearly visible via one or more cameras which can
be clearly seen by employees and is conducted on an ongoing basis. The purpose of overt
surveillance is to increase security for employees, customers and shareholders by reducing
the prospect of theft, robbery and unacceptable behaviour.
From time to time it may be necessary to install covert video surveillance. This means
that employees will not be able to see the video cameras and will not know they are being
recorded on video. Covert video surveillance will only be put in place where it is suspected
that unlawful activity by an employee or employees is occurring in the workplace, and all
legislative requirements will be observed by the Employer.
If you have any further queries regarding any form of video surveillance you should speak to
your People & Culture Representative or Franchisee.
Security is everyone’s responsibility and we expect you to have a good understanding of all
security procedures. If you have any doubts or concerns at all, speak to your People & Culture
Representative or Franchisee.

Disciplinary Procedures
Disciplinary procedures and corrective action plans are used to address policy violations and/or
Performance problems.
The severity of the violation or problems will dictate the nature of the progressive discipline
used. A full copy of the KFC Employee Counselling and Discipline Policy and Procedures
is attached at Appendix 3. Disciplinary Sanctions are a positive process for correcting
unsatisfactory job performance or misconduct. There are 4 types of Disciplinary Sanctions
that may be applied.
Informal Discussions/ Counselling

In the case of a minor breach in policy, procedure or performance issue, we will attempt to
resolve issues by providing feedback or by informal discussions.
Level 1 Warning
If your performance or conduct falls below acceptable levels you may be given a Level 1
warning. We will outline to you what we have identified as the issues with your performance
or conduct, and you will be given an opportunity to tell us any relevant information we should
know before such a warning is issued. You will be told the reason for the warning, what you
need to do to correct the performance issue and the consequences of not improving the level
of your performance. You are able to have a witness present during your discussions and
interviews with management.
Level 2 Warning
If, following a Level 1 Warning or Informal Discussion, your performance fails to reach
acceptable levels or you commit a further act of misconduct, you may be given a Level 2
Warning. We will outline to you what we have identified as the issues with your performance
or conduct, and you will be given an opportunity to tell us any relevant information we should
know before such a warning is issued. You will be told the reason for the warning, what
you need to do to correct the performance or conduct issue and the consequences of not
improving to the acceptable level which may include dismissal. You are able to have a witness
present during your discussions and interviews with management.
Other warnings
Depending on the circumstances and findings of an investigation, it may be decided that the
appropriate sanction is a first and final warning.
Dismissal
If your performance does not improve to an acceptable level or further acts of misconduct are
committed, you may be dismissed. If your behaviour involves serious misconduct, then you
may be dismissed without the above steps being taken. You are able to have a witness present
during your discussions and interviews with management.
Privacy Act
KFC is committed to the protection of your personal information. All personal information
provided by you will be dealt with in accordance with our Privacy Policy. You can obtain a copy
of our Privacy Policy by calling our Customer Service Hotline on 1800 620 723 -
Collins (07) 3352 0810
Internet, Email and Social Media Policy

KFC has clear guidelines in place on the acceptable use of workplace technology such as the Internet,
email and social media. A full copy of the Internet, Email and Social Media Policy is attached as
Appendix 4.
DON’T use any type of camera, video or recording device, including cell phone cameras, in the
restaurant. The only exception is for recognition activities or other business uses approved by
your Restaurant General Manager.
DON’T post or text any of the following:
• Videos or photos of the restaurant or anything that happens in the restaurant
• Videos, photos or sounds recordings that violate workplace policies, including Food Safety
Procedures and Anti-Discrimination and Harassment Policy
• Inappropriate videos or photos that reflect poorly on yourself, your job, the Brand, your
community or that could harm another person’s reputation
• KFC information, including operational standards, job aids, training materials, workplace
policies and product specifications
• Personal information of others, such as name, phone number and address
DON’T claim or leave the impression that you are speaking on behalf of the Brand.
DON’T use Social Media to complain or report concerns about things that happen in
the restaurant. Instead, talk with your Restaurant Manager, Area Coach, Franchisee or the
Employee Helpline 1800 640 124
You are personally responsible for anything you do, say and post on social media, even if
you do not use your real name. As an employee at a KFC restaurant, you must follow these
social media standards at all times.
REMEMBER:
If you violate any of these standards you will be:
• Subjecct to disciplinary action, up to and including termination.
• Subject to criminal charges if you violate any food safety standards
or otherwise tamper with any food in the restaurant.
• Even when you delete a post, it can be stored online forever.
Standards
• DO make it clear that what you are saying on Social Media is your own opinion.
• DO think about the possible effects of your post before you create or publish it.
• DO keep in mind that the Brand monitors online postings and will report ANY crimes,
including theft, vandalism, health code violations, food tampering / safety issues, to the
proper authorities.
• DO call the KFC Helpline - 1800 640 124 if someone is videotaping or taking pictures
anywhere in your restaurant without permission from your Restaurant General Manager.
NOTE: This does not apply to recognition activities and other approved business uses.
REMEMBER:
If you violate any of these standards you will be:
• Subject to disciplinary action, up to and including termination.
• Subject to criminal charges if you violate any food safety
standards or otherwise tamper with any food in the restaurant.
• Even when you delete a post, it can be stored online forever.

Yammertime! is a similar social media communication tool similar to Facebook for work. It’s a fun
platform where team members can post photos at work of their achievements, swap shifts, share ideas
and recognise others for doing a great job.
Our teams get so much enjoyment from recognising each other on Yammertime but we also
run some great competitions on Yammertime as well so make sure sign up for it!
Yammertime Do’s & Don’ts

DO DON’T
• Do share photos and videos that you’ve • Don’t post anything that violates KFC’s
taken. social media policy
Yammer Time is a great way to share your • Don’t post inappropriate jokes or mean
photos and videos of you and your team comments
being their best self, having fun and making • Don’t post anything you would not feel
a difference. comfortable sharing with your manager
• Do share photos and videos that are or any other team member
respectful for people of all ages. • Don’t be rude
Remember that our Yammer Time Yammer Time is a friendly place where
community is a diverse one, and that your everyone should feel safe and comfortable,
posts are available to people as young as it is not an appropriate place to abuse,
14 years old. attack, harass others.
• Do treat others as you would like to be • Don’t download or re use any confidential
treated. content with an external network (i.e.:
• Do have meaningful & genuine Facebook)
interactions
• Do have fun!
• Remember to think before you post.

Conflict of Interest Policy
Conflict of interest is to prevent employees in positions of influence from engaging in any activities or
having any interest, whether direct or indirect, which could conflict with proper performance of their
company responsibilities. You must report any situations to your Restaurant Manager as soon as you
become aware that a potential conflict of interest may exist.

Termination of Employment
We reserve the right to terminate your employment in certain circumstances, such as when your job
performance or conduct is determined to be unacceptable, or you engage in serious misconduct.
Below is a list of circumstances that may warrant termination on the basis of serious
misconduct. Instances of serious misconduct which may warrant termination of employment
may occur either directly or indirectly with your place of work and your employment with
KFC.
a. Physical and/or verbal abuse of another employee, customer or client on KFC restaurants,
when attending company functions, off the premises when wearing company clothing or
when representing the Company in other circumstances.
b. Willful disobedience of lawful instructions.
c. Acts of serious negligence or incompetence.
d. A serious breach of workplace health and safety responsibilities or obligations.
e. Unauthorised possession and/or movement of KFC’s, a customer’s or another worker’s
property. This includes scrap, waste, damaged or apparently abandoned items. In such
circumstances, KFC will exercise its discretion whether or not to report the matter to the
police.
f. Disclosure of confidential information.
g. The unauthorised removal, misuse or abuse of the fire protection or safety equipment.
h. Being in unlawful possession of non-prescription drugs on Company premises.
i. Consuming or being in possession for consumption any intoxicating liquor on KFC or Client
property during working hours without management approval.
j. Deliberate or negligent acts which cause injury or damage or adversely affect quality or
productivity.
k. Falsification or being party to falsification of any company or supplier document or record.
This includes but is not limited to time/wage/incident/ expense/ leave/operational records
and training records etc..
l. Breaches of cash handling protocols, including but not limited to, failure to account for
company monies, failure to properly secure monies, property or premises belonging to KFC
or for which KFC is responsible, inclusive of Youth Foundation donations.
m.Theft or other dishonesty.
n. Misuse of company monies e.g. petty cash, Youth Foundation donations.

We reserve the right to terminate your employment in certain circumstances, such as when your job
performance or conduct is determined to be unacceptable, or you engage in serious misconduct.
o. Conflict of Interest; for example, an employee engaged in any activity which adversely
prejudices their ability to carry out her/his responsibilities in the best interest of KFC, or
which benefits others in competition with KFC, is considered to have a conflict of interest.
This includes:
• Conducting business in competition with KFC.
• Purchasing at staff discount rates and selling them for the employee’s benefit.
• Distributing to others written, verbal or online information detrimental to the operation
of KFC.
• Conducting any business using KFC resources for personal gain.
• Being involved in a private business to such an extent that the involvement conflicts with
the employee’s ability to perform to the satisfaction of KFC. All private business interests
must be declared to KFC.
p. Reporting for work whilst under the influence of alcohol or drugs.
q. Bullying another employee or customer in breach of KFC's Workplace Bullying policy.
r. Harassment or sexual harassment of another employee, customer or client in breach of
KFC’s Discrimination and Sexual Harassment Policies and Procedures. You should note that
this is not a complete list and we will also contact the police if circumstances warrant this.
We want you to have a long career with us, so see your Restaurant Manager or Franchisee if
you have any doubts about any of the items listed.

Protected Disclosure 'Whistleblower' Policy
1.1 Whistleblower Protections
Under the law and our Protected Disclosure ('Whistleblower') Policy, if an individual who may
be a current or former employee, secondee, volunteer, or contractor of the Company (or even
a relative of one of these individuals) makes a disclosure of information (‘protected
disclosure’) about conduct of the Company that may amount to:
• a breach of certain laws;

• a danger to the public or financial system; or
• misconduct by the Company;
then the disclosing individual may be eligible for certain protections pursuant to legislation
and the Protected Disclosure Policy.
This protected disclosure should be made to a designated Whistleblower Protection Officer in

the first instance in order to be eligible for protection, but you will still be eligible for
protection if you make such a disclosure to:
• a Director or senior executive of the Company;

• an auditor or part of the team conducting an audit of the Company;
• an actuary of the Company; or
• a designated Whistleblower Investigation Officer.
If you make a protected disclosure, you are entitled to have your identity kept confidential.
Your identity will only be disclosed to specific regulatory entities if permitted by law, or if you
consent to your identity being disclosed. If information needs to be shared for the purposes
of an investigation, then all reasonable steps will be taken to ensure that your identity cannot
be determined.
If you make a protected disclosure, you are also entitled to protection from Detrimental
Conduct. Detrimental Conduct is conduct taken, or threatened to be taken, that causes or
may cause detriment to you in reprisal for making a protected disclosure.
For more information please speak to your Employer, who can provide
information regarding who to contact in your organisation to make a
disclosure.

ACKNOWLEDGEMENT
I, hereby indicate by my signature that I have read,

understood and accept the policies and procedures set out in this KFC Benefit,Policies and
Procedures Handbook.
I understand that if I do not abide by the policies and procedures disciplinary action up to and
including termination may apply.
Employee Name
Restaurant
Date
Signature
Manager Name
Title
Date
Signature
Once this page has been signed, it will be retained in the employees file.
NOTE:
You will have the opportunity to electronically sign this form through our Online
Onboarding system.

APPENDICES:
POLICIES AND PROCEDURES
Appendix 1: Workplace Bullying Policy 34
Appendix 2: Discrimination and Sexual Harassment Policy 40
Appendix 3: Employee Counselling and Discipline Policy 46
Appendix 4: KFC Social Media Policy Australia 61
Appendix 5: Yammertime Australia Acceptable Use Guidelines 67
Appendix 6: Child Employment Policy 70
Appendix 7: Protected Disclosure 'Whistleblower' Policy 84
Appendix 8: Fair Work Information Statement 96
Appendix 9: Casual Employment Information Statement 98
Appendix 10: Assisted Animals Policy 100
KFC Benefits and Policy Handbook 2022
33
WORKPLACE BULLYING POLICY
DATE ISSUED EFFECTIVE DATE SUPERSEDES
21 April 2015 21 April 2015 20 August 2004
APPROVED:
Managing Director Chief People Officer
Workplace Bullying Policy

1 KFC Benefit and Policy Handbook 2021 34
WORKPLACE BULLYING POLICY
1.1 Purpose
Yum Restaurants International (the Company) is committed to ensuring a healthy and safe
workplace that is free from workplace bullying. Workplace harassment or bullying is unacceptable
and will not be tolerated under any circumstances.
Any complaint of workplace bullying will be treated very seriously and will be thoroughly and
confidentially investigated.
If any employee is alleged to have engaged in behaviour that constitutes workplace bullying and
after investigation it is found that the allegation is true, that employee will be disciplined under the
disciplinary procedure. If disciplinary action is taken it may take any form up to and including
summary dismissal.
1.2 What is workplace bullying?

Workplace bullying is repeated unreasonable behaviour by a worker or group of workers directed
towards another worker that creates a risk to health and safety. It includes behaviour that a
reasonable person would be likely to find intimidating, offensive, degrading, or humiliating. This
behaviour may occur in front of co-workers, customers or in isolation.
Behaviours that may be regarded as workplace bullying, if the behaviour is repeated or occurs as
part of a pattern of behaviour, include, but are not limited to:
 physical or verbal abuse;

 yelling, screaming or offensive language;
 excluding or isolating employees;
 psychological harassment;
 intimidation;
 assigning meaningless tasks unrelated to the job;
 giving employees impossible jobs;
 deliberately changed work rosters to inconvenience particular employees;
 undermining work performance by deliberately withholding information vital for
effective work performance;
 repeated threats of dismissal or other severe punishment for no reason;
 ridiculing and putting down a person either verbally or in writing via email, text
messages or on social media websites;
 leaving offensive messages on email, in written form or on the telephone;
 persistent and unjustified criticisms, often about petty, irrelevant or insignificant
matters;
 humiliating or belittling a person through gestures, sarcasm, criticism and insults,
often in front of customers, management or other workers;
 spreading gossip of false, malicious rumours about a person with an intent to cause
the person harm.
Workplace Bullying Policy 2

Bullying behaviour is repeated behaviour. However, this does not mean that the specific
behaviour type must be repeated. Behaviour will be considered repeated if a pattern of bullying
can be identified, whether it is the same behaviour or a series of different behaviours.
Workplace bullying is not limited to conduct that occurs at the workplace. Any material that is
posted on social media websites, including social networking, micro-blogging and video or photo
sharing websites that is directed towards another employee and is found to be inappropriate for
any of the following reasons:
 offensive;
 obscene;
 defamatory;
 threatening;
 harassing;
 belittling;
 malicious; or
 hateful;
will constitute a breach of this policy and attract disciplinary action up to and including dismissal,
depending on the circumstances.
1.3 What is not workplace bullying?

The following situations are not considered to be workplace bullying.
1.3(1) Reasonable management action
Legitimate and reasonable management actions and business processes, such as actions taken
to transfer, demote, discipline, redeploy, retrench or dismiss staff members are not considered to
be workplace bullying, provided these actions are conducted in a reasonable way.
1.3(2) Single instances or occurrences
Single incidents or occurrences involving inappropriate behaviour do not fall within the definition
of workplace bullying. Any such incidents will be investigated and addressed as breaches of
other Company policies which outline appropriate standards of behaviour.
1.3(3) Discrimination and sexual harassment
Acts of unlawful discrimination, vilification or sexual harassment are not considered workplace
bullying. Workplace discrimination and sexual harassment is unacceptable and will not be
tolerated under any circumstances. In situations where such acts are involved, we encourage
you to report it. Please refer to the Company’s Discrimination and Sexual Harassment Policy and
Procedures Manual.

1.3(4) Ordinary workplace conflict
Occasional differences in opinion, non-aggressive conflicts, disagreements and problems in

working relationships are part of work life and should not be regarded as bullying
1.4 Adverse effects on the Company

Workplace bullying can create an unsafe working environment, cause the loss of trained and
talented employees, the breakdown of teams and individual relationships, increased
absenteeism, reduced productivity and can create legal risks. It can result in bad publicity and a
poor public image for the Company. Other costs can include increased employee assistance
costs such as counselling and mediation as well as increased workers’ compensation claims and
recruitment and training costs.
The Company believes that all employees should be able to work in an environment free of
bullying. Managers and supervisors must ensure employees are not bullied.
1.5 Adverse effects on the employee

Workplace bullying can have devastating effects on those who are subjected to it including
permanent psychological and physiological effects. Employees who are bullied can become
distressed, anxious, withdrawn, depressed and can lose self-esteem and self-confidence.
Physical effects can include sleep disturbances, stomach problems, headaches, panic attacks
and impaired ability to make decisions resulting in a reduced capacity to work.
Young workers have characteristics that may make them particularly susceptible to workplace
bullying:
Characteristic Implications
The size of the person & level of Are young workers physically
physical maturity intimidated by older colleagues?
Their confidence to raise problems with Would young workers feel confident to
their supervisor make a complaint about another worker’s
language or behaviour towards them?
Their ability to cope with What would a young worker in a retail

unexpected & stressful situations shop do if confronted by aggressive
customers or colleagues?
These special characteristics of children and young workers at the workplace can affect health
and safety and should be considered when dealing with young workers.
If an employee is found guilty of bullying, the affected employee may instigate legal proceedings
against the offending employee. Commencement of legal proceedings will have an equally
devastating effect on both employees. The Company will not indemnify employees against any
costs or expense incurred as a result of their bullying another member of staff.

Every complaint of bullying will be thoroughly investigated and depending on the outcome of that
investigation, disciplinary action will be taken against the perpetrator of the bullying. Disciplinary
action may involve a warning, transfer, counselling, demotion or dismissal, depending on the
circumstances.
1.6 Eliminating workplace bullying

The Company will take the following actions to prevent and control exposure to the risk of
workplace bullying:
 provide all workers with workplace bullying awareness education;

 abide by a code of conduct for workers to follow;
 maintain a complaint handling system and inform all workers on how to make a
complaint, the support systems available, options for resolving grievances and the
appeal process;
 regularly review the workplace bullying policy, complaint handling system and
education.
1.7 Co-operation from workers
The Company 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 bullying to their immediate supervisor or next level supervisor.
Managers and supervisors must also ensure that workers are not exposed to workplace bullying.
Management are required to personally demonstrate appropriate behaviour at all times, promote
the workplace bullying prevention policy, treat complaints seriously and ensure where a person
lodges or is witness to a complaint, that this person is not victimized. Managers must report
incidents of workplace bullying to Human Resources.
1.8 Complaints procedure
1.8(1) General Guidelines
This complaints procedure aims to provide a means for impartial, prompt and confidential
investigation and resolution of complaints without prejudice to the parties involved.
All complaints will be taken seriously and kept confidential for the benefit of all parties concerned.
Complaints will be investigated by a staff member specially selected to deal with complaints and
this Complaints Procedure outlines how complaints will be dealt with.
The procedure is voluntary and does not stop anyone from making a complaint to the relevant
authority.

1.8(2) What to do if you are being bullied, or suspect someone else may be the victim of
workplace bullying.
Any worker who is a victim of workplace bullying or who believes workplace bullying may be
directed at one of their colleagues should immediately report their concerns to their immediate
supervisor or next level supervisor or a member of the People & Culture team who will be able to
provide them with advice and assistance on how to deal with the complaint. It is important that
the matter is raised with the Company to that appropriate action or counselling may be given.
The Company has a complaint handling system, covered in the Employee Counselling and
Discipline Policy, which includes procedures for reporting, investigating, resolving and appealing
workplace bullying complaints. Any reports of workplace bullying will be treated seriously and
investigated promptly, fairly and impartially. A person making a complaint and/or who is a witness
to workplace bullying will not be victimised.
1.8(3) Confidentiality
Confidentiality is considered to be very serious when any allegations of harassment are raised.
Any employee who is involved in an investigation about workplace bullying must treat the matter
as highly confidential. The issue should not be discussed with co-workers or the complainant.
1.8(4) Follow up
The Company will ensure that follow up steps are taken to check that the behaviour that formed
the basis for the complaint has stopped.
If the behaviour has not stopped then the Human Resources Officer will meet with management
to discuss whether further steps should be taken to discipline the Respondent. If there is serious
and willful misconduct then the Respondent may be dismissed without notice. The complainant
will be kept informed of the steps that are being taken to monitor the issues.
1.9 General
The Company policy is to be prominently displayed on a notice board in each working area.
Copies of the policy must be available on request to employees.
A copy of the policy is to be shown to all prospective employees to avoid subsequent

misunderstanding.

Discrimination and Sexual Harassment Policy
01 November 2013 01 November 2013 20 August 2004
APPROVED:
Corporate Policy – Yum! Restaurants Discrimination And Sexual Harassment Policy Page 1
© Yum! Restaurants International
DISCRIMINATION AND SEXUAL HARASSMENT POLICY
1.1 Purpose
Yum! Restaurants Australia (Company) is committed to ensuring that the

working environment is free from discrimination and sexual harassment and
that equal opportunity is provided to all.
The purpose of this policy is to confirm Yum Restaurants position on sexual

harassment at all levels within the company and provide guidance to
employees in how to approach and deal with situations where they feel sexual
harassment may have occurred
Unlawful discrimination and sexual harassment will not be tolerated

under any circumstances.
Discrimination, vilification and sexual harassment are considered to be

misconduct. Disciplinary action will be taken against any employee (or agent)
who unlawfully discriminates, vilifies or sexually harasses another employee,
customer, member of the public or any other person connected in any way to
the Company. The disciplinary action taken will depend on the circumstances
but may involve a warning, transfer, counseling, demotion or dismissal.
The Employee Relations Director will have overall responsibility for this policy
and for its review annually. Line Managers will have implementation
responsibilities
1.2 What is discrimination?
Discrimination occurs when someone is treated less favourably on the basis

of any of the following attributes:
 race  sexuality
 gender  family responsibilities
 age  pregnancy
 trade union activity  marital status (i.e. whether
 nationality someone is married or not)
 religious belief or religious  breast feeding
activity  parental status (i.e. whether
 physical or intellectual disability someone has children or not)
 political conviction or activity  social origin
 employment activity  personal association (whether as a
relative or otherwise) with a person
 physical features
who is identified by reference to any
 lawful sexual activity of the above attributes.
 gender identity
It is also unlawful to discriminate on the basis of someone's association with a
person who has one of these attributes.
Some examples of discrimination are:

 judging someone on their political or religious beliefs rather than on their
actual work performance;
 relying on stereotypes or assumptions when making decisions about a
person's career;
 undermining a person's authority because of their race, gender or sexual
preference;
 denying promotions to someone because of their race, gender identity or
age;
 making jokes or comments about another worker's racial or ethnic
background or religious beliefs;
 denying further training to an employee because they have a disability;
 telling a breastfeeding customer or a person with a guide dog that they
are required to leave the shop;
 refusing service to a customer because of their race or religion.
Unlawful discrimination occurs because people make assumptions about

others, simply because they have one of the above characteristics. This list
of examples is not a complete list of discrimination which could occur in the
workplace. We expect that all of our staff will never treat someone less
favourably because they have one of these characteristics.
It is also unlawful to, by a public act, incite hatred towards, serious contempt
for, or severe ridicule of, a person or group of persons on the ground of their
race, religion, sexuality or gender identity. This is known as vilification and it
is not tolerated by the Company.
1.3 What is Sexual Harassment?
Sexual harassment is any unwelcome, uninvited or unwanted behaviour of a

sexual nature which makes a person feel humiliated, intimidated or offended.
It can take many different forms and may include physical contact, verbal
comments, the display of offensive material or other behaviour. Some
examples of the sorts of behaviour which may be sexual harassment are:
 uninvited touching, kissing or embracing;

 patting, pinching or touching;
 unnecessary familiarity - deliberately brushing against a person;
 sexual propositions;
 sex based insults, taunts, teasing or name calling;
 persistent questions or insinuations about a person's sex or private life;
 suggestive comments about a person's appearance or body;
 offensive telephone calls, letters or emails, and other communications
through social networking sites;
 making promises or threats in return for sexual favours;
 indecent exposure or sexual gestures;
 sexually explicit conversations or references to sex;
 intrusive questions of a sexual nature;
 proposals of marriage or declarations of love or repeated invitations to go
out after prior refusal;
 stalking;
 smutty jokes or comments;
 display of sexually graphic material (including posters, cartoons and
messages);
 staring or leering at a person or parts of their body;
 touching or fiddling with a person’s clothing (e.g. lifting up skirts or shirts,
flicking bra straps or putting hands in someone’s pockets).
This is not an exhaustive list as there are many different actions that may
constitute sexual harassment. They are useful examples though which show
the wide range of actions that may fall within the definition of sexual
harassment.
An employee who is subjected to sexual harassment in the workplace by a

person other than a co-worker (e.g. customer, agent or other person) should
report this to their supervisor.
Sexual harassment is not behaviour which is based on mutual attraction,

friendship and respect. If interaction is consensual, welcome and
reciprocated it is not sexual harassment.
You should never assume though that behaviour is welcome - just

because you think that the behaviour is acceptable does not mean that
the same standards will be applied by someone who is on the receiving
end of that behaviour.
1.4
The Relevant Laws
Discrimination, vilification and sexual harassment are against the law and is in
contravention of Federal and State legislation. If you discriminate against,
vilify or sexually harass someone, they can take legal action against you, and
our organisation may also be exposed to liability.
Some types of sexual harassment may also be offences under the criminal
law. These include:
 physical molestation or assault;

 indecent exposure;
 sexual assault;
 stalking; and
 obscene communications.
This policy is not limited to sexual harassment between co-workers. This

policy also applies to harassment by or of supervisors, managers, contractors
or service providers and customers.
It is also important to realise that harassment is not just unlawful during work
hours or in the workplace itself. This policy applies to any work related
context, including work functions and Christmas parties.
1.5 Victimisation
It is also unlawful to victimise someone because:
(a) they refused to discriminate against somebody; or

(b) they have made allegations of discrimination or harassment; or
(c) they are involved in a proceeding under the discrimination laws; or
(d) because you believe that they or someone they know has done any of
those things.
We take these rules seriously and will ensure that any complaints are treated
confidentially and sensitively. Any employee victimising someone in relation
to a complaint will be disciplined, which may include dismissal.
1.6 Procedure
Eliminating sexual harassment
Yum will take the following actions to prevent and control exposure to the risk
of sexual harassment:
 Provide all workers with sexual harassment awareness education;
 Abide by a code of conduct for workers to follow
 Maintain a complaint handling system and inform all workers on how to
make a complaint, the support systems available, options for resolving
grievances and the appeal process;
 Regularly review the sexual harassment policy, complaint handling
system and education.
Co-operation from workers
Yum 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 sexual harassment to
their immediate supervisor or next level supervisor.
Managers and supervisors must also ensure that workers are not exposed to
sexual harassment. Management are required to personally demonstrate
appropriate behaviour, promote the sexual harassment prevention policy,
treat complaints seriously and ensure where a person lodges or is witness to
a complaint, that this person is not victimized. Managers must report
incidents of sexual harassment to Human Resources.
What can you do if you believe you have been discriminated against,
vilified or sexually harassed?
You have the option of confronting the harasser directly if you feel confident
enough to do so. If you do not feel this is possible, or if it does not cause the
conduct to cease, you should make a complaint to your immediate supervisor
or next level supervisor who will be able to provide you with advice and
assistance on how to deal with the complaint. It is important that the matter is
raised with the Company so that appropriate action or counseling may be
given.
All complaints will be treated seriously and in confidence. We have a

Complaints Procedure which contains more information on how complaints
will be dealt with.
1.7
Supervisors and Managers Responsibilities
All managers and supervisors are expected to:
 ensure that employees, customers and others connected with the

Company are not sexually harassed, vilified or discriminated against by
employees of the Company in work related areas or in the provision of
goods and services;
 monitor the working environment and ensure that conduct is acceptable
at all times. Take appropriate action if it is not;
 demonstrate appropriate behaviour themselves;
 promote the Company's Discrimination, Sexual Harassment and
Workplace Harassment Policy within their work area;
 treat all complaints seriously and take immediate action to investigate
and resolve any matters raised with them;
 refer a complaint to Human Resources if they do not feel that they are the
best person to deal with the case.
1.8
Responsibilities of all Employees
All employees have a responsibility to:

 comply with this policy;
 offer support to anyone who is being harassed or discriminated against
and let them know where they can get help and advice; and
 maintain complete confidentiality if they provide information during the
investigation of a complaint. Gossip or rumour may expose employees
and the Company to defamation action.
EMPLOYEE COUNSELLING AND
DISCIPLINE
01 March 2010
APPROVED:
Corporate Policy - Employee Counselling & Discipline © 1 1 of 15

POLICY
1.1 POLICY STATEMENT
YUM! Restaurants Australia (YRA) is committed to maintaining a positive, open and

productive work environment and the primary purpose of these policies and
procedures is to ensure we are able to avoid misunderstandings and provide a system
to facilitate fair treatment of employees at all levels of the Company according to
common standards. By this process we believe that the business will run more
efficiently and the employees will obtain greater job satisfaction, and security. This will
in turn help to ensure a safe, secure, pleasant and productive work environment for
every employee.
In order to achieve this, it is important that all staff abide by company policies and act
in a responsible and fair manner when carrying out their duties as well as in respect of
their interaction with other staff members, customers and suppliers. The Disciplinary
and Counselling procedure is designed to help and encourage employees to achieve
and maintain appropriate standards of conduct, attendance and job performance.
All employees will be made aware of the standards of performance, conduct and
attendance expected of them. They will be informed as soon as possible of any
problems relating to these matters and, apart from serious offences or misconduct
warranting immediate disciplinary action or summary dismissal, will be given a
reasonable opportunity to correct unsatisfactory performance or conduct prior to
disciplinary action being taken. All matters relating to employee conduct or
performance will be investigated thoroughly and will be dealt with promptly, fairly and
consistently.
The Company is committed to having a disciplinary process that is fair, and free from
discrimination, favouritism or bias. When a warning is considered, company action will
be appropriate to the offence committed.
Where matters relate solely to performance issues the purpose of this policy is to
provide an adequate opportunity to enable the employee to improve and develop so
that the employment relationship is able to continue. The level of counselling given will
vary from case to case and the process for implementing counselling will be the same
as for any other disciplinary matter.
1.2. RESPONSIBILITY
All Line Managers have a responsibility to ensure that all employees:
• Are aware of the terms and conditions of their employment.

• Are familiar with the policies, rules and regulations relating to their
work.
• Receive adequate training in their work role and understand what
standards of performance and conduct are expected of them; and
• Understand and comply with all relevant Company policies and
procedures, including those relating to Occupational Health and
Safety and the Environment, and Equal Employment Opportunity.
Employees have an obligation to comply with Company policies, rules and procedures
and to work to agreed performance standards.
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Corporate Policy - Employee Counselling & Discipline ©
It is the Line Managers responsibility to ensure that these procedures are followed.
Line Managers may seek the advice and counsel of their People & Culture
department representative in implementation of the procedures.
1.3 APPLICATION
These rules are designed to clearly and impartially regulate our workplaces and all
employees are expected to abide by these guidelines. A breach of these guidelines
will amount to misconduct and appropriate disciplinary action will be taken. The
disciplinary action taken will depend on the circumstances in each case, but may
involve a warning, transfer, counselling, demotion or dismissal.
We do not relish taking disciplinary action against any employee, and in order to avoid
having to do so we stress here the importance for all employees to abide by the
Company's standards and these guidelines. Our aim is, and we sincerely hope, that
each employee's association with the Company will be long, satisfying and profitable
for us all.
2 DISCIPLINARY ACTION
2.1 CONDUCT OR POOR PERFORMANCE THAT MAY LEAD TO DISCIPLINARY

ACTION
Yum! Restaurants Australia believes that employees should be free to enjoy their
workplaces and promote an environment which does not hinder the employees' ability
to have fun. However, it is very important that employees remember that the
workplace is an environment where many different people, with different views and
attitudes will congregate. In the light of that it is essential that employees conduct
themselves in a professional and considerate manner and in accordance with the
company policies and procedures.
It is also expected that employees are to conduct themselves with commonly accepted
standards of respect for fellow employees, suppliers and customers, and also take
proper care of any property belonging to others. Employees will be held accountable
for their own conduct and performance.
It is also expected that employees will at all times perform their duties to the best of
their abilities and to the standards that are set by YRA for their position.
In the event that employees fail to conduct themselves properly or perform their duties
below the standard expected, it may be necessary for the Company to invoke this
disciplinary procedure. There are various disciplinary sanctions, described below, that
the Company may impose in the event that an employee is found to have committed
any act of misconduct. Every alleged case of misconduct, inappropriate behaviour,
poor performance or the like will be dealt with on its own merits and the circumstances
of each case will be considered before any decision about disciplinary action is made.
As every case will arise from different circumstances it is not possible to provide an
exhaustive list of conduct that would warrant disciplinary action under this section,
although some examples are given in section 4. For the same reason every allegation
is considered in its' own right as it is not possible to categorise each and every
situation in such a way as to state which disciplinary sanction may be appropriate in
every case.
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3. DISCIPLINARY SANCTIONS AVAILABLE TO THE COMPANY
3.1. LEVEL 1 WARNINGS
If the Company considers that the employee's conduct or performance is such that it
falls below the acceptable standards of conduct or performance, the employee may be
given a warning. The employee will be told:
• the reason for the warning;
• if the warning relates to poor performance the nature of the improvement that
is expected and the time in which the improvement must be achieved;
• if the warning relates to an act or acts of misconduct the nature of the act or
acts of misconduct;
• that this warning is a level 1 warning in accordance with the disciplinary
procedure,
• that failure to address the issue may lead to further warnings or other
sanctions, including a level 2 warning or dismissal.
If after being issued with a warning of this type, the employee commits a further act of
misconduct, or the employee's performance does not improve to an acceptable
standard, further disciplinary action may be taken which may include the issue of a
level 2 warning or dismissal, dependant on the circumstances of the individual case.
Ensure complete and detailed notes are recorded on the Disciplinary Interview Record,
and all parties in attendance sign the record. Signature is not mandatory, but is highly
desirable.
The notes should include a statement of the problem, the employee's explanation,
action required, consequences of further breach/ failure, prior warnings and, if a
witness is declined, acknowledgement of this.
A copy of this warning will be kept on the employee's personnel file.
3.2. LEVEL 2 WARNING
If, following the level 1 warning/s the employee:

• continues to fail to reach acceptable standards, or
• commits a further act of misconduct, or
• if the nature of the conduct or performance issue is so serious, such that the
person conducting the disciplinary process considers it appropriate, a level 2
warning may be issued.
The employee will be told:
• The reasons for the warning;

• About the previous warning/s
• That it is a level 2 warning in accordance with the disciplinary procedure and
that any recurrence may lead to further disciplinary action which may include
dismissal;
• If the warning relates to poor performance, the nature of the improvement that
is expected and the time in which the improvement must be achieved and that
failure to achieve the standards set may lead to a level 2 warning or dismissal;
• If the warning relates to an act or acts of misconduct, the nature of the act or
acts of misconduct and that future misconduct may lead to a further warnings or
dismissal.
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If after being issued with a warning of this type the employee commits a further act of
misconduct or the employee's performance does not improve to an acceptable
standard further disciplinary action may be taken which may result in dismissal.
Ensure complete and detailed notes are recorded on the Disciplinary Interview Record,
and all parties in attendance sign the record. Signature is not mandatory, but is highly
desirable.
The notes should include a statement of the problem, the employee's explanation,
action required, consequences of further breach/ failure, prior warnings and, if a
witness is declined, acknowledgement of this.
A copy of this warning will be kept on the employee's personnel file.
3.3. DISMISSAL
If there is no satisfactory improvement or further misconduct occurs or further

performance issues are raised despite having received any of the above warnings,
individually or consecutively, or the nature of the conduct is such that summary
dismissal is justified the Company is entitled to dismiss the employee either with or
without notice dependent on the circumstances leading to the decision to dismiss.
If dismissal occurs the employee will be informed orally and this oral notification will be
followed by letter which will give brief reasons for dismissal.
3.4. SUMMARY DISMISSAL FOR SERIOUS MISCONDUCT
If it is established that the employee's conduct amounts to serious misconduct, the

employee will be dismissed without notice or payment in lieu of notice.
What is Serious Misconduct?
Some instances of misconduct may be considered so serious that the Company may
believe the appropriate disciplinary sanction is instant dismissal. These matters are
referred to as instances of 'serious misconduct'.
Where serious misconduct has occurred, the company will be entitled to terminate the
offending employee's employment without the need to have provided:
• notice of termination or payment in lieu of notice (i.e. instant dismissal); or
• a prior warning.
This is sometimes referred to as instant or summary dismissal.
4. EXAMPLES
4.1. EXAMPLES OF CONDUCT FOR WHICH DISCIPLINARY SANCTION MAY BE

IMPOSED:
a) Failure to perform work satisfactorily.

b) Failure to follow company policies and/or procedures.
c) Poor time keeping, including arriving late for work or from lunch and /or tea breaks.
d) Leaving the Company premises before the official finishing time without approval.
e) Using inappropriate language, which may cause offence to another person, while
at the company's place of work.
f) Leaving the assigned workstation during rostered work hours without permission of
the Manager other than for a tea break or lunch break.
5 of 15
g) Disorderly conduct, practical jokes and inappropriate horseplay whether it is
intended to cause offence or not.
h) Misuse of Company equipment or defacing Company property.
i) Failure to follow safety requirements. This includes failure to use safety guards or
failure to wear or use safety equipment and/or protective clothing or appropriate
footwear.
j) Failure to report an incident or personal injury occurring at work.
k) Failure to comply with the staff discount policy.
I) Gambling for personal gain whilst at work. Where a Social Club or group wishes to
conduct a raffle or sweepstake, the proper permission should be sought through
the Line Manager.
m) Indulging in unauthorised personal recreational activities during working hours.
n) Unauthorised absence from work.
o) Smoking in a non-smoking area.
4.2. EXAMPLES OF BEHAVIOUR WHICH MAY RESULT IN SUMMARY

DISMISSAL
The following list provides examples of conduct that may be considered to amount to
serious misconduct warranting summary dismissal. The list is not an exhaustive list of
all matters that may constitute serious misconduct. If the Company believes that an
employee is guilty of misconduct in other circumstances that are serious enough to
warrant summary dismissal, the Company is entitled to summarily dismiss that
employee on grounds of serious misconduct and in accordance with the procedure
outlined further in this policy
a) Physical and/or verbal abuse of another employee, customer or client on

Company premises, when attending company functions, off the premises when
wearing Company clothing or when representing the Company in other
circumstances.
b) Willful disobedience of lawful instructions.
c) Acts of serious negligence or incompetence.
d) A serious breach of workplace health and safety responsibilities or obligations.
e) Unauthorised possession and/or movement of the company's, a customer's or
another worker's property. This includes scrap, waste, damaged or apparently
abandoned items. In such circumstances, the Company will exercise its
discretion whether or not to report the matter to the police.
f) Disclosure of confidential information.
g) The unauthorised removal, misuse or abuse of the fire protection or safety
equipment.
h) Being in unlawful possession of non-prescription drugs on Company premises.
i) Consuming or being in possession for consumption any intoxicating liquor on
Company or Client property during working hours without management
approval.
j) Deliberate or negligent acts which cause injury or damage or adversely affect
quality or productivity.
k) Falsification or being party to falsification of any company or supplier document
or record. This includes but is not limited to time/wage/incident/expense/leave/
scrap records etc.
I) Breaches of cash handling protocols, including but not limited to, failure to
account for company monies, failure to properly secure monies, property or
premises belonging to the Company or for which the Company is responsible.
m) Theft or other dishonesty.
n) Misuse of company monies e.g. petty cash.
o) Conflict of Interest; for example, an employee engaged in any activity which
adversely prejudices their ability to carry out her/his responsibilities in the best
6 of 15
interest of the Company, or which benefits others in competition with the
Company, is considered to have a conflict of interest. This includes:
i. Conducting business in competition with Company.
ii. Purchasing at staff discount rates and selling them for the employee's
benefit.
iii. Distributing to others written or verbal information detrimental to the
operation of the Company.
iv. Conducting any business using Company resources for personal gain.
v. Being involved in a private business to such an extent that the involvement
conflicts with the employee's ability to perform to the satisfaction of the
Company. All private business interests must be declared to the
Company.
p) Reporting for work whilst under the influence of drugs or alcohol.
q) Bullying or otherwise abusing another employee or customer.
r) Harassment or sexual harassment of another employee, customer or client in
breach of the Company's Discrimination and Sexual Harassment Policies and
Procedures.
5. OPEN DOOR POLICY
The Open Door Policy allows an employee to refer any issue pertaining to their work to
the next appropriate level of management. If an employee is dissatisfied with a
disciplinary decision, the employee can then refer the matter to the next level of
management. Where the next level is unable to resolve the matter, the employee may
refer to more senior line management or to the People & Culture Department.
7 of 15
APPENDIX A
EMPLOYEE COUNSELLING AND DISCIPLINARY PROCEDURE
1. INTRODUCTION
An employee, whose performance, attendance or behaviour is found not to be of an

acceptable standard, should be subject to the counselling/disciplinary procedure.
The objective of establishing such a procedure is to encourage improvement in the

performance, behaviour or attendance of employees and to ensure that in the event of
a dismissal, the company has not been harsh, unjust or unreasonable.
There are no hard and fast rules as to how many warnings should be given before
dismissal is instituted. Depending on the circumstances, a fair and equitable process
would involve:
(i) Counseling (unless the circumstances should warrant
disciplinary action)
(iii) Disciplinary process involving Level 1 warnings;
(iv) Level 2 Warning
(v) Dismissal
The nature of the misconduct will determine the level at which action should
commence.
The Employee Counselling and Disciplinary procedure will be applied, as necessary,

promptly and consistently to all employees of YRA.
2. INVESTIGATION OF ISSUES OF MISCONDUCT
In the case of misconduct, all allegations must be investigated in timely, fair manner.
The investigation needs to determine what exactly occurred, who was involved and
whether there have been any past incidents of such misconduct. All witnesses must be
interviewed and careful notes taken of their evidence. The employee concerned must
be interviewed and given the opportunity to properly address the allegations. The
employee will be given the right to have a support person at all interviews.
As every situation is different and the time taken to investigate issues will vary. If the
Company feel it appropriate they may suspend an employee from their work until such
time as a disciplinary meeting can be arranged. The employee will be paid for that
period of suspension based on their normal roster and rates of pay for the period of
the suspension. If the matter cannot be dealt with at the first disciplinary meeting then
the employee's suspension will continue until such time as the disciplinary procedure
is concluded.
Suspension is not a disciplinary sanction and should not be regarded as such

In the case of misconduct, the Employee Counseling and Disciplinary procedure as
follows shall commence only after the investigation has determined the culpability of
the employee.
3. COUNSELLING (OPTIONAL STAGE)
Counselling an employee involves giving advice and guidance to an employee. It is

about urging and recommending a particular type of behaviour or performance in
contrast to the unacceptable behaviour or performance demonstrated by the employee
8 of 15
It represents an intermediate step before actioning the formal disciplinary procedure.
It should be seen as a positive attempt to resolve an emerging problem.
The employee should be allowed to request the presence of a support person at any
stage during this process.
A counselling session will not always be appropriate. It is not a mandatory step in the
disciplinary process; it will be applied by the line manager wherever
practical/appropriate. The following procedures should be adopted
(i) The areas of concern should be fully explained to the employee.
(ii) The employee should be given the opportunity to explain why the
Company's expectations are not being met and to raise any
issues or grievances they may have. The Line Manager should
fully investigate and give proper consideration to any matters
raised by the employee. Agreement should be reached if possible
on the nature of the problem.
(iii) Make sure the employee understands the standards of

performance, attendance or conduct expected, or the relevant
Company policy and rules.
(iv) Employees should be quite clear on how their performance or

conduct has deviated from what is expected or required. The Line
Manager should ensure that the goals/standards set are realistic.
(v) Agree with the employee specific action to be taken or assistance

to be given and set a date for review within an appropriate time
frame (usually not beyond three months).
(vi) A written record should be made of the counselling session,

provided to the employee and a copy placed on the employee's
personnel file. The written record should contain:
• all details of the matters of concern raised,
• the counselling session held,
• details of the corrective action required and the understanding
reached by both parties.
• If deemed appropriate, all parties should be requested to sign
all records of interview to acknowledge the accuracy of the
record. In the event that a party refuses to sign the document,
then a note to that effect should be placed on the record.
Following the counselling session, the performance/conduct should be monitored and

feedback provided to the employee. If the performance/conduct has been satisfactory,
the Line Manager should confirm that a satisfactory performance/conduct is now being
exhibited in response to initial counselling and indicate to the employee that the matter
is closed.
It is important, however, that the employee understands that for the matter to remain
closed, the unsatisfactory performance/conduct should not occur again and that any
recurrence of the unsatisfactory performance/conduct could result in a formal warning.
The feedback should be documented and placed on the employee's record.
9 of 15
4. DISCIPLINARY ACTION
This process is commenced where there has been a more serious breach of company
requirements or repeated violations where previous less formal steps have not been
successful in resolving the problem. In such circumstance, a first written warning may
be issued.
The employee should be allowed to request the presence of a support person at any
stage during this process.
When an employee is subjected to disciplinary action the following procedure will be

followed:
4.1. LEVEL 1 WARNINGS
(i) The employee should be informed about the general nature of the
meeting and the requirement to attend
(ii) Ideally a second representative of the Company should be present at the

interview to take detailed notes of the meeting.
(iii) In relation to performance issues:

i. The areas of concern should be fully explained to the employee.
Reference (where relevant) should be made to any previous counselling
session(s) and to the lack of improvement noted. The employee should
be reminded of the seriousness of the issue
ii. An explanation should be sought from the employee as to the reason for
the unsatisfactory performance. The employee should also be given the
opportunity to raise any issues or grievances they may have that relate to
the issue. The Manager should fully investigate and give proper
consideration to any matters raised by the employee before any decision
is made. Depending on nature and seriousness of the allegations, they
may also be provided in writing and the employee will be afforded
reasonable time to provide a response.
(iv) In relation to misconduct issues:

i. The allegations and findings of any investigation should be fully outlined
to the employee. Reference (where relevant) should be made to any
previous counseling session(s) and to the nature of the ongoing
misconduct. The employee should be reminded of the seriousness of the
issue
ii. An explanation should be sought from the employee as to the reason for
the misconduct. The employee should also be given the opportunity to
raise any issues or grievances they may have that relate to the issue.
The Line Manager should fully investigate and give proper consideration
to any matters raised by the employee before any decision is made.
Depending on nature and seriousness of the allegations, they may also
be provided in writing and the employee will be afforded reasonable time
to provide a response.
(v) The employee (where relevant) should be invited to indicate steps that
might be taken to improve his/her performance or conduct, e.g. further
training, more direct supervision, transfer to another position.
10 of 15

(vi) An action plan should be agreed to help overcome the problems
identified, including the setting of specific objectives to be achieved.
Further clarification by the manager should be given as to the standard
of performance or conduct expected and the consequences of not
meeting those standards
(vii) A review period should be specified during which the employee’s

performance would be closely monitored and further counseling or
assistance provided where required.
(viii) The discussions must be documented in the form of minutes. The names
of all those present at the meeting should be recorded on the
Disciplinary Interview Procedure Form. The document should be signed
by all parties and a copy provided to the employee. If the employee
refuses to sign the form, a note to that effect should be recorded on the
minutes
(ix) In addition, a detailed letter of warning may be provided to the employee

within 24 hrs. It should include:
■ reference to the interview
■ statement outlining the poor performance or conduct
■ statement referring to the previous counseling or warning as
relevant
■ statement of the Company's concern regarding the continuation of
the poor performance or misconduct and that ... "the problem can
no longer be allowed to continue";
■ statement as to the expectations and the review process
■ statement as to the consequences of further breaches.
4.2. LEVEL 2 WARNING
i. If the employee's performance or conduct does not improve sufficiently

following formal written warnings, then a further meeting should be conducted.
Again, the employee should have the option of having a representative
present. It is also prudent to have an independent company witness present at
the meeting.
ii. This action may also be used in situations where a serious act of misconduct
occurs, but does not warrant summary dismissal.
iii. At this meeting, the following matters should be discussed:

i. Firstly, that because of the lack of positive response and change
resulting from previous discussions and warning(s) or, alternatively
because the serious nature of the situation demands action, the
employee will now be given a level 2 warning.
ii. Again, the issues of concern should be fully explained to the

employee with additional emphasis on any problems occurring since
the last formal warning. The Company's expectations should again
be clearly outlined to the employee.
iii. The employee must again be given the opportunity to respond to the
issues raised. The Line Manager should fully investigate and give
proper consideration to any matters raised by the employee before any
decision is made. Depending on nature and seriousness of the
allegations, they may also be provided in writing and the employee will
be afforded reasonable time to provide a response. The meeting must
Corporate Policy - Employee Counselling & Discipline © 11 of 15
be documented in the form of minutes. The names of all those present
at the meeting should be recorded. The document should be signed by
all parties and a copy provided to the employee. If the employee
refuses to sign the minutes a note to that effect should be recorded on
the minutes
iv. In addition, a detailed letter of warning may be provided to the

employee within 24 hrs it should include:
■ reference to the interview

■ statement outlining the poor performance or conduct
■ statement referring to the previous counseling or warning as
relevant
■ an expression of concern relating to a lack of satisfactory
improvement, response or change;
■ a statement which indicates that a continuation of the problem(s)
... "will not be allowed to continue and will result in the termination
of your employment.11
4.3. DISMISSAL
i. If the employee's conduct or performance is still considered to be

unsatisfactory after the level 2 warning is given, a further meeting
should be arranged. It is advisable, at this stage, to have the
employee's representative present, if required, as well as an
independent observer.
ii. The issues of concern should be fully explained to the employee with
additional emphasis on any problems occurring since the level 2
warning and the fact that unless the employee can identify reasons
otherwise, the employment is likely to be terminated.
iii. The employee should again be invited to explain his/her actions and
show cause for retaining the employment. The explanation in
conjunction with all other relevant information must be taken into
account in deciding if dismissal is appropriate.
iv. Each case must be judged on its individual merits and the gravity of the
particular act of misconduct and all of the circumstances surrounding
the case must be assessed. The misconduct needs to be in all the
circumstances sufficiently serious to justify a conclusion that the
contract of service was repudiated by the employee, or that there has
been a single negligent act which is serious enough to warrant
dismissal.
v. Other factors, such as the events leading up to and accompanying the

incident, the past history of the employee, his/her length of service,
previous warnings given, the treatment given to other employees in
similar circumstances and any mitigating circumstances such as stress
or provocation, must also be taken into account in determining whether
or not the Company would have a valid reason to terminate
employment.
vi. Minutes in writing of the meeting should be made, signed and retained
as in the above steps.
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vii. If it is decided to dismiss the employee, a letter of termination should
be provided to the employee outlining the reason(s) for the dismissal
before 5pm on the day of termination. The employee must be
provided notice of termination or paid notice in lieu
Summary Dismissal
i. In circumstances where the termination will be conducted by way of

summary dismissal, the YRA P&C Representative must be contacted
before the meeting. The event giving rise to the serious misconduct must
have been fully investigated and the employee must be found culpable,
before the meeting is arranged.
ii. The circumstances must be fully outlined to the employee and the
employee must be told that the matter is so serious as to give rise to
summary dismissal
iii. The Employee must be encouraged to bring a representative and must

be given access to all statements and findings and provided an
opportunity to respond and show cause why they should not be
terminated summarily or otherwise. If necessary the employee should be
provided adequate time to formulate his/her response
iv. Minutes in writing of the meeting should be made, signed and retained
as in the above steps. If it is decided to terminate the employee
summarily, a letter of termination should be provided to the employee
outlining the reason(s) for the termination before 5pm on the day of
termination.
5. FLEXIBILITY
In order for this procedure to effectively apply the principles behind the procedure must
be flexible in application. There is no requirement on the Company to implement each
of the above sanctions in turn. The Line Manager conducting the disciplinary
interviews will make a decision based on the facts of each case and they are not
precluded from issuing the same type of warning on more than one occasion. In
cases where this is appropriate the employee will be informed that the sanction which
has been imposed has been imposed before and how many times it has been
imposed before.
An employee whose work performance is unsatisfactory will be treated in accordance

with this policy and may be dismissed if their performance does not improve to a
satisfactory standard. Unsatisfactory performance can relate to the quantity or the
quality of work done or the manner in which work is done or how the employee
interacts with other staff members or customers.
6. OPEN DOOR POLICY
The Open Door Policy allows an employee to refer any issue pertaining to their work to
the next appropriate level of management. If an employee is dissatisfied with a
disciplinary decision, the employee can then refer the matter to the next level of
management. Where the next level is unable to resolve the matter, the employee may
refer to more senior line management or to the People & Culture Department.
13 of 15
APPENDIXB
EMPLOYEE DISCIPLINARY PAD
DISCIPLINARY INTEFIVIEW PROCEDUFIE

This procedure is designed to assist those conducting disciplinary interviews and does not replace or vary the
dsciplinary and coons81ing pollcy in any way. It is impatant in any disciJlinary process that p-ocM.Jral faJmoos i:s
maintainad, not only to ansu re g:od empbyaa relatb JlS in your workpla::e but also bsaa use the law r&:1u ires it The
costs in terms cf mcrale, time and moo ey in n ct fdl O'tling prcx:ecilres can l:e high.
The following steps should be followed to ensure p-oceduraf fairness applies:�
Before tne Disciplinary Process
Investigation:
If you believe an employee has breached p olicy, cammitta d en act of miscon duct or is perfonnlng unsatisfactorily then
you fir!tly need to in,e!tigate the allegations and form a coocluaoo based on the inveslig,,tion as to the t:rnach.
l);pendi'll on the allegatian, 1he empb),ae will oaed to ba i=l\ed as part oftha imeslgatbn. This Is &pa- to any
dscipllnal)' i:,ocess.
Disciplinary Process
1, You will need to meet wllh the emp<)yee to dscuss the allegatioo s and fin dn gs of My in.-...ti gslion. A-le, to
s('.pr°"'hi rg the a mpbyee, set a time br the meetirg to lake pla:ie as ebs to Iha dt!t, of Iha braa:,h, misconduct
ate. Maka sure it is during working ha ura. En su ra you will have privacy ·far the meeiin g.
2. Approach tt, a a mplcyaa (privately) and tell th am you want to meat with Ill em to discuss a work•rela lad matter.
There mey ba d rcumstances where the alleged t:rnsch i • oo se<i ous that )OU may coo sider that the emp tf)8e
should ba suspended from work If this Is the casa you must consult withe mamber of the HR department on
howto i:,ooaed.
S. AcMsettie empl,;')8e cl their right to h ""' e supp:,rt person i:,-esent (enolll er employee, union cl;a egate etc) Md
of the time aoo plaoa of meeting
4. Attha meeti'll ensure an ""°iq:,riate company wltneas Is present, e.g. Assistant Man,g,, Prbrb ttie meeting
read any relevant policies yourself, and have copies available.
5. If the employee does not have a reprasentettve orwitllBE.S, repeat the offer to them. If they de dhie B nsura this is
admowla::tJed in the meeting rec«d.
6. Explain Ille prd>lemk!Degotiom.fndlng• to the emi:loyee. Where p:,s!ible provide th is In writ! ng. I there is
any evidenoa I" u are 19lyi lt;l on, provi:Je this to Iha e mpbyee as wa II.
7. Ask !he employee !or en explanation. Keep an open mind and do not p"'-judge the matter. Ensu19 )OU fult,,
consider the sxpla nation. Question them to clarify any issues if necessary, l n cert sin circurnstsnces, it is better
to provide Illa empl,;>)8a with time to provide 1he respoosa. Therefore you msyneed tr., set a further meeting to
listen b their response.
Additiooa/iy ff you need lime fr> invesNgale mattsrs lurtllar soo the mestirlg and set up a ome bra !:JI/ow-up m981ing.
/"""sigate the ma ttars as quicklyas possibla. If Ina employee's conduct;, swfrcienfy se,� it may be nea,ssary to
suspend. II that is ronsklerad appropr.iate con-suit your line manager and HR reprasenlatiw ftnmsdiately. Make sum
tttat yau kffl'lp ootaffed mies d I/tis maaong.
B. Once the employee Ma provided yoo with tht!� rHl)OltSEI (al th<1 """000 m,"1111>9). Take a break to
prq:e · rly coosider all the cln;um· !tance<1 , lncludngthe empo)'i!la's e:xpa nations and prW disdpllnal)'lcoonselllng
haory.. If you are ur,;ure alx>utanytt,lrg
_ _ oi:,nsult with HR. '11:>U m,ry deci:le
_ that )(lu n-i _
_ a set a separala time
for this and inform 1h a amp loyas of this. Again keep dateila d minuta s of th is m aeting
Dependent on the cirt:t1m•tarl<'<>S. yoo may take my one ol 1"" HJ/lawing steps:
/. No sdfon will be tskoo.
II. A ..,,ming will be issued The type of warning wifi depend upon the drrumstance<1 and may be /oval I 11:,r
mmor isrufiS, or ....,1 2 11:,r mare sarrou" breachs,;. Note ii is not a!Ktlys neresea,y 11:, is"'" a lflVe/ 1 warrn'ng
be!:irea level 2 and U1is is wily yoo mu:;t coffii&rB«cm,umstances and the seriowness d IJte brBaeh be!:lre
11:,,ming yoor view. You must cle.arly e,plsit! 1"" a cfon raqui.r<KI of 1"" employee or !M action )<>u ""' raking
to the emplo,ee. Cle.arty irnbrm fh.e emplrlyee of 1"" pi)Ulrl�al coossq,,encg.s of a further breach e.g.
tomiinatian of emplo;m<mt. {Gel-ilyoosre ul'IC/a/lr)
Ill. Ofsmir,sal • tne employee will as a la•I resort be dismissed. Should dismissal be considered d/s,:us,r with
;<>IN Line Marra,g,,c snd HR rsprasarnative first.
9. REGu me the meeting and !>'ovide 1h e empoy-ee wllh your decisioo . Ensure a compete and dstail ed nets is made
on the Dls<:ipllna,y lnlarview Record and all partias in attendanoa sgn the record. Sgna1ul9 Is rot mandatory,
t
but is highly desirable. The nos must include detail of the problem, the employee's explanation, action required,
cooseq.Jenc:es cf turthe< braad'l.failure, prior warnings, and if e witnem:i is declinec:I, and acknowledJement d
this.
Lat 1he empbyoo know that if a warning is b3ing issuad that they will re:::eive a warning let'er (Or in the caa:i of
t€ITT1i natioo a IEt:ter of terminati oo be'ore close cf business that day).
Provide them wilh a copy of the Disciplinary Interview Record at conclusion of the meeting,
Corporate Policy - Employee Counselling & Discipline © 14 of 15

DISCIPLINARY INTERVIEW RECORD
I Date: !Time:
EMPLOYEE'S
NAME: POSITION:
LOCATION (eg. name

of RestaurantJU n ii):
Has employee been advised of Iha right to have a witness attend Iha Interview? If declined, ensure employee ecknCM'ledges this below.
OUTLINE SPECIRC AREAS OF UNSATlS FACTORY PERFORMANCE/ MISCONDUCT
(A'ovidO • 11•1 ct th) pcilcy(l"5) broomed):
RECORD OF EMPLOYEE'S EXPLANATION:
EXPECT.IITIONS OF FUTURE CONDUCT I PERFORMANCE BY EMPLOYEE:

(lnciude details of any addtlional training to be completed by the employee):
POTENTIAL CONSEQUENCE OF FURTHER MISCONDUCT/ UNSATISFACTORY PERFORMANCE:
DETAILS OF PREVIOUS DISCIPLINARY ACTION RELEVANTlOTHIS SITUATION:
OPTIONAL
I rave been advised of my right to rave a ................................................

witness attend this Interview, but I have declined. Employee Signature
SIGNED:
Manager: .......................................................... Employee: .,.,,,,, .. ,,,,,,,..,,.,,,,,,,,,,,,,,,,,_._.,,n,,, .. ,,,.,,
Manag er Wltn ess: ... .. ". '" .................. ' .' ... , ..... " .... Empcyee Witness: ..............................................
GI� a ccpy or this fcrm to the emjj �8'.
Mdllbnal Nola; sooukl be atached lo !his orglnal ard placed In Iha errplQ\<laS ps,sonal Ille.
15 of 15
KFC SOCIAL MEDIA POLICY
AUSTRALIA
20 May 2019 20 May 2019 Yum! Restaurants: Social

Media, Email & Internet
Policy issued 1 December
2013
APPROVED:
Nikki Lawson Karen Ancira

KFC Australia Social Media Policy 1

1. DEFINITIONS
In this Policy:
Blogging means the contribution of commentary, description of events or the provision of

video or other graphics on any website maintained by the Worker or any other person or
entity.
Confidential Information means any information, however communicated or recorded,

relating to the KFC brand and KFC’s business to which you gain access, whether before,
during or after your employment or engagement with KFC, and includes but is not limited
to:
(a) any trade secret or other commercially sensitive or confidential information of or

possessed by KFC;
(b) any document identified as being confidential by KFC;
(c) any techniques, methods, computer software, materials, documents or manuals used
in the KFC business;
(d) technical information or research concerning Intellectual Property or products

developed or used by Franchisor, its customers and suppliers;
(e) inventions, improvements or products discovered or developed by any Worker, officer

or consultant of KFC;
(f) any information relating to the business affairs, accounts, market research, marketing
plans, sales plans, customer lists, customer contact details, customer medical or other
information, prospects, management or finances of KFC; and
(g) the identity of KFC’s customers, suppliers, consultants, distributors, agents,

contractors and Workers and the arrangements between KFC and its customers,
suppliers, consultants, distributors, agents, contractors and Workers.
It does not include information which:
(a) is generally available in the public domain; and
(b) was known by the Worker prior to the disclosure by KFC, its Workers, representatives
or associates.
Intellectual Property means all intellectual proprietary rights whether registered or

unregistered and whether existing under statute, at common law or in equity throughout
the world including, without limitation:
(a) all trademarks, trade names, logos, symbols, get up, brand names or similar rights,
registered or unregistered designs, patents, copyright, circuit layout rights, trade
secrets; and
(b) any application or right to apply for any of the rights referred to in paragraph (i) above.
Franchisor means Kentucky Fried Chicken Pty Ltd A.B.N 79 000 587 780.
KFC means Kentucky Fried Chicken Pty Ltd and independently owned Australian KFC
franchisees.
Policy means this KFC Social Media Policy.

Social Media is any internet facing, content sharing or online commentary (excluding
Yammer or Yammertime) which includes but is not limited to:
(a) social networking sites;
(b) video and photo sharing websites;
(c) blogs, including corporate blogs and personal blogs;
(d) blogs hosted by media outlets;
(e) micro-blogging;
(f) wikis and online collaborations;
(g) forums, discussion boards and groups;
(h) instant messaging services;
(i) vodcasting and podcasting;
(j) online multiplayer gaming platforms
(k) instant messaging, including SMS;
(l) geo-spatial tagging; and
(m) any other web sites that allow individual users or companies to use simple
publishing tools.
Social media is not limited to websites and this policy applies to any other electronic
application (such as smart phone based, tablet, or hand held/PDA device based
applications) which provide for the sharing of information to user groups or the public at
large.
Online communications may include posting or publishing information via social media
applications, uploading and/or sharing tweets, photos, images or videos, direct
messaging, status updates or any other form of interaction and/or communication
facilitated by social media.
Worker means an employee, consultant, contractor or person performing work

experience engaged by Kentucky Fried Chicken Pty Ltd or a KFC Franchisee.
2. PURPOSE
KFC recognises the role Social Media plays in the context of both business and personal
use. The purpose of this Policy is to provide Workers with clear guidelines on the
acceptable use of Social Media. In particular, all Workers must ensure that laws in
relation to defamation, harassment, discrimination, copyright and privacy are upheld.
This Policy has also been developed to ensure that Workers adhere to their obligations
to not bring the good name and reputation of KFC into disrepute and treat others with
respect.

3. SCOPE
This Policy is issued by Kentucky Fried Chicken Pty Ltd in its own capacity and as
Franchisor of each of its independently owned KFC franchisees. It applies to any
employee, consultant, contractor or person performing work experience engaged by KFC.
This Policy applies to any activity involving engagement with, or communication in any
form on Social Media channels, which may have a link to KFC regardless of whether the
use of Social Media occurs on KFC’s premises or another location and/or outside or
during ordinary working hours.
4. POLICY STATEMENT
Workers are permitted to post about their KFC related experiences on personal Social
Media channels subject to the guidelines set out in this Policy.
This is voluntary, and there is no obligation on Workers to do so.
This Policy is to be read in conjunction with other applicable KFC policies.
The People Field Operations Director or the Franchisor will have overall
responsibility for updating this Policy. Line Managers Area Coaches and KFC franchisees
will have specific responsibility to implement and communicate any updates to this Policy.
This Policy and associated procedures will be reviewed annually.
5. GUIDELINES
5.1 Social Media
KFC recognises that you may wish to use Social Media or Blogging in your personal life.
This policy does not intend to discourage nor unduly limit your personal expression or
online activities.
However, there is potential for damage to be caused (either directly or indirectly) to the
KFC brand, Franchisor or KFC Franchisees through your personal use of Social Media
when you can be identified as being a Worker of KFC.
You are personally responsible for the content you publish in a personal capacity on any
form of Social Media or Blogging platform.
KFC reserves the right to direct you to immediately and permanently remove content
published on any Social Media channel if the content is in breach of this policy or if it is
deemed inappropriate.
Where your comments or profile can identify you as being a Worker of KFC, you must:
(a) only disclose and discuss publicly available information, remembering that
Confidential Information and trade secrets must never be published and/or referred
to in any way on social media and/or otherwise outside of work;
(b) ensure that all content published is accurate, not false and/or misleading;
(c) be polite and respectful to all people you interact with;
(d) ensure that you do not encourage, aid or abet other persons to use Social Media
inappropriately;

(e) ensure it is clear that all views are yours alone and not the views of KFC, unless
express written consent of senior management of the Franchisor has been provided;
(f) ensure you immediately notify your employer, manager or supervisor should you
become aware of any material which may damage the reputation of the KFC brand,
Franchisor or Franchisee; and
(g) comply with all relevant laws including those in relation to surveillance, copyright,
privacy, defamation, workplace health and safety, workplace bullying and
harassment, sexual harassment, discrimination, relevant criminal codes and other
applicable laws at all times.
You must not:
(a) post material that is rude, offensive, obscene, defamatory, threatening, intimidating,
humiliating, insulting, disrespectful, harassing, bullying, sexually harassing, discriminatory,
hateful, homophobic, racist, or sexist about another person involved or reasonably
connected with KFC (e.g. employees, contractors, customers, third party suppliers, etc), or
infringes copyright, and/or is otherwise unlawful and/or in breach of KFC’s policies;
(b) display any videos, photographs or other images of the restaurant office, restaurant
security or kitchen equipment;
(c) display any videos, photographs or other images of customers, Workers or any other
persons without their express consent;
(d) use or disclose any Confidential Information including Intellectual Property obtained in
your capacity as a Worker of KFC in any online communications without express written
consent of Franchisor;
(e) disparage any KFC Worker, officer and/or vendor, supplier, consultant, distributor,
agent, business partner, contractor and/or customer;
(f) post material that is, or might be construed as, threatening, offensive, humiliating,
intimidating, harassing, bullying, sexually harassing and/or discriminatory towards another
Worker, officer, vendor, supplier, consultant, agent, business partner, contractor and/or
customer of KFC;
(g) make any comment and/or post any material that might otherwise cause damage to
the reputation of KFC or brings you or any of them into disrepute;
(h) allow your Social Media use to interfere in any way with the performance of your or any
other Worker’s duties; this includes whilst preparing food, taking orders, when in meetings
and interacting with customers; or
(i) put yourself or anyone else at risk by taking pictures at work and/or using Social Media.
6. IDENTIFYING INAPPROPRIATE USE
Breaches of this Policy may damage the KFC brand and the reputation of Franchisor and
KFC Franchisees. Some breaches of this Policy may also breach anti-discrimination,
sexual harassment and workplace harassment laws.
If you become aware of any possible breaches of this Policy, you must report the issue to
your supervisor as soon as possible.

KFC is committed to providing an environment that is safe for all Workers. You will not be
disadvantaged in your employment conditions or opportunities as a result of lodging a
complaint under this Policy.
KFC may, at any time and without notifying Workers, restrict or block access to various
internet sites and applications.
Any use of programs by Workers to in any way subvert filters in order to access blocked
internet sites and/or applications will amount to a breach of this Policy.
7. COMPLIANCE
It is a term of your employment that you comply with this Policy. A failure to do so may
result in disciplinary action being taken, up to and including termination of your
employment. If you are a contractor, a breach of this policy may result in the termination of
your contract for services.

Yammertime Australia
Acceptable Use Guidelines

Yammertime House Rules
What goes on Yammertime stays on Yammertime.

If you take anything from Yammertime and let non-KFC people see it (including
putting it on any site ie. Facebook) it can result in disciplinary action up to and
including termination.
• Be relevant: Keep your postings relevant to the topic being discussed and
don’t repeat the same postings.
• Use appropriate language: We will not tolerate coarse language or swear
words.
• Be kind: Don't post or upload anything defamatory, threatening, harmful,
sexually or racially offensive, obscene, disparaging, vulgar or otherwise
objectionable.
• Don’t bully, harass, humiliate, abuse, impersonate or intimidate others.
• Be honest: Don't post or upload anything fraudulent, false, deceptive or
misleading.
• Be original: Only post or upload original content that you own or are
authorised to use. Don’t post or upload anything that would breach a third
party’s intellectual property rights or any other rights (including privacy).
• Keep it legal: Don’t post or upload anything illegal or which promotes or
encourages others to commit illegal acts.
• Use English: Make sure your postings are in English and are not written in
code.
• Don’t spam: Don’t spam others with offers, specials or business opportunities
or advertise, promote or offer to sell any products or services.
• Be mindful of privacy: Never give out any personal information about yourself
or anyone else, such as postal addresses or telephone numbers, or post
anything that is confidential.
• Beware of files: Don’t upload files that contain viruses or any other harmful
software or programs that may damage the operation of any computer.
Comments, photos, videos and other content posted by users on this network do not
necessarily represent the opinions or values of KFC Australia, its employees or
affiliates or Yammertime.
If you consider that someone else’s content on this network is inappropriate,
Yammertime allows you to report it into the Report an issue group.
We wish to maintain a positive environment that is consistent with our core values.
We reserve the right, at our sole discretion, to remove any inappropriate content or
content which does not comply with these House Rules and block any users who
violate or persistently ignore these House Rules.
We reserve the right to change and update these House Rules from time to time,
which you will be prompted to agree to the terms.
DO DONT
• Do share photos and videos that • Don’t share inappropriate jokes or

you’ve taken. mean comments.
Yammertime is a great way to • Don’t share anything that violates
share your photos and videos of your company’s social media
you and your team being their policy.
best self, having fun and making a
• Don’t share anything you would
difference.
not feel comfortable sharing with
• Do share photos and videos that your manager or any other team
are respectable for people of all member.
ages.
• Don’t be rude.
Remember that our Yammertime
Yammertime is a friendly place
community is diverse one, and
where everyone should feel safe
that your posts are visible to
and comfortable. Abuse, attack
people as a young as 14 years
and harass to others will not be
old.
tolerated.
• Do treat others as you would like
• Do not download or re use any
to be treated.
confidential content with an
• Do have meaningful and genuine external network (ie Facebook).
interactions.
• Do have fun!
• Remember to think before you
post.
CHILD EMPLOYMENT
POLICY & PROCEDURE
7 December 2017 6 December 2017 30 October 2015
APPROVED:
1
1 POLICY STATEMENT
Yum! Restaurants is committed to ensuring that all of its workers, in particular its young
workers are performing work in a safe environment. Due to the nature of the work in our
business we have strict supervision and minimum age of employment requirements that
apply to young workers.
2 COMMITMENT STATEMENT
Yum! is committed to ensuring the hours of work of school aged children do not interfere with
a child’s education, particularly when they are required to be at school.
Yum! is committed to ensuring children are not required to perform work that may be harmful
to their health and safety, or that compromises their mental, moral or social welfare.
3 SCOPE & RESPONSIBILITY

This policy applies to all Yum! Restaurant employees in Restaurant Support Centres (RSC),
Call Centres (CSC), field management and team members.
The People Capability Director is responsible for maintaining and updating this Policy.
Field Management is responsible for communicating this Policy and ensuring compliance.
4 DEFINITIONS
In this policy:
Company means Yum! Restaurants.
Policy means the Yum! Restaurants Child Employment Policy and Procedure.
Child / children means an employee under the age of 18.
Young worker includes: children engaged in part time or casual employment under the age
of 18.
Adult means an employee 18 years of age or older.
5 SUMMARY
Please find below a summary of Yum! Restaurant’s determination of the appropriate
minimum age of employment and supervision requirements as well as relevant State child
employment laws that restrict hours of work.
2
MINIMUM AGE REQUIREMENTS
Yum! Supervision
Minimum school leaving
State Minimum Parent consent required? Restriction on hours of work? required by an
age for full time work
Age adult
ACT 14 years Yes – if the young worker The maximum allowable hours of work for a young workers Yes 17 years or completion of
of age is under the age of 15 under 15 years of age is: Year 10 and have an
years.  6 hours per day; and Approval Statement from
 10 hours per week. the ACT Department of
Education and Training.
NSW 14 years Yes – if the young worker Not permitted to work during school hours when they are Yes 17 years
of age is under the age of 15 required to lawfully attend school, unless undertaking
years accredited training.
NT 14 years Yes – if the young worker Young workers under 15 years of age are only permitted to Yes 17 years
of age is under the age of 15 work between the hours of 6am and 10pm.
years
All other young workers are not permitted to work during
school hours when they are required to lawfully attend
school, unless undertaking accredited training
Qld 14 years Yes – if the young worker Under 16 years of age or has not yet completed Year 10 Yes 17 years or completion of
of age is under the age of 16 or  The maximum allowable hours of work for a team Year 10
has not yet completed member are:
Year 10. o 4 hours on a school day;
o 8 hours on a non-school day;
o 12 hours during a school week; and
o 38 hours during a non-school week.
 Work cannot be performed between 10pm and 6am
 An unpaid meal break must be given after 4 hours of
continuous work.
 A 12 hour break between the ceasing of one shift and
the commencement of the next shift must be given.
All other young workers

 A team member is not permitted to work during school
hours when they are required to lawfully attend school,
unless undertaking accredited training
3
Yum! Supervision
Minimum school leaving
State Minimum Parent consent required? Restriction on hours of work? required by an
age for full time work
Age adult
Other working arrangements

Any Special Circumstance Certificates or Work Limitation
Notice relevant to the child’s employment must be kept on
their personnel file.
SA 14 years Yes – if the young worker Not permitted to work during school hours when they are Yes 17 years
Tas 14 years Yes – if the young worker Not permitted to work during school hours when they are Yes 17 years
Vic 15 years No – because the young Not permitted to work during school hours when they are Yes 17 years
of age worker is 15 years of age required to lawfully attend school, unless undertaking
or older accredited training.
WA 14 years Yes – if the young worker Young workers under 15 years of age are only permitted to Yes 17 years
of age is under the age of 15 work between the hours of 6am and 10pm (but not during
years school hours).
All other young workers are not permitted to work during

school hours when they are required to lawfully attend
school, unless undertaking accredited training.
Please note: Only Adult team members who are Leading a Shift qualified are permitted to supervise a shift. Team members undertaking the Leading a Shift training are only permitted to supervise
a shift if they are accompanied or supervised by a qualified adult. The RGM and Area Manager are responsible for verifying that any team member supervising a shift alone is both Leading a Shift
qualified and is an adult.
4
6 RELEVANT LAWS
The employment of children is governed by a number of different federal, State and Territory
laws.
6.1 Education laws and full time employment

The minimum school leaving age in all States and Territories is 17 years. This means we
cannot hire any person in a full time position if they are below the minimum school leaving
age (ie. 17 years old) unless they have completed Year 10. In addition, the Australian
Capital Territory requires young workers to have an Approval Statement from the ACT
Department of Education and Training.
The education laws also prevent an employer from rostering a person who is legally required
to be at school to perform work during school hours unless the person is participating in an
accredited school based traineeship or apprenticeship, or an accredited work experience
program arranged through the appropriate educational institution.
6.2 Child employment laws

Child employment laws exist in Victoria, Queensland, Western Australia and Australian
Capital Territory.1 These laws aim to protect young workers by regulating the minimum age
of employment, when work can be performed as well as restricting the number of hours that
can be worked during school term and the requirement for supervision.
The current child employment laws are:

 Victoria – Child Employment Act 2003
 Queensland – Child Employment Act 2006
 Western Australia – Children and Community Services Act 2004
 Australian Capital Territory – Children and Young People Act 2008
In Queensland, a copy of the Children and Young Workers Code of Practice 2006 must be
made available to young workers.
6.3 Other laws

Federal, State and Territory discrimination laws generally state that it is unlawful to treat
someone differently or less favorably because of a particular characteristic, such as age.
However, in the area of employment an employer is exempt from age discrimination if:
(a) a person is unable to carry out the inherent requirements of the job because of their age;
or
(b) a person would not be able to adequately perform the work without endangering himself
or herself or other persons or respond adequately to emergency situations in connection
with the employment in question.
In addition, health and safety laws exist in each State and Territory and impose obligations
on employers, including persons in control of a business, and workers alike.
6.4 Safety restrictions for younger workers
Yum! Has undertaken a Health and Safety Risk Assessment as part of its legal obligations
and has deemed some specific tasks and the operation of some equipment to be unsuitable
for inexperienced or younger workers. For example:
1
The South Australian Government will be considering the introduction of child employment laws in 2013.
5
 KFC Operations have restrictions on the age of staff that can use Fryers, Collectromatics,
Henny Penny cookers, Wells Cookers, Polishing Pump, Oven, Urn, Potato mixer,
Induction stove, Woodsen Grill and Soak Tank. To perform any task using this equipment,
employees must be 15 years of age and be certified in the specific Team Member Training
Modules relevant to the task/ equipment.
 Employees must be at least 15 years old and be certified in the specific Team Member
Training Modules relevant to the equipment and/or task being completed. This means that
due to the associated hazards and risks, requisite training and level of competency is
needed, team members under the age of 15 are NOT permitted to perform tasks such as-
freezer to fryer, preparing potato & gravy and Food Service, which includes preparing
chicken products.
Employees under 15 years of age ARE permitted to be hired for Front Counter and Drive
Thru Customer Service as the duties outlined in this role pose less of a risk and are
deemed safer for our young and inexperienced workers to perform. The duties associated
with this role include being trained and performing duties outlined in Under 15’s Service
Training Modules- Menu Knowledge, Packing, Cash Handling, Serving Counter
Customers, Krushers, preparing pre-packed sides, burger station (preparing burgers), and
general cleaning duties front and back of house of restaurant (not including equipment –
such as oven, fryers and cookers).
7 WHAT IS THE MINIMUM AGE OF EMPLOYMENT AT YUM!
7.1 Policy
The minimum age of employment at Yum! based on the reasons outlined at 6.3 above is 14
years, except in Victoria where it is 15 years.
In addition to meeting the minimum age requirement, applicants must also demonstrate an
ability to manage difficult situations and possess the requisite skills to fulfill the position.
7.2 Procedure
(a) Proof of age

Is it the responsibility of the Restaurant General Manager (RGM) to verify the correct age of
all employees hired. For young workers and school aged children in particular, it is essential
that the RGM see and take a copy of documentary evidence confirming the young workers’
date of birth. Documentary evidence may include a birth certificate, passport, school student
card.
(b) Parent consent form

The RGM is responsible for ensuring that a parent / guardian’s consent is obtained before
certain young workers are permitted to commence employment with Yum!
Attached to the Policy at Appendix 1 is a parent consent form for all States and Territories
except for Queensland.
Attached to the Policy at Appendix 2 is the Queensland parent consent form.
(c) Payroll and record keeping
Before a young worker can be rostered to perform work, the RGM must provide payroll with
a copy of the young workers’ parent consent form.
6
Payroll is authorized not to process the commencement of any team member who is under
15 years of age in Victoria and 14 years of age in all other states.
Rates of pay and other terms and conditions of employment for young workers are
determined by the relevant industrial instrument (eg. enterprise agreement or Award).
A copy of the parent / guardian consent form must be kept on the young workers’ file for a
period of two (2) years. A copy of the young workers’ proof of age must also be held on file.
In Queensland, the young worker must have at least two (2) emergency contact people. The
first being their parent / guardian and the second being another nominated person.
8 CONSEQUENCES
All complaints made under this Policy will be thoroughly investigated.
Failure to comply with current child employment laws is unlawful. If you are found to have
breached this Policy or child employment laws, you may be subject to disciplinary action, up
to an including dismissal.
7
PARENT/GUARIDAN CONSENT
Consent is required for all potential new employees under the age of 18, prior to
commencing employment.
I (full name) _______________________________________ parent/guardian
of ________________________________________________
Acknowledge and consent to (please tick to acknowledge):
 My child commencing employment with the restaurant at which they applied;

 The terms and conditions of the proposed employment and agree to my son/daughter being
employed in accordance with the information provided;
 The availability my child provided during the application & recruitment process;
 Any amendments to my child’s availability, made by my child through Employee Self Service, should
it be required;
 My child has access to safe transport to and from work during the availability provided.
Please tick all methods of approved safe transport the employee will have access to during the
availability provided.
 Parents/Guardian/designated person pickup  Personal Vehicle (car, motorcycle etc.)

 Public Transport (train, bus, light rail etc.)  Foot (walk, bike, scooter, skateboard etc.)
 ALL OF THE ABOVE  Other: _____________________________
Name: _________________________________
Signed: _________________________________
Date: ___________________________________
Consent Form age 15-18 March 2021

PARENT/GUARDIAN CONSENT
Consent is required for all potential new employees under the age of 18, prior to commencing
employment.
I (full name) _______________________________________ parent/guardian
of ________________________________________________
Acknowledge and consent to (please tick to acknowledge):
My child commencing employment with the restaurant at which they applied;

The terms and conditions of the proposed employment and agree to my son/daughter being employed in
accordance with the information provided;
The availability my child provided during the application & recruitment process;
Any amendments to my child’s availability, made by my child through Employee Self Service, should it be
required;
My child has access to safe transport to and from work during the availability provided.
Please tick all methods of approved safe transport the employee will have access to during the
availability provided.
 Parents/Guardian/designated person pickup  Personal Vehicle (car, motorcycle etc.)

 Public Transport (train, bus, light rail etc.)  Foot (walk, bike, scooter, skateboard etc.)
 ALL OF THE ABOVE  Other: _____________________________
Age restrictions with under 15 years of age-
My child____________________ has read the Child Employment policy that Kentucky Fried Chicken Pty
Ltd has in place, and understands that it describes the tasks that they, as an employee under 15 years of
age are allowed to complete.
Training will include the following:
Menu Knowledge Serving Customers
Packing Preparing pre-packed sides & snacks
Cash Handling Burger Station
Maintaining a clean Front & Back of house
These tasks/duties pose less of a risk and deemed safe for young and inexperienced workers.
Once ____________________ turns 15 years of age they will be able to continue to train in other areas
of the business.
Name: _________________________________
Signed: _________________________________
Date: ___________________________________
Consent Form age 15-18 March 2021

Appendix 2 – Parent / Guardian Consent
(Queensland ONLY)
9
10
11
12
13
14
1st January 2020 1st January 2020 -
APPROVED:
Nikki Lawson Karen Ancira
84
PROTECTED DISCLOSURE (‘WHISTLEBLOWER’) POLICY – effective 1st January 2020
1. Purpose
1.1. Kentucky Fried Chicken Pty Ltd and KFC ADCO Ltd (collectively the Company) are committed to
ensuring integrity and honesty in their business practices, and recognises the important role
that individuals can play to ensure this by disclosing any suspicious conduct that could occur.
1.2. This policy applies to individuals who make disclosures about suspected wrongdoing, who may
also be described as ‘whistleblowers’ or ‘disclosers’, and can include employees as well as
other individuals with a connection to the Company such as contractors, suppliers, brokers and
auditors or a relative or dependent of these individuals or their spouse.
1.3. The Company supports individuals who choose to speak up about suspected wrongdoing within
the Company, and this policy provides information about the protections that exist for these
individuals so they can make these disclosures safely, and securely with the knowledge that
they will be protected and supported by the Company to do so.
1.4. In particular, this policy aims to ensure that:
(a) individuals who disclose wrongdoing can do so safely, securely, and with confidence that
they will be protected and supported;
(b) disclosures are dealt with appropriately and on a timely basis; and
(c) the Company’s procedures around receiving, handling and investigating disclosures are
transparent.
1.5. By encouraging individuals to report suspected wrongdoing, we can ensure that the Company
maintains its high standards of accountability and integrity, and its reputation in the
community. Importantly, this also ensures compliance with the Company’s legal and regulatory
obligations.
1.6. This policy will be made available on the Company’s intranet, Standards library and website.
This policy applies to the Company, its Directors and employees.
1.7. The People Capability Director, Human Resources will have overall responsibility for this policy
and for its review annually. Line Managers will have implementation responsibilities.
2. When is a person protected under this Policy?
2.1. A person is protected under this policy if:
(a) they are an eligible whistleblower (see section 3); and

(b) they have made a disclosure in relation to a discloseable matter (see section 4); and
(c) they have made that disclosure to an eligible recipient or other prescribed person or entity
(see section 5); or
(d) they have made a “public interest disclosure” (see paragraphs 7.8 to 7.10) or an
“emergency disclosure (see paragraphs 7.11 to 7.13).
3. Who may make a protected disclosure under this policy?
3.1. The protections and procedures outlined in this Policy apply to all officers (such as directors),
volunteers, auditors and employees of the Company, whether current or former.
3.2. The protections under this Policy also apply to any contractor, consultant,
supplier, service provider, franchisee or licensee of the Company, whether current
or former, and their employees or subcontractors.
3.3. The protections in this Policy also extend to the relatives, spouses of dependents of any of
those persons.
3.4. These persons are called eligible whistleblowers.
4. What matters are protected when disclosed?
4.1. In order for the protections under this policy to apply, the eligible whistleblower must make a
disclosure which relates to a disclosable matter. If the disclosure does not relate to a
disclosable matter, it may not be protected by this policy or by whistleblower protection laws.
4.2. However, a person who makes a disclosure about a disclosable matter will still be an eligible
whistleblower even if their suspicions turn out to be incorrect.
4.3. The following matters are disclosable matters where the discloser has reasonable grounds to
suspect that:
(a) the information concerns misconduct, or an improper state of affairs or circumstances in

relation to the Company or any related body corporate;
(b) the information indicates that the Company (or one of the Directors or employees of the
Company) has engaged in conduct that breaches, or is an offence against:
(i) the Corporations Act 2001;
(ii) the ASIC Act
(iii) the Banking Act 1959;
(iv) the Financial Sector (Collection of Data) Act 2001;
(v) the Insurance Act 1973;
(vi) the Life Insurance Act 1995;
(vii) the National Consumer Credit Protection Act 2009;
(viii) the Superannuation Industry (Supervision) Act 1993;
(ix) an instrument of one of the above pieces of legislation;
(x) any Commonwealth law that is punishable by imprisonment for a period of 12
months or more;
(c) the information indicates the Company (or one of the Directors or employees of the
Company) has engaged in conduct that represents a danger to the public or financial
system.
4.4. Examples of disclosures that will be protected include a disclosure of information about:
(a) fraud, money laundering, or misappropriation of funds;
(b) financial irregularities;
(c) breach of legal or regulatory requirements;
(d) offering or accepting a bribe; or
(e) illegal conduct, like theft, or violence.
4.5. A disclosable matter is not limited to conduct that is in breach of a particular law; the
expression “improper state of affairs” is deliberately broad in order to accommodate this. It can
include, for example, unethical behaviours or practices, such as the fraudulent alteration of
regulatory records.
Excluded matters
4.6. The protections in this policy do not apply to a disclosure of information that is solely a personal
work-related grievance and does not concern a detriment, or a threat of detriment, to the
disclosing individual because of their disclosure. However, such a disclosure may be protected
under other policies and legislation.
4.7. A personal work-related grievance is generally a grievance relating to an
individual’s current or former employment or engagement that has implications
for that person personally, and that do not have broader implications for the
Company.
4.8. For example, an interpersonal conflict between employees, or a decision relating to

employment, such as a promotion, or disciplinary action, will generally be a personal work-
related grievance.
4.9. However, a personal work-related grievance may still qualify for protection under this policy if:
(a) it includes or is accompanied by information about a disclosable matter; or

(b) the Company breached employment laws punishable by 12 months’ imprisonment or more,
engaged in conduct that represents a danger to the public, or the disclosure relates to
information which suggests misconduct beyond the discloser’s personal circumstances;
(c) the discloser is threatened with or suffers from detriment for making a disclosure; or
(d) the discloser seeks legal advice or legal representation about whistleblower protections
laws.
5. Who can receive a protected disclosure?
5.1. In order to qualify for the protections afforded by this policy and/or legislation, an eligible
whistleblower must disclose the information about the discloseable matter to:
(a) the Australian Securities and Investments Commission (ASIC);

(b) the Australian Prudential Regulatory Authority (APRA);
(c) a Commonwealth regulatory body prescribed by regulation (including the Australian Tax
Office);
(d) a legal practitioner for the purposes of obtaining representation or advice with respect to
whistleblower protections; or
(e) an eligible recipient.
5.2. An eligible recipient is:
(a) a Director or senior executive of the Company (such as the CEO or Managing Director) or a
related body corporate;
(b) an auditor or part of the team conducting an audit of the Company;
(c) an actuary of the Company; or
(d) any individual designated as a Whistleblower Protection Officer or Whistleblower
Investigation Officer in the Appendix to this Policy.
5.3. The Company may authorise a person who is external to the Company to be a Whistleblower
Protection Officer for the purposes of receiving disclosures.
What is the role of the Whistleblower Protection Officer?
5.4. You will have access to the assistance of a Whistleblower Protection Officer as designated in
the Appendix to this Policy. The Whistleblower Protection Officer’s role is to:
(a) seek to protect you from detrimental conduct;

(b) assist you in maintaining your wellbeing;
(c) maintain your confidentiality, where relevant, including as required by law;
(d) review and consider any complaints of detrimental conduct or any concern that your
disclosure has not been dealt with in accordance with this Policy; and
(e) escalate any matter the Whistleblower Protection Officer considers appropriate.
What is the role of a Whistleblower Investigation Officer?

5.5. A Whistleblower Investigation Officer is an employee of the Company designated
in the Appendix to this Policy as being responsible for any investigation conducted
pursuant to a protected disclosure, or any detrimental conduct that occurs in
relation a protected disclosure.
What if a disclosure is made to the wrong person?
5.6. Disclosures are only eligible for protection under legislation if they are made to an eligible
recipient as described in this Policy.
5.7. If you make a disclosure of a discloseable matter to someone other than an eligible recipient,
the person receiving that disclosure must:
(a) advise you to make the disclosure to an eligible recipient;

(b) provide you with a copy of this policy;
(c) keep your identity confidential in accordance with section 6 of this Policy; and
(d) inform a Whistleblower Protection Officer that the disclosure has occurred, but not provide
the details of that disclosure or your identity, and confirm that they have complied with
these provisions.
6. What protections exist for disclosers?
6.1. If an individual covered by this Policy makes a disclosure that meets all of the requirements of
section 2, then the individual will be eligible for certain protections.
Confidentiality
6.2. The Company is committed to maintaining the confidentiality of the identity of a discloser.
6.3. If an eligible whistleblower discloses information about a discloseable matter, their identity and
any information that could lead to their identification must be kept confidential. It is an offence
for a person to identify a disclosing individual, or share information likely to lead to the
identification of the individual, unless a legal exception applies.
6.4. The information contained in a disclosure can be further disclosed without your consent,
including for the purposes of an investigation, only if:
(a) the information does not include your identity;

(b) the Company has taken all reasonable steps to reduce the risk that you will be
identified from the information; and
(c) the disclosure is reasonably necessary for investigating the issues raised by the
disclosure.
When can a person’s identity be revealed?
6.5. A people identify as a whistleblower can be disclosed to particular entities or individuals

primarily to assist in the investigation of the complaint. Namely, the identity of the person can
be disclosed to:
(a) ASIC;
(b) APRA;
(c) the Australian Federal Police;
(d) to a legal practitioner for the purposes of obtaining advice or representation in relation to
whistleblower protections; or
(e) to any person to whom the discloser has agreed to allow their identity to be revealed.
What measures does the Company have in place to ensure confidentiality?
6.6. The following measures are in place to ensure the confidentiality of information
that has been disclosed:
(a) all paper and electronic documents and other materials relating to protected disclosures
are stored securely;
(b) communications with disclosers will be through anonymous telephone hotlines, unless the
discloser consents to alternative means of communication;
(c) disclosers may adopt a pseudonym which will be utilised for the purposes of the
investigation;
(d) personal information about the discloser will be redacted where doing so will not, in itself,
identify the discloser;
(e) the discloser will be referred to in a gender-neutral context;
(f) all information relating to a protected disclosure can only be accessed by those directly
involved in managing and investigating the protected disclosure;
(g) only a restricted number of people who are directly involved in handling and investigating a
protected disclosure are made aware of a discloser’s identity or information that is likely to
lead to the identification of the discloser;
(h) communications and documents relating to the investigation of a protected disclosure are
not sent to an email address or to a printer that can be accessed by other staff; and
(i) each person who is involved in handling and investigating a protected disclosure is
reminded that they should keep the identity of the discloser and the protected disclosure
confidential and that an unauthorised disclosure of a discloser’s identity may be a criminal
offence.
6.7. If a discloser believes that their confidentiality has been breached, they may lodge a complaint
with the Whistleblower Protection Officer who may escalate the matter for further investigation
and action in response to the potential breach of confidentiality.
6.8. Please note that the Company’s ability to protect you identify may be hindered if:
(a) you have previously informed people that you intend to make a disclosure; or
(b) the information in the disclosure is known to only a limited number of people; or
(c) the information in the disclosure was told to you privately and in confidence.
Protection from detrimental acts or omissions
6.9. The Company understands that people may not wish to make a disclosure for fear of reprisals.
6.10. To minimise this, both legislation and this policy prohibit any individual engaging in Detrimental
Conduct against a discloser.
6.11. Detrimental Conduct is conduct, or the threat of conduct, that causes or may cause detriment
to the discloser where the person engages in that conduct because of a belief or suspicion that
the discloser has made, could make, proposes to make, or may have made a protected
disclosure, and includes (but is not limited to):
(a) termination of employment;

(b) harassment, bullying or intimidation;
(c) harm or injury, including psychological harm;
(d) damage to reputation; or
(e) any other damage to a person.
6.12. Please note that it may be necessary to relocate a discloser in order to protect them from
detriment. Whilst this may look like Detrimental Conduct, as it is designed to protect the
discloser it is not contrary to the legislation.
6.13. Similarly, disclosers are protected from Detrimental Conduct only if that conduct is because of
their disclosure. If the discloser is liable for other administration action, such as performance
management, which is unrelated to their disclosure, then this is also not Detrimental Conduct.
What measures does the Company have in place to protect against Detrimental Conduct?
6.14. As soon as practicable after receiving a protected disclosure, the Whistleblower Protection
Officer will make an assessment of the risk of Detrimental Conduct occurring against the
discloser or any other staff.
6.15. The Company and designated Whistleblower Protection Officers will take all reasonable steps to
protect a discloser from any potential Detrimental Conduct and will take any action that the
Company considers appropriate where such conduct is identified. The Company may take pre-
emptive action to protect you from detriment, such as requiring you to perform your duties at a
different location, so long as this does not undermine confidentiality.
6.16. The Company also strictly prohibits all forms of Detrimental Conduct against people who are
involved in an investigation arising out of a protected disclosure in response to their
involvement in that investigation.
6.17. If Detrimental Conduct occurs, the discloser may make a complaint to the Whistleblower
Protection Officer.
6.18. The Whistleblower Protection Officer may refer the matter for further investigation by a
Whistleblower Investigation Officer, which may lead to disciplinary action being taken in relation
to the Detrimental Conduct.
6.19. Individuals should note that if they suffer loss, damage, or injury because of their protected
disclosure, they may be eligible to seek compensation or other remedies in a court of law.
6.20. If a discloser believes that they have suffered Detrimental Conduct as a result of their protected
disclosure, they should seek independent legal advice, or advice from a regulatory entity such
as ASIC or APRA, as to their options.
What other assistance will the Company provide?
6.21. If at any time a discloser requires support or assistance to manage their wellbeing, they should
advise the relevant Whistleblower Protection Officer who has been assisting them.
6.22. The Whistleblower Protection Officer will take any action they consider appropriate and
practicable to support the discloser. Action may include:
(a) relocation of the discloser to another role and/or location; or

(b) changes to a discloser’s workplace or manner or performing duties.
Other legal protections
6.23. A discloser who makes a protected disclosure will also be legally protected from liability for civil,
criminal, and administrative claims against them in relation to the making of the protected
disclosure. You should seek independent legal advice before advancing such a claim.
6.24. Civil claims are claims for breach of contract or duty, such as breach of an
employment or supplier contract.
6.25. Criminal claims are claims relating to criminal offences, such as the unlawful release of
information.
6.26. Administrative claims are internal claims, such as disciplinary action.
6.27. These protections do not apply to any misconduct by a discloser revealed in their disclosure.
7. How do I make a disclosure?
7.1. This policy details how individuals may make protected disclosures through the Company’s
internal processes. An individual may still make a protected disclosure to ASIC, APRA or another
prescribed Commonwealth regulator.
7.2. A discloser’s first step in making a protected disclosure should be contacting a designated
Whistleblower Protection Officer with the information they intend to make a protected
disclosure about.
7.3. A discloser may contact a Whistleblower Protection Officer by emailing

https://erstrategies.com.au/whistleblower/kfc or by calling the Whistleblower Hotline on
1300 KFC PRO (1300 532 776) for protected disclosures. Alternatively, you may wish to
arrange to speak with a particular Whistleblower Protection Officer or other eligible recipient
listed at section 5 directly.
7.4. Whilst all disclosers are encouraged to share their identity when making a disclosure, as it will
make it easier for the Company to address a disclosure, you are not required to do so and will
be protected by this policy and by whistleblower protection legislation regardless.
7.5. If a discloser wishes to make a protected disclosure anonymously, they can lodge a written
disclosure at whistleblower.erstrategies.com.au.
7.6. If a disclosure is made anonymously, the Company will assess the disclosure in the same way
as if you had revealed your identity. However, there may be some practical limitations in
conducting the investigation if the disclosure is anonymous.
7.7. Once a protected disclosure has been made to a Whistleblower Protection Officer or any of the
eligible recipients listed at section 5 of this Policy, the information disclosed will be forwarded
to a Whistleblower Investigation Officer to commence an investigation into the protected
disclosure.
Public interest disclosures
7.8. If a person makes an eligible disclosure to ASIC, APRA or other prescribed Commonwealth
regulatory body, they may be able to make a public interest disclosure to a journalist or
member of an Australian parliament (i.e. the Parliament of Australia or the Parliament of a
State or Territory).
7.9. At least 90 days must have passed since the disclosure was made ASIC, APRA or other
Commonwealth regulatory body, and:
(a) you have reasonable grounds to believe that no action has been, or is being, taken in
relation to your disclosure; and
(b) you must have reasonable grounds for believing that making a further disclosure of the
information is in the public interest; and
(c) before making any further disclosure, you must give written notice to the
Commonwealth body to which you made the earlier disclosure that you intend
to make a public interest disclosure
7.10. Before making such a disclosure, it is recommended that a person seek independent legal
advice to ensure that such a disclosure will satisfy the relevant criteria for legal protection. It is
important that you understand the specific criteria for an emergency disclosure in order to
qualify for protection.
Emergency disclosure
7.11. A person who makes an eligible disclosure to ASIC, APRA or other prescribed Commonwealth
regulatory body can, in some circumstances, make an emergency disclosure to a journalist or
member of an Australian parliament (i.e. the Parliament of Australia or the Parliament of a
State or Territory).
7.12. In order to make an emergency disclosure:
(a) you must have previously made a disclosure to ASIC, APRA or other prescribed
Commonwealth regulatory entity; and
(b) you have reasonable grounds to believe that the information concerns a substantial and
imminent danger to the health and safety of a person/s or to the natural environment; and
(c) before making any further disclosure, you must give written notice to the Commonwealth
body to which you made the earlier disclosure that you intend to make an emergency
disclosure;
(d) you disclose no more information to the journalist or parliamentarian than is necessary to
inform them of the substantial and imminent danger.
7.13. Before making such a disclosure, it is recommended that a person seek independent legal
advice to ensure that such a disclosure will satisfy the relevant criteria for legal protection. It is
important that you understand the specific criteria for an emergency disclosure in order to
qualify for protection.
8. How will a disclosure be investigated?
Before the investigation
8.1. The Whistleblower Protection Officer will carry out a preliminary review of the disclosure and will
determine:
(a) whether the disclosure qualifies for protection; and

(b) whether the information disclosed should be investigated.
8.2. Whilst not all protected disclosures will necessarily lead to an investigation, they will be
assessed and a decision made as to whether they should be investigated.
8.3. For example, the Whistleblower Protection Officer may decide that the information disclosed
does not fall within the requirements under this Policy and the law for a protected disclosure, or
the information disclosed may have already been investigated.
8.4. This preliminary review also serves to ensure that individuals mentioned in a protected
disclosure receive fair treatment in determining whether there is enough evidence to support
the making of such a disclosure against the individual.
8.5. The Company’s response to a protected disclosure will vary depending on its nature (including
the amount of information provided). The Whistleblower Protection Officer will advise you of the
decision to commence or not commence an investigation, unless the Whistleblower Protection
Officer has no means to contact you, within 7 business days of receiving a disclosure.
8.6. If the Whistleblower Protection Officer decides that the information disclosed will
be investigated, the Whistleblower Protection Officer will conduct or commission
an investigation to be conducted by a Whistleblower Investigation Officer.
8.7. Please note that the Whistleblower Protection Officer or other eligible recipient cannot disclose
your identity to the Whistleblower Investigation Officer without your consent. You may be asked
to consent to your identity being disclosed to the Whistleblower Investigation Officer for the
purposes of conducting any investigation. Please be aware that if you choose to remain
anonymous, an investigation may not be able to be carried out as the Whistleblower
Investigation Officer may not be able to contact you.
During the investigation
8.8. Investigations will follow a fair process, be conducted in as timely a manner as the
circumstances allow, and be independent of any person(s) about whom information has been
disclosed. The Company will endeavour for investigations of protected disclosures to be
concluded within 14 business days of referral for investigation, although this may be longer
depending on the nature of the matters disclosed.
8.9. The Whistleblower Investigation Officer will, as appropriate and as much as possible, provide
you with feedback on the progress and expected timeframes of the investigation, unless the
Whistleblower Investigation Officer has no means to contact you. You can expect to be advised
of the commencement and conclusion of the investigation, and at least fortnightly if the
investigation extends for longer than 14 days.
8.10. Provided there are no restrictions or other reasonable bases for doing so, persons against
whom information has been made disclosed will be informed of the protected disclosure and
will have an opportunity to respond to any information from a protected disclosure, and be
provided with natural justice and procedural fairness.
8.11. You can choose to remain anonymous during the investigation and once the investigation is
finalised. You may refuse to answer any question which you feel may reveal your identity. If you
wish to remain anonymous during the investigation process, we recommend that you maintain
contact with the individual to whom the disclosure was made.
After the investigation
8.12. The investigation may conclude with a report from the Whistleblower Investigation Officer or
other investigator. The report will include findings on the information disclosed and a summary
of the evidence on which the findings are based.
8.13. To the extent permitted under applicable laws, the Whistleblower Investigation Officer may
inform you and/or a person against whom information has been disclosed of the findings. Any
report will remain the property of the Company and will not be shared with you or any person
against whom information is disclosed.
8.14. Unless you have consented to your identity being disclosed, the report will not include any
information which may allow you to be identified in accordance with the processes set out at
paragraph 6.6 above.
8.15. You will be informed of the outcome of any investigation on the basis that the matters raised in
your disclosure are either substantiated or not substantiated. The Company’s other obligations
of confidentiality mean that it will generally not be appropriate for you to be advised of any
disciplinary outcome of the investigation.
9. Ensuring fair treatment

9.1. It is important that disclosures made in reliance on this Policy are not permitted to
be a means of abuse.
9.2. As such, all employees who are mentioned in a disclosure, including employees
who are the subject of the disclosure, will be afforded fair treatment by:
(a) ensuring that disclosures are handled with all appropriate confidentiality;
(b) each disclosure will be assessed and may be subject to an investigation;
(c) the objective of any investigation is to determine whether there is enough evidence to
substantiate or refute the matters disclosed;
(d) where an investigation needs to be undertaken, it will be fair, objective, and as far as
reasonably possible independent;
(e) an employee who is the subject of an investigation will be afforded all appropriate natural
justice, including the right to present evidence to the investigator, and may avail
themselves of the Company’s EAP services.
10. Policy Access
10.1. This Policy is to be prominently displayed on a notice board in each working area by means of a
scannable QR link. Copies of this Policy will be available on request to employees.
10.2. Existing employees will be advised of this Policy in staff meetings.
10.3. A copy of this Policy is to be shown to all prospective employees as part of the training and on-
boarding process.
10.4. A copy of this Policy will also be made available on the Company’s public website. External
entities who have responsibilities under this Policy, including the Company’s auditors and
actuaries, will be advised of this Policy as it is published on the Company’s public website.
11. Responsibilities
11.1. Responsibilities of various individuals covered by this Policy are outlined in the Appendix to this
Policy.
11.2. Persons who require further assistance in understanding their responsibilities under this Policy
or who wish to undertake specialised training in relation to their responsibilities may contact
the People Capability Director, Human Resources, to arrange this.
APPENDIX TO PROTECTED DISCLOSURE (‘WHISTLEBLOWER’)
POLICY
The below table outlines the individuals designated responsibilities of individuals in relation to
this Policy. Except in exceptional circumstances, in order to protect the Whistleblower, a person
who is appointed as a Whistleblower Protection Officer cannot be appointed as a Whistleblower
Investigation Officer in relation to the same matter.
Position and delegate You must…

Whistleblower Protection Officer: comply with this policy, in particular
paragraphs 5.4 and 6.1 – 6.27 of this
Steve Champion, Director at Employee Relations Policy.
Strategy.
a Whistleblower Investigation Officer, meaning: comply with this policy, in particular
sections 6 and 8 of this Policy.
The current Human Resources Manager, Kentucky
Fried Chicken Pty Ltd
Eligible recipients: • comply with this policy;
• Director or senior executive of the Company; • on receiving a potential
• An auditor or part of the team conducting an protected disclosure, share
audit of the Company; or this disclosure with the
Whistleblower Protection
• an actuary of the Company.
Officer for action.
an employee of the Company • comply with this policy; and
• offer support to anyone who is
considering making a
protected disclosure and let
them know where they can get
help and advice.
Fair Work Information Statement
Employers must give this document to new employees when they start work
IMPORTANT INFORMATION ABOUT YOUR PAY AND CONDITIONS

Find out more about your workplace entitlements and obligations during the impact of coronavirus at coronavirus.fairwork.gov.au
Employees in Australia have entitlements and protections at work, under:

FAIR WORK LAWS AWARDS ENTERPRISE AGREEMENTS EMPLOYMENT CONTRACTS
• minimum entitlements for all • set minimum pay and • set minimum pay and • provide additional conditions
employees conditions for an industry or conditions for a particular for an individual employee
• includes the National occupation workplace • can’t reduce or remove
Employment Standards • cover most employees in • negotiated and approved minimum entitlements
Australia through formal process
Find your award at www.fairwork.gov.au. Check if your workplace has an enterprise agreement at www.fwc.gov.au/agreements
PAY Your minimum pay rates are in your award or enterprise agreement. If there is no award or agreement for your job, you must get
at least the National Minimum Wage. You can’t agree to be paid less. Minimum pay rates are usually updated yearly.
Find out what you should get at www.fairwork.gov.au/minimum-wages
NATIONAL MINIMUM WAGE $19.84/hour $24.80/hour Use our free calculators to

FROM 1 JULY 2020 full-time or part-time casual check your pay, leave and
termination entitlements at:
This is the adult minimum rate for employees with no award or enterprise agreement. www.fairwork.gov.au/pact
Lower rates may apply to juniors, apprentices and employees with disability.
NATIONAL EMPLOYMENT STANDARDS

These are minimum standards for all employees. Rules and exclusions may apply. Your award or agreement may provide more. Find more
information on the National Employment Standards at www.fairwork.gov.au/NES
Full-time and part-time employees Casual employees

4 weeks paid leave per year (pro rata for part-time
Annual leave
employees) + 1 week for eligible shift workers
Personal leave 10 days paid leave per year (pro rata for part-time
(sick or carer’s leave) employees)
2 days unpaid leave per permissible occasion (if no paid 2 days unpaid leave per permissible
Carer’s leave
personal leave left) occasion
2 days unpaid leave per permissible

Compassionate leave 2 days paid leave per permissible occasion
occasion
Family & domestic violence
5 days unpaid leave per 12 months 5 days unpaid leave per 12 months
leave
Community service leave 10 days paid leave with make-up pay + unpaid leave as
Unpaid leave as required
• Jury service required
• V
oluntary emergency Unpaid leave as required to engage
Unpaid leave as required to engage in the activity
management activities in the activity
Paid leave (amount and eligibility rules vary between states
Long service leave Varies between states and territories
and territories)
12 months unpaid leave for regular
Parental leave
12 months unpaid leave - can extend up to 24 months with and systematic casuals - can extend
eligible after 12 months
employer’s agreement up to 24 months with employer’s
employment
agreement
Full-time employees – 38 hours per week + reasonable additional hours
Maximum hours of work Part-time and casual employees – 38 hours or employee’s ordinary weekly hours (whichever is less) +
reasonable additional hours
An unpaid day off. If asked to work
A paid day off if you’d normally work. If asked to work you
Public holidays you can refuse, if reasonable to do
can refuse, if reasonable to do so
so
1-5 weeks notice (or pay instead of notice) based on length
Notice of termination
of employment and age
Redundancy pay
4 -16 weeks pay based on length of employment (some
eligible after 12 months
exclusions apply)
employment
96
Last updated 13 August 2020
Fair Work Information Statement
Employers must give this document to new employees when they start work
IMPORTANT INFORMATION ABOUT YOUR PAY AND CONDITIONS
F L E X I B I L I TY PROT ECT I ON S AT WORK

After 12 months employment, you can make a written All employees have protections at work. You can’t be
request for flexible working arrangements if you’re 55 treated differently or worse because you have or exercise
or over, a carer, have a disability, are experiencing violence a workplace right, for example, the right to request flexible
from a family member (or are supporting a family or working arrangements, take leave or make a complaint or
household member who is), or are the parent of, or have enquiry about your employment.
caring responsibilities for, a child of school age or younger.
This includes employees returning from parental or You have the right to join a union or choose not to, and to
adoption leave asking to work part-time to care for the child. take part in lawful industrial activity or choose not to.
Your employer must respond in writing within 21 days. They You also have protections when temporarily absent from
can only say no on reasonable business grounds. work due to illness or injury, from discrimination, bullying
You and your employer can also negotiate an individual and harassment, coercion, misrepresentation, sham
flexibility arrangement. This would change how certain contracting, and undue influence or pressure. Find out
terms in your award or enterprise agreement apply to you. more at:
An individual flexibility arrangement must be a genuine
choice – it can’t be a condition of employment – and it must www.fairwork.gov.au/protections
leave you better off overall. Find out more at:
www.fairwork.gov.au/flexibility A GREEM ENT MAKI NG

Enterprise agreements are negotiated between
D I D YO U K NO W? an employer, their employees, and any employee
representatives (e.g. a union). This process is called
You can create a free My account to save your ‘bargaining’ and has to follow set rules. The Fair Work
workplace information in one place at: Commission checks and approves agreements. For
information about making, varying, or terminating an
www.fairwork.gov.au/register enterprise agreement visit:
You can find free online courses to help you start a www.fwc.gov.au/agreements
new job or have difficult conversations at work, visit:
www.fairwork.gov.au/learning
T RANSFER OF BUSI N ESS
The Record My Hours app makes it quick and
easy to record the hours you work. It’s free on the
App Store and Google Play. If a transfer of business occurs, your employment with
your old employer ends. If you’re employed by the new
employer within three months to do the same (or similar)
E N D I N G EMPLO YMENT job, some of your entitlements might carry over to the new
employer. This may happen if, for example, the business is
When your employment ends, your final pay should include sold or work is outsourced. Find out more at:
all outstanding entitlements, such as wages and unused
annual leave and long service leave. www.fairwork.gov.au/transfer-of-business
You may be entitled to notice of termination, or pay

instead of notice. If you’re dismissed for serious misconduct,
RI GHT OF EN T RY
you’re not entitled to notice. If you resign you may have to
give your employer notice. To check if notice is required and Union officials with an entry permit can enter the workplace
what should be in your final pay visit: to talk to workers that they’re entitled to represent, or
to investigate suspected safety issues or breaches of
www.fairwork.gov.au/ending-employment workplace laws.
They must comply with certain requirements, such as
If you think your dismissal was unfair or unlawful, you notifying the employer, and can inspect or copy certain
have 21 calendar days to lodge a claim with the Fair Work documents. Strict privacy rules apply to the permit holder,
Commission. Rules and exceptions apply. Find out more at: their organisation and your employer. Find out more at:
www.fairwork.gov.au/termination www.fwc.gov.au/entry-permits
WHO CAN HELP?

FAIR WORK OMBUDSMAN FAIR WORK COMMISSION
• information and advice about pay and entitlements • hears claims of unfair dismissal, unlawful termination,
• free calculators, templates and online courses bullying, discrimination or ‘adverse action’ at work
• help resolving workplace issues • approves, varies and terminates enterprise agreements
• investigates and enforces breaches of workplace laws. • issues entry permits and resolves industrial disputes.
www.fairwork.gov.au - 13 13 94 www.fwc.gov.au - 1300 799 675
If you work in the commercial building industry the Australian Building and Construction Commission can help.
www.abcc.gov.au - 1800 003 338
Last updated 13 August 2020
Casual Employment Information Statement
Employers must give this document to new casual employees when they start work.
Transitional rules apply for existing employees. See www.fairwork.gov.au/reforms
IMPORTANT: New casual employees also need to be given the Fair Work Information Statement.
Visit www.fairwork.gov.au/fwis for more information.
? Who is a casual employee?

From 27 March 2021, changes to workplace laws relating to casual employees mean that you are a casual employee if:
• you are offered a job
• the offer does not include a firm advance commitment that the work will continue indefinitely with an agreed pattern of work
• you accept the offer knowing that there is no firm advance commitment and become an employee.
Find out more about the new workplace laws relating to casual employees, including what a firm advance commitment means,
at www.fairwork.gov.au/reforms
The right to become a permanent employee (casual conversion)

As a casual employee, you have the right to become a permanent (full-time or part-time) employee in some circumstances. This is known
as ‘casual conversion’. This can be a requirement for your employer to offer you casual conversion, or a right for you to request it.
Small businesses
If you are employed by a small business (fewer than 15 employees), your employer does not have to offer you casual conversion, but
you can make a request to your employer if you meet the requirements for making a request (see table below). Unlike employees
who work for a business with 15 or more employees, you don’t have to wait until 27 September 2021 before you can make a request.
Find out more information about what a small business employer is and the rules for making a request at
www.fairwork.gov.au/reforms
Other businesses
If you work for a business with 15 or more employees the rules about offers and requests for casual conversion are:
OFFERS REQUESTS
Your employer must make an offer to you to become a After 27 September 2021 you can make a request to your
permanent employee if: employer to become a permanent employee if:
• you’ve been employed by them for at least 12 months • you’ve been employed by them for at least 12 months
• you’ve worked a regular pattern of hours for the last 6 • you’ve worked a regular pattern of hours in the last 6
months on an ongoing basis, and months on an ongoing basis
• your regular hours could continue as a permanent • your regular hours could continue as a permanent
employee without significant changes. employee without significant changes
Your employer needs to make the offer to you in writing • you haven’t refused a previous offer to become a
before 27 September 2021 or within 21 days after your permanent employee in the last 6 months
12-month anniversary, whichever is later.
• your employer hasn’t told you in the last 6 months that
Your employer does not have to offer you casual conversion if: they won’t offer you casual conversion on reasonable
grounds, and
• there are reasonable grounds for them not to, or
• your employer hasn’t already refused a request from you
• you are not eligible.
to become a permanent employee based on reasonable
If this applies, they have to tell you in writing. grounds in the last 6 months.
You have 21 days to respond to the offer in writing. You need to make the request in writing, and you can make
the request from 21 days after your 12-month anniversary.
If you’re an existing casual employee at 27 March 2021, your
Your employer has to respond within 21 days. Your employer
employer needs to assess whether to make you an offer for
can only say no after consulting you, and only if there are
casual conversion before 27 September 2021. If you don’t
reasonable grounds. They have to tell you in writing.
meet the requirements because you haven’t been employed
for 12 months, your employer needs to tell you that in writing If your employer refuses a request on reasonable grounds,
within 21 days of making the assessment. you won’t be able to make another request for 6 months.
You’ll need to meet the requirements to make another
request.
Last updated 29 March 2021
Casual Employment Information Statement
Employers must give this document to new casual employees when they start work.
Transitional rules apply for existing employees. See www.fairwork.gov.au/reforms
Casual conversion requirements

Find out more about requirements that apply to offers and requests to be a permanent employee, including rules about
timeframes, making the offer or request in writing and responding in writing, and what counts as reasonable grounds,
at www.fairwork.gov.au/reforms
What if there is a disagreement?

If you and your employer have a disagreement about casual conversion, there are steps you can take to help resolve it:
• If you’re covered by an award, agreement or employment contract with a process for dealing with disputes relating to
the National Employment Standards, you need to follow that process.
• If not, you need to try to resolve the disagreement directly with your employer first. If you aren’t able to resolve it, you can
refer your dispute to the Fair Work Commission.
You can also seek help from the Federal Circuit Court (including the small claims court) if your dispute is about whether:
• you meet the requirements for your employer to make an offer to you to become a permanent employee
• you meet the requirements to make a request to your employer for casual conversion
• your employer has reasonable grounds to not offer or agree to your request of casual conversion.
You can have someone to support or represent you through the dispute process (which could include a union entitled to
represent you).
You can also find free online courses to help you have conversations at work, for example about casual conversion. For more
information visit www.fairwork.gov.au/learning
WHO CAN HELP?

The Fair Work Ombudsman and the Fair Work Commission can also help if you have a dispute about casual conversion.
FAIR WORK OMBUDSMAN FAIR WORK COMMISSION

• provides information and advice about your • deals with disputes about casual conversion (if
rights as a casual employee, including casual you are not able to resolve them directly with
conversion entitlements your employer)
• gives information and advice about pay and • can deal with your dispute through mediation,
entitlements conciliation, making a recommendation or
• has free calculators, templates and online expressing an opinion
courses • if you and your employer agree, can deal with
• helps resolving workplace issues your dispute through arbitration (making a
binding decision).
• enforces workplace laws and seeks penalties for
breaches of workplace laws.
www.fairwork.gov.au - 13 13 94 www.fwc.gov.au - 1300 799 675
Last updated 29 March 2021

ASSISTANCE ANIMALS Policy
Kentucky Fried Chicken Pty Ltd

January 25th 2021 January 25th 2021 N/A
APPROVED:
Richard Wallis Karen Ancira

1 PURPOSE
The Company recognises that Assistance Animals, including but not limited to guide dogs,
play an essential role in assisting persons with a disability maintain a whole and fulfilled
lifestyle.
The Company also recognises that as the operator of food premises, it is also required to
comply with strict food health and safety standards by operation of law.
The purpose of this Policy is to provide Workers with clear guidelines for the
accommodation of Assistance Animals utilised by Customers in restaurants operated by
the Company.
2 SCOPE
This Policy applies in all restaurants operated by the Company, and to all Workers of the
Company performing work in restaurants operated by the Company.
3 POLICY STATEMENT
Workers should treat all Customers with respect and courtesy at all times. Where a
Customer has a disability, Workers should so far as reasonably practicable accommodate
the particular needs of the Customer. This includes, where necessary, accommodating
guide dogs and other assistance animals to the extent permitted by law.
This Policy is to be read in conjunction with other relevant policies of the Company,
including but not limited to the Company’s Discrimination and Sexual Harassment Policy.
4 DEFINITIONS
In this Policy:
Assistance Animal means a dog or other animal that satisfies the requirements of any
one of (a) to (c) below:
(a) accredited under an Assistance Animal Accreditation Law to assist persons with a
disability to alleviate the effect of the disability; or
(b) accredited by a Prescribed Animal Training Organisation; or
(c) trained:
(i) to assist a person with a disability to alleviate the effect of that disability; and
(ii) to meet the standards of hygiene and behaviour that are appropriate for an
animal in a public place.
1
Assistance Animal Accreditation Law means:
(a) Guide, Hearing and Assistance Dogs Act 2009 (Qld);
(b) Companion Animals Act 2018 (NSW);
(c) Domestic Animals Act 1994 (Vic)
(d) Dog Control Act 2000 (Tas)
(e) Dog and Cat Management Act 1995 (SA)
(f) Dog Act 1976 (WA)
(g) Domestic Animals Act 2000 (ACT)
(h) Local Government Act 2008 (NT)
Company means Kentucky Fried Chicken Pty Ltd.
Customer means a person, not being a Worker engaged in the performance of work for
the Company, who accesses a public place of a Restaurant.
Duty Manager means the person with overall responsibility of a Restaurant at the relevant
time.
Prescribed Animal Training Organisation means an organisation prescribed by the
Disability Discrimination Regulations 2019 (Cth) as in force from time to time.
Note: As at the date of the commencement of this Policy, no such organisation
has been prescribed.
Recognised Animal Training Provider means:
(a) Assistance Dogs Australia;

(b) Association of Australian Assistance Dogs (NQ) Incorporated;
(c) Australian Companion and Assistance Dogs;
(d) Canine Helpers for the Disabled Incorporated;
(e) Centre for Service and Therapy Dogs of Australia Pty Ltd;
(f) Compass Assistance Dogs for Children with Autism;
(g) Empower Assistance Dogs Ltd;
(h) Guide Dogs Australia (including any of its State-based branches);
(i) In the Paws of Angels Incorporated;
(j) Integra Service Dogs Australia;
(k) K9 Tales Pty Ltd;
(l) Lions Hearing Dogs Incorporated;
(m) MindDog Australia;
(n) Positive Response Assistance Dogs (PRAD);
(o) Smart Pups Assistance Dogs for Special Needs Children Incorporated;
(p) VisAbility Ltd (incorporating Guide Dogs WA and Guide Dogs Tasmania);
(q) Vision Australia.
Restaurant means any premises operated by the Company at which food and/or drink is
served to the public.
Worker means an employee, person performing work experience, consultant or contractor

engaged by the Company.
2
5 GUIDELINES
5.1 Entitlement of Assistance Animals to enter Restaurants

Where a Customer is accompanied by an Assistance Animal, the Assistance Animal is to
be permitted entry to all areas of a Restaurant which are open to the public.
This includes:
(a) indoor dining areas;
(b) outdoor dining areas;
(c) facilities provided to the public for use by Customers; included but not limited to
toilet facilities.
Animals that are not Assistance Animals may access outdoor dining areas provided that
the outdoor dining area is accessible without first entering an indoor dining space.
5.2 Prohibition on animals entering certain areas
Notwithstanding clause 5.1, animals (whether or not they are an Assistance Animal) are
not permitted to enter any part of a Restaurant which is not open to the public. This
includes:
(a) food preparation areas;
(b) waste disposal areas from which the public is excluded;
(c) delivery areas from which the public is excluded, such as loading docks.
5.3 Duty Managers may request proof of status as an Assistance Animal

Duty Managers may request that a Customer accompanied by an animal provide evidence
that the animal is an Assistance Animal.
Such evidence may include:
(a) evidence that the animal is accredited under an Assistance Animal Accreditation
Law;
(b) evidence that the animal is accredited by a Prescribed Animal Training
Organisation; or
(c) evidence that the animal is trained to meet the standards of hygiene and behaviour
that are appropriate for an animal in a public place.
For the purposes of this Policy, it is sufficient for the Customer to provide:
(a) a Handler Identity Card issued under the Guide, Hearing and Assistance Dogs Act
2009 (Qld);
(b) an Assistance Animal Permit issued by Transport for New South Wales;
(c) a Victorian Public Transport Assistance Animal Pass;
(d) a Western Australia Department of Local Government Public Access Permit;
(e) a South Australian Dog and Cat Management Board Pass;
(f) any identification card which:
(i) is issued by a Recognised Animal Training Provider; or
(ii) expressly refers to section 9 of the Disability Discrimination Act 1992 (Cth).
3
Refer to Appendix 1. Instructions for employees, for further guidance.
5.4 Circumstances in which proof of status as an Assistance Animal is not required

While the Company is mindful of the need to ensure that only animals which are
Assistance Animals are permitted in Restaurants, the Company also does not intend for
this Policy to result in Customers being unnecessarily questioned about an Assistance
Animal.
For the purposes of this Policy, a Customer is not required to provide evidence of the kind
referred to in 5.3 above if:
(a) the relevant animal carries material (such as a harness or vest) identifying it as an
Assistance Animal;
Example: Where a dog accompanies a Customer into a Restaurant, and the dog
is wearing a vest marked “Assistance Animal”, the Customer need not provide
any further proof.
(b) a reasonable person would, without further inquiry, conclude that an animal is an
Assistance Animal.
Example: Where a dog accompanies by a Customer into a Restaurant, and the
dog is wearing a harness of the kind typically worn by guide dogs, but there is
nothing on the harness declaring the dog is in fact a guide dog, it may be
reasonably concluded that the dog is an Assistance Animal.
6 COMPLIANCE
6.1 General requirements

It is a condition of employment that all Workers comply with this Policy.
The Company expects that all interactions with Customers in relation to this Policy are
conducted in a respectful and courteous manner in accordance with other relevant policies
and procedures. Disrespectful or discourteous conduct may amount to a breach of those
policies and procedures.
6.2 When a Customer seeks entry accompanied by an animal
Where a Customer enters, or attempts to enter, a Restaurant accompanied by an animal,
Workers must inform the Duty Manager as soon as practicable.
The Duty Manager must, as soon as practicable after becoming aware of the animal,
determine whether the animal is an Assistance Animal in accordance with either 5.3 or 5.4
above.
The Duty Manager must allow the Customer to enter and remain in public areas of the
Restaurant if the Duty Manager is satisfied that the animal is an Assistance Animal.
4
The Duty Manager may request that the animal be removed from the
Restaurant if, and only if:
(a) the Duty Manager is not able to ascertain if the animal is an Assistance Animal in
accordance with 5.4 above; and
(b) the Customer has failed to provide proof in accordance with 5.3 above on request.
6.3 Breaches of this Policy

A Worker will breach this Policy if:
(a) the Worker permits any animal to enter a part of a Restaurant that is not open to the
public;
(b) the Worker fails to inform the Duty Manager of an animal entering the Restaurant as
soon as practicable;
(c) the Worker permits an animal to enter a part of a Restaurant that is open to the
public without first being satisfied, in accordance with either 5.3 or 5.4 above, that
the animal is an Assistance Animal;
(d) the Worker refuses an Assistance Animal entry to a Restaurant in circumstances
where:
(i) the Worker has not first asked for proof of the animal’s status as an Assistance
Animal; or
(ii) the Worker has been provided with evidence of the kind referred to at 5.3
above; or
(iii) the Worker ought reasonably to have concluded that the animal was an
Assistance Animal having regard for 5.4 above.
Any of the abovementioned conduct may amount to a contravention of the Disability
Discrimination Act 1992 (Cth) and/or State or Territory anti-discrimination law.
Such conduct may also amount to a contravention of the Australian New Zealand Food
Standards Code.
The above list is not an exhaustive statement of how this Policy may be breached.
If a Worker breaches this Policy they may be subject to disciplinary action up to and
including termination of employment.
5
APPENDIX 1 – Instructions for employees to implement Assistance Animals Policy
ASSISTANCE ANIMALS IN KFC RESTAURANTS

INSTRUCTIONS FOR TEAM MEMBERS
1. When to use these instructions
Refer to these instructions when any person attempts to enter the restaurant with an animal.
2. Parts of the restaurant that animals can enter
No animal may enter a food preparation area under any circumstance.
Animals that are Assistance Animals must be permitted access to all public areas of the
restaurant. This includes outdoor dining areas, indoor dining areas, and facilities open to
the public.
Animals that are not Assistance Animals cannot enter any area of the restaurant. The
exception is that dogs that are not Assistance Animals may enter outdoor dining areas.
3. What to do when a customer attempts entry with an animal
If a customer brings a dog into an outdoor dining area, they may remain on-site provided
that it is safe for the dog to remain on the premises.
If a customer attempts to bring an animal into an indoor dining area, the following steps are
to be taken:
(a) Inform the manager on duty of the entrance of the animal; do not attempt to hinder
the entry of the customer.
(b) As soon as practicable after the customer enters, the manager on duty must form a
view as to whether the animal is an Assistance Animal.
(c) If the manager on duty forms the view that the animal is not an Assistance Animal,
the customer must be directed to remove the animal from the premises.
4. How to tell if an animal is an Assistance Animal

Managers on duty should adopt the below process when assessing if an animal is an
Assistance Animal:
Is the animal wearing a vest,
Yes
harness or similar declaring it
to be an Assistance Animal?
No
Is the animal’s handler able to

Allow entry. Yes show proof that the animal is No Entry must be
an Assistance Animal? refused. 6
4.1. Examples of worn materials indicating an animal is an Assistance Animal
Harnesses – guide dogs and other Assistance Animals typically utilise harnesses
which include a rigid handle. The rigid handle allows the animal to more effectively
guide their handler.
Vests – some Assistance Animals may wear a vest (usually, but not always, brightly-
coloured) with the words “Assistance Animal”, “Support Animal” or “Guide Dog” (or
similar) on them.
Other materials – Assistance Animals, particularly those providing support to
children, may use alternative materials, such as scarfs or bandanas declaring the
animal to be an Assistance Animal.
4.2. Examples of other proof that the animal is an Assistance Animal
Some States and Territories allow people with an Assistance Animal to carry a card
showing that the animal is an Assistance Animal, so that the person may more readily
access public facilities.
Other States and Territories rely on animal training organisations to issue their own
accreditation cards.
Annexure A is a summary of several common identification cards recognised in New
South Wales and other States and Territories, as compiled by Transport for NSW.
5. What to do if the customer cannot provide proof that the animal is an Assistance
Animal
If the manager on duty is not satisfied that the animal is an Assistance Animal, then the
animal cannot be permitted into any indoor area of the restaurant.
Under clause 24(3) of the Australia New Zealand Food Safety Standards Code – Standard
3.2.2, an animal other than an Assistance Animal may enter an outdoor dining area only if
the animal is a dog.
Customers should be informed politely and courteously of the prohibition on their animal
entering the restaurant unless the customer can provide evidence that it is an Assistance
Animal.
Where possible, consider if there is any way that the customer might be accommodated, for
example if they can place an order and make payment without having to enter the
restaurant.
7
ANNEXURE A
8
9
10
11
Property of Kentcuky Fried Chicken Pty Ltd
The information contained in this manual is
intended only for use by personnel of KFC SOPAC
its subsidiaries, and Franchise Partners. All rights
are reserved, and any transfer or disclosure of
this material is prohibited without the prior or
written consent of Yum! Restaurants Australia.
Use of this information by any other persons or
company is prohibited.
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KFC BENEFITS

Be your best self, Make a difference, Have Fun!

Click on the QR code or scan with your

Safety & Wellbeing Policy 21

Protected Disclosure 'Whistleblower' Policy 31

KFC Benefits and Policy Handbook 2022 3

Click on the QR code or scan

Starting a new job is exciting, but it can also be a little scary.

Some advice from experienced team members:

KFC Benefits and Policy Handbook 2022 4

The website for the The Vault is https://thevault.kfc.com

Employees Under 15 years old.

KFC Benefits and Policy Handbook 2022 5

• Shift Supervisor • Assistant • Restaurant

Equal Employment Opportunity

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To learn more about Heartstyles, visit our website here.

KFC Benefits and Policy Handbook 2022 7

Tax, Superannuation and Other Payments

KFC Benefits and Policy Handbook 2022 8

Meal Breaks & Rest Pauses

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Your leave entitlements include, but are not limited to:

Annual Leave Community Service Leave

All employees are entitled to long service Parental Leave

KFC Benefits and Policy Handbook 2022 11

Call our confidential KFC! Helpline

KFC Benefits and Policy Handbook 2022 12

Our Disability Policy - It’s about Ability!

KFC Benefits and Policy Handbook 2022 13

Step One: Discussion

Step Two: Written Grievance

Step Three: Appeal

Open Door Policy

KFC Benefits and Policy Handbook 2022 14

KFC Benefits and Policy Handbook 2022 15

Grooming Standards Include:

Hair neat &

Makeup fresh &

Piercings must Uniform neat

Name badges Shirt left untucked

KFC Benefits and Policy Handbook 2022 16

Hygiene Standards Include:

KFC Benefits and Policy Handbook 2022 17

Clause 13. General Requirement:

Clause 14. Health of food handlers:

Clause 15. Hygiene of food handlers:

KFC Benefits and Policy Handbook 2022 18

KFC Benefits and Policy Handbook 2022 19

KFC Benefits and Policy Handbook 2022 20

• DON'T run in the restaurant.

Safety Disciplinary Action

Supporting your Mental Health

KFC Benefits and Policy Handbook 2022 22

KFC Benefits and Policy Handbook 2022 23

Informal Discussions/ Counselling

Internet, Email and Social Media Policy

KFC Benefits and Policy Handbook 2022 26

Yammertime Do’s & Don’ts

KFC Benefits and Policy Handbook 2022 27