Business plan excerpt ‘Simulated business: BBQfun Simulated business: BBQfun Business plan excerpt From BBQfun business plan FY 2012-2013 Mission © To provide our customers with great value outdoor lifestyle products and second-to-none customer service. Vision © To be south-east Queensland's leading outdoor lifestyle retailer within five years. Values © Quality. © Customer value. ‘People: Active encouragement of safety, teamwork, diversity, excellence, innovation and continuous improvement. Strategic directions ‘The strategic context in which BBQfun will achieve its mission and vision is through: © engaging with customers through marketing, research and personalised service ‘© building a reputation for quality products and quality customer service ‘* supporting people to perform via training and performance management increasing sales revenue © controlling costs through operational efficiency. ‘© 2025 innovation and Business industry Skils Council Ltd “edition version: BSBMGT517 Manage operational plan Page 1 of 189r40z oBed pid jevoneiodo oBeueW ZTSLOWASE ‘T:Woys108 voRUpe Br ouneg suns Aysnpul ssoulsna pue VONEAOUUI STOZ © ajepooy sa) HeyoU xaly Keua2ms ied 9a] wes 3se09 piop aueqsug BuneueW aaeen Jeseuew Jageuew Jageuew a uewnH uay9 Wy segeuew; |es9ue5 suonesedo eye Zid (no) queynsuol di fe jefoueUty 39149 PNSHIW 38d O30 pue suoyauiq Jo pleog eyo |euonesjuesio unjoga unjdag :Sseuisng poyeinuig ‘eyo jeuonesiueBI0 uNjdaEPerformance management policy and procedures ‘Simulated business: BBQfun Performance management policy and procedures BBOQfun Performance Management Policy Purpose ‘The purpose of this policy is to ensure performance management is carried out consistently, fairly and transparently and in accordance with organisational requirements. Scope ‘The scope of this policy covers the performance management process by employees and contractors of BBQfun. Resources Specific procedures for the implementation of this policy are available below and on the company intranet. Responsibility Managers will: © carry out formal performance review discussions twice annually ‘© monitor individual performance throughout the year, recording key events, observations of importance which relate to the performance, both positive and negative ‘© use the performance management documentation to record formal and informal performance reviews: ‘provide employees with the opportunity to participate and contribute to their professional and personal development provide employees access to training and development, as reflected in the individual's development plan © provide underperforming employees with coaching and development throughout the review period, using the GROW model to help structure their planning for formal coaching sessions or informal, side-by-side sessions @ provide employees with opportunity to communicate their career development goals. Relevant legislation, © Privacy Act 1988 (Cwith) ete, * Queensiand Anti-Discrimination Act 1991 (Qld) © Fair Work Act 2009 (Cwith) AS ISO 15489: 2002 Records management Updated/authorised 10/2012 - Riz Mehra CFO ‘©2075 Innovation and Business Industry Skils Councl Ltd “‘redition version: BSBMGT517 Manage operational plan Page 3 of 21.