The purpose of franchising is to enable other people to
duplicate your business so that they can operate the business for themselves.
The Operations Manual is like a recipe book – it contains details of the ‘ingredients’ you
have used (shop fit out, product range, suppliers, transport, branding etc.) and details on the exact method (sales and
marketing strategies, customer service, training etc.) in which you have combined the ingredients to create your business.
By following your recipe franchisees should be able to replicate for themselves exactly what you have achieved in your
There is no agreed upon standard table of contents for an
operations manual. What’s included will vary from business to business. However there are a number of topics that are
commonly found in most franchise operations manuals. These include:
Nobody wants to sit down and read an instruction manual from
cover to cover and fortunately they are not designed to be used this way. When writing an operations manual the trick is to
strike the balance between having enough information vs. useability. You want your franchisees to see the manual as a
useful reference document they can go to if they need information on running the business. Here are some tips for writing
the operations manual
installation guide” so the customer can start immediately and to get the basics right so they can take action now.
It is a great tool to provide your franchisees to get them started.
It’s customary to begin an operations manual with a welcome/introduction statement to new franchisees, perhaps
congratulating them for joining your team and outlining your commitment to the franchise network. You may also include a
brief introduction to the operations manual and a “how to use” it guide. Below is a sample welcome introduction statement
and a “how to guide” for using their operations manual.
The aim of this section is to give franchisees a “snapshot”
of the business they have just joined. Relay the information in an engaging and story-telling style. Include information on
when it started, why it was formed, what it offers, what makes it unique and why customers are attracted to it. It’s not
meant to be the complete history of your business but enough to reassure and inspire your new franchisees.
A vision statement talks about where a person/organization
wants to be in the future in terms of growth, achievements, and development.
Amnesty International: Amnesty
International’s vision is of a world in which every person enjoys all of the human rights enshrined in the Universal
Declaration of Human Rights and other international human rights instruments.
Amazon Our vision is to be earth’s most customer centric company; to build a place where people can come
to find and discover anything they might want to buy online.
Apple: We believe that we are on the face of the earth to make great products, and that’s not changing.
We are constantly focusing on innovating. We believe in the simple, not the complex. We believe that we need to own and
control the primary technologies behind the products that we make, and participate only in markets where we can make a
significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are
truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us
to innovate in a way that others cannot. And frankly, we don’t settle for anything less than excellence in every group in
the company, and we have the self-honesty to admit when we’re wrong and the courage to change. And I think regardless of
who is in what job, those values are so embedded in this company that Apple will do extremely well.
Kraft Foods: Helping people around the world eat and live better.
A mission statement describes a company’s function, markets
and competitive advantages. It is a short written statement of your business goals and philosophies.
Nike: To bring inspiration and innovation
to every athlete in the world.
Starbucks: To inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time.
Amazon: To be the most customer-centric company in the world, where people can find and discover anything
they want to buy online.
Ebay: Provide a global trading platform where practically anyone can trade practically anything.
An organizational chart is a diagram that shows the
structure of your organization and the relationships and relative ranks of its parts and positions/jobs. It gives the
franchisee a quick reference guide for who’s who in the company. Here is a sample organisational chart.
It’s a good idea to have a quick reference guide for
important numbers and addresses that the franchise may need. This would include the franchisors contact details along with
suppliers contact details, IT service providers etc.
The Operations Manual is a good place to clarify the franchisors and franchisees roles and responsibilities. Below is some
“We are here to assist you in achieving maximum success and growth in your franchised business. By working together for the
common good we achieve a better outcome for everybody”
Our key role is to support the Franchise System to ensure
its continued growth and success.
It is vital to realise at the beginning that you are indeed an independent business person and, as with other businesses,
you can expect to succeed through your own efforts, acumen and time put into your business. You should be prepared to
accept this responsibility and the subsequent credit. Minor failures are inevitable and for these you should also accept
the responsibility of instant remedial action.
As you read through our Manual you will realise that you do indeed have independence to run your business and that your
never-ending professional support is an integral part of our relationship. We are relying on you to uphold our reputation
for excellent customer service, efficiency and high standards of business ethics.
The long-term success of our franchise network depends on individual loyalty and participation. Your own personal welfare
is tied in with the group, therefore it is in your own interest to communicate freely and attend all meetings.
Develop a group attitude, run your business according to our Agreement and the Manual and don’t be tempted to alter our
The philosophy is simple;
If I take care of the group
The group will take care of me.
Although franchisees will have reviewed this document in
detail it’s still a good idea to remind them of the legally binding nature of the agreement and the key behaviours that
could lead to termination. Below is some suggested text:
Franchise Agreement is a signed legal contract, which is the basis of your business. It provides the rules for a long and
mutually rewarding co-operation between the Franchisor and Franchisee and establishes the obligations of both parties to
maintain a continuing business relationship.
Be aware of the terms and conditions, which are included as
a protection for both parties.
Failure to comply with the terms of the Agreement could lead
to termination, particularly in relation to the following:-
Specify when your trading hours (normal and after hours if
|Trading Days||Trading Time|
|EG Monday – Wednesday||9.00am – 5.30pm|
|Thursday||9.00am – 9.00pm|
|Friday||9.00am – 6.00pm|
|Saturday||9.00am – 5.00pm|
|Sunday||10.00am – 4.00pm|
List the typical duties that franchisees will be expected to
do on a daily basis. This can be done in bullet format or a checklist. The specifics will change depending on the type of
business you operate i.e. mobile trade service, retail, retail food, white collar service based. Here is an example of the
type of inclusions. If you don’t know what you do take a pen and paper with you to work and write down all the tasks you do
on a regular daily, weekly and monthly basis
This will vary from business to business but may include
things such as:
This will vary from business to business but may include
things such as:
This will vary from business to business but may include
things such as:
This section details the administrative processes that you have created
in your business. Some of these may already be documented while others you may need to write. The aim here is to make your
administrative processes, simple, efficient and easy to follow.
Update logs are a means to ensure franchisees have received
and more importantly read any updated information that you have supplied for the Operations Manual. They can be in hard
copy or on line and should be brought to the attention of the franchisee when the Operations Manual is first introduced to
What is your current ordering procedure? Is it documented?
If so please insert the documentation now. Ie order forms, ordering procedures etc. If not please document your ordering
Sample procedures are below.
Orders for stock and non-stock must be placed according to
the procedure below:
Note: Delivery time for stock items
is 7 days and non-stock items up to 14 days.
Standard Ordering Procedure
NB: Delivery time for stock items is 7
Delivery time for non-stock items is 21 days
Do you currently have order forms? If so please insert them
now. If you don’t have an order form here is a sample template:
Insert Logo, address, ABN, Contact numbers
|SAMPLE FRANCHISE ORDER FORM|
|Send Orders to:Sample Franchise
PO Box 123
|Description||No. Of Units||Price Per Unit||Total Price|
Do you have a current price list? If so please insert now,
if not you will need to develop one. Below is an example of a price list. Ensure your price list is date stamped.
|Product Code||Product Description||Unit Prices to Franchisees||Unit Prices including GST (@10%)|
|W001||SAMPLE FRANCHISE Start-up kit||$207.70||$228.47|
|W002||SAMPLE FRANCHISE product A||6.50||$7.15|
|W003||SAMPLE FRANCHISE product B||$15.91||$17.50|
|W004||SAMPLE FRANCHISE product C||$198.00||$217.80|
* Prices are subject to change
It is important to ensure that your franchisees have a
sufficient supply of products/goods. You can ensure this using one of two methods. Either you can specify the amount of
stock to be held at any one time and at what intervals stock needs to be reordered. If you choose this option the details
need to be included in the franchise agreement. Alternatively you may decide to leave the monitoring of stock up to the
franchisees. The first option is more desirable for the franchisor as it’s easier to manage the stock and monitor the
progress of the franchisee. However it does require more monitoring. It will suit some business systems to centrally
control all of the stock ordering and levels and for others it will be easier to set the franchisee up with an initial
supply and then let the franchisee monitor it themselves,
Check – 3rd Line enforcing
You also need to decide whether all stock is to be ordered through the franchisor or whether certain items are able to be
sources from other suppliers.
If your business uses dangerous
or flammable goods you will need to ensure that you document for franchisees the correct process for transporting the goods
and provide them with the correct documentation to complete for the transport companies.
An example of stock control:
You should check your stock at least once a week to ensure that your stock levels are adequate for you to
complete your jobs when you visit each customer rather than having to go back to a job. Obviously you cannot keep parts for
every single job so we have completed a stock checklist which should be carried as a minimum stock level. See Stock
Checklist in the “forms” section.
To complete the minimum
stock checklist – simply check you stock level against each item on the checklist and enter into the 3rd column from the
left. In the next column deduct the number you have in stock against the minimum required and this will tell you how many
of each item you need to order as a minimum.
|Item||Minimum Stock||Number in Stock||Number to Order|
|Guardian White Gears||2|
|Cables – Front Springs||4|
|Cables – Rear Springs||2|
|Tilt Springs – SPR001||2|
|Tilt Springs – SPR002||2|
|Centre Bearing plate||1|
|End Bearing Plate||2|
|Melin M802 handset||4|
Consumer Law provides basic rights for consumers to return
goods that they have bought, including if they are faulty, don’t match samples, or doesn’t perform as expected. In
addition, retailers often have their own policies on the return of products for reasons not covered by the law such as when
a consumer changes their mind. Your policy will vary depending on what type of business you operate.
The example below are for 2 different type of businesses:
A mobile trade service: All goods must be inspected immediately upon delivery and whilst the delivery
person is still present. If any items are deemed by yourself to be damaged or faulty then a damage report must be filled in
at this point. The form “Goods Damage Report 1” must be completed and given to the delivery person who must sign the report
and they will return it to the office. Ensure that the delivery driver gives you a reference number before you let them
leave with the Damage Report.
2. A retail
store: If any product you purchase from us is not fit for its usual purpose or of acceptable quality (through no
fault of your own) or you have simply changed your mind we will gladly exchange it or refund it subject to the points
below. When returning your purchase please bring your original receipt or other proof of purchase. Where possible please
return the product in its original packaging, unused, undamaged and unworn.
If you find that an item you have gone to collect is
damaged, you should leave the item and not take possession of it. If you decide to take delivery of the item, then you will
be deemed to have accepted the item in the condition you found it. No claim can be made in retrospect, so please ensure
that you check every item carefully.
Discounts may be offered on items at the discretion of
Sample franchise from time to time and these will normally be communicated to you via email. Discounts are only available
for the specified period of time shown in the offer. You should check you parts catalogue and price list.
At Sample franchise we believe in supplying good quality
products that can be relied upon. Occasionally a product may be faulty and require replacement within its warranty period.
We will endeavour to support you in the replacement of this product without any questions, however we do reserve the right
to not replace an item if we believe that it may have been damaged or tampered with after leaving our possession.
Franchisees must be clear on what is expected of them in terms of
handling money (cash), receiving payments with credit cards either in a retail setting or on the road, banking, reconciling
daily takings etc. Procedures will vary substantially based on whether the business is in a fixed location and has an
integrated POS system or if the business is a mobile one.
Below are a range of sample texts for you to review. Select the ones most appropriate to your business and customise the
Each Franchise unit should carry a float for the register
and to be used for change.
E.g. $300 float.
Cash Theft – The theft of money will almost
always come directly from the cash drawer.
Managers should note that new employees would rarely steal in the early stages of their employment, the reason being that
they do not know the system sufficiently well and so are unfamiliar with the risks. It is important that if problems with
register balances start to occur when a new employee starts it is unlikely that it will be him or her stealing.
It is more likely that the employee is making honest mistakes. Be aware that an established employee may take advantage of
the situation knowing that management will look to the new employee as the source of problems. As new employees become
familiar with the system and recognise that their chances of getting caught are practically zero, then the problems will
start. Usually a small amount will be taken at first, which will gradually increase.The method of theft used to steal cash
is by “not ringing up sales”. There are two techniques commonly used when stealing by “not ringing
Assume that the employee takes twenty dollars out of the register and starts making sales but does not ring them up. If the
first sale was for eight dollars, it means that if a cash audit was conducted the register would be twelve dollars short.
If no audit is conducted and the next two sales are for five dollars and seven dollars respectively the register now
balances and the employee has stolen twenty dollars.
The second technique works the opposite way. The employee will “pad” the drawer first by not ringing up sales and once the
selected amount is reached the money is removed. To facilitate the “not ringing up sales” method the employee is likely to
use the “no sale” button or work out of an open register. Other padding methods include functions such as over rings, voids
The overage is created when an employee has been padding the drawer and has not had the
opportunity to remove the “pad”. This will be discovered when the register is balanced or if the employee miscalculates the
amount, leaving a small over or shortage.
If you suspect this, then cash audits should be done midway through shift.Working out of an open drawer
The only legitimate reason for leaving the cash drawer open is when the register is not functioning. Any employee
questioned on this practice will usually provide the standard excuse of being rushed and not having time. The only reason
an employee works out of an open drawer is to save the problem of ringing up no sales when stealing. He or she has easy
access to change for the customer if the drawer is open.Excessive no sales
All registers have a “no sales” function. The number of no sales in a day will vary according to a variety
of factors, but regardless of outside factors, the business will have an average number of “no sales”. The franchisee
should determine this number to enable the tracking of excessive “no sales” numbers. An employee using
this method to steal will have far more than the average number of “no sales”. This will be because he or she not only has
to use the “no sale” button for the usual reasons but is also using it to steal. This will mean that his or her number of
“no sales’ will be many times more than the average.
Controls are vital in the reduction of internal theft.
Controls can include any number of methods ranging from providing services to staff through to restricting staff activity
by setting well defined and supervised procedures. Some examples include:
All of these services and controls should be part of a
franchisee’s normal working routine. Slack enforcement of procedures can only aid and encourage a dishonest employee.
If the front-line manager used these controls right from the
beginning with all staff, without exception, the likelihood of employee theft is greatly reduced. There is no substitute
for alerting the staff about security problems that occur, even down to minor shortages and overs. The more team members
become aware of an employer’s concern about theft and shrinkage, the more likely they are to recall it at times of
All investigations need to abide by the grievance handling
All parties should feel that the investigation into the theft is fair and impartial and once the investigation is over they
are given a fair opportunity to respond.
Never assume guilt and investigate thoroughly; if you were innocent, consider how you would want to be treated in these
circumstances. If you victimise employees, you are creating a culture in which staff will be scared to bring up future
Inform relevant parties about the allegations. Pass on details of the allegations and details of what policies/legislation
have been breached and give clear explanations about how the investigation will be conducted.
Do not discuss the grievance with parties that are not legitimately involved e.g. customers, friends, relatives (unless it
involves minors) or staff that weren’t present when the theft occurred.
Act immediately, this will also reinforce how seriously theft is taken in the workplace and time is money if theft is
Keep track of all evidence, conversations, interviews, evidence. You will need a paper trail to defend yourself if
unfair/unlawful dismissal allegations are made down the track.
Discretion over when to involve external authorities:
As a general rule of thumb with grievances – breaking policies could be dealt with internally, break the law may require
the assistance of external bodies. With theft, you may choose to involve the police. As a scare tactic, mentioning police
involvement in a formal letter to staff has a strong tendency to provoke confessions.
If theft allegations are made by an employee about another
employee; ask the employee to give you all the information they have about the alleged theft and then determine whether it
is grounds for an investigation. Hearsay, innuendo or gossip is not grounds for an investigation. Alternatively, you may
have reason to believe theft is occurring from something you’ve noticed on your own accord. Either way, if you find there
are grounds to conduct an investigation, inform all staff that there is reason to believe that theft is occurring in the
workplace and inform them of the steps involved in the investigation. Proceed with the investigation process
times that shortages or overages have occurred. Allowance must be made in cases of those who normally work a greater number
of hours before forming any impression.
Should the results narrow down to one to two people,
approach these employees with the evidence and give them an opportunity to respond. All staff should be seen as “innocent
until proven guilty” and keep in mind there may be mitigating circumstances for why the theft has occurred. If this still
doesn’t provoke a confession or resolution, you may wish to pass it on to the police to complete the investigation.
All accounts must be kept up to date at all times. No Cash jobs must be taken without a receipt being given and the job
accounted for tax purposes. We recommend that XYZ as the preferred accounting package. All month end accounts must be sent
to head office within 7 days of the end of the month.
Receipt Procedures for EFTPOS:
The customer copy should always be given to the customer whilst on site or if taken via the phone, should be posted to the
customer at the earliest possible opportunity. All merchant copies should be kept for a minimum of 24 months from the point
of transaction in case any queries arise from the customer. The best way to keep the merchant copy is to staple it to the
original sales record form.
Credit card fraud is becoming more and more common. Always check the name on the card and the name of your customer to
ensure that they match. If talking payment via the phone always ask the customer if the card is theirs and for the full
name on the card along with the expiry date and CCV.
Royalty payments should be deposited to the following account and must be paid on Every Monday before 5pm:
This section details your franchise brand and specifies how the
franchisee is to represent your brand. Below is some sample text you can use and customise to suit your business.
A brand is defined as a “Name, term, design, symbol, or any
other feature that identifies one seller’s good or service as distinct from those of other sellers”.
Sample franchise will continually work on building its brand to ensure its
products and services are relevant to its target audience. Our brand is more than the difference between the actual cost of
a product and its selling price. It represents the sum of all of our values and promises to the customer.
As a franchisee you are expected to represent the brand positively at all
times. The success of our band name is as important to each franchisee as it is to us the franchisors.
To help represent the brand franchisees will be required to
Below are the specific details
The Sample Franchisees are required to wear the following:
insert picture of uniform
A uniform is included in the initial start-up package. Subsequent uniforms
can be purchased from head office
All official stationary must be ordered through head office. This includes business cards, letterheads, flyers, order
forms, invoices etc.
All non-branded items such as plain paper for printers, pens etc. may be bought by you at an outlet of your choice.
Each franchisee is supplied with an electronic start-up kit of stationary. These can then be printed using a colour
printer. The Kit will include the following:
(insert samples of each)
Sample franchise will provide all the artwork for your
vehicle to be sign written. The cost of the initial sign-writing is covered in your purchase fee. If your vehicle needs to
be sign-written again then this cost must be covered by yourself. We will allocate the venue and company to sign write your
Insert picture of sign written
This section details the types of machinery or equipment
which the franchisee will need to know how to operate safely and maintain in order to effectively operate your business.
Types of equipment might range from a laptop or tablet to a dog washing unit, coffee machine, oven, iron press or a truck
which delivers and picks up skip bins.
You will need
Where possible include a picture of the machine/equipment
labeling all the key components.
Most equipment will come
with the manufacturer’s instructions and safety details. If you do not have safety information already documented use the
manufacturer’s instructions as the basis of this section.
Food Processor – general instructions
blade required, insert onto central shaft. Follow recipe requirements as per recipe book.Do not use in wet area.
Do not place hands or utensils in feed chute whilst in
Always use the pusher provided.
Blades are very sharp and must be handled with care. Blades to be stored in the case provided.Thoroughly clean after each
use. Inspect blades daily for signs of wear or damage.
Cooktop – general instructions
Select required burner, light and select correct heat
setting. Ensure gas is turned off after use.
Do not touch the cooktop during operations of immediately
after use to avoid being burnt.Thoroughly clean after each use.
Material Safety Data Sheets (MSDS) are required for any substance that has special
instructions during use of and for disposal of once used. This includes but is not limited to: paints, fillers, cleaning
fluids and adhesives. If your business uses these types of substances you will need to obtain copies of the MSDS for each
A Material Safety Data Sheet (MSDS)
is a document that contains information on the potential hazards (health, fire, reactivity and environmental) and
how to work safely with the chemical product. It is an essential element of a stable health and safety program. It contains
useful information on the use, storage, handling, disposal and emergency procedures related to the hazards of the
particular materials used.
The MSDSs are
prepared by the supplier or manufacturer of the product that may contain a hazardous component.
Manufacturers have downloadable MSDSs from their websites.
These are detailed and intended to indicate what the hazards of the product are:
Disputes are a part of life and inevitably at some
point in time in both franchised and non-franchised businesses disputes can occur. What’s important is how the dispute
resolution process is implemented and managed.
In terms of the Operations Manual it is
important to include a section on the dispute resolution process – so that franchisees are quite clear on the process
should a dispute arise. You may also choose to develop additional procedures that resolve potential disputes long before
they reach this formal stage.
An example might be that if a
franchisee has a concern, that he/she can convene a meeting with a mutually agreed upon third party and discuss the issue
and present an action plan for its resolution.
the dispute resolution process is provided for under the Franchising Code of Conduct. Part 4 states that if a dispute
arises the complainant must tell the respondent in writing:
One way to do this is by sending a completed copy of a
Notice of Dispute form to the other parties involved in the dispute. The parties should then try to agree about how to
resolve the dispute. If the parties cannot agree about how to resolve the dispute, then either party can refer the matter
to a mediator.
If 3 weeks has elapsed since the Notice of Dispute was sent and the other party has not responded you are able to request
that a mediator be appointed. Once a mediator has been appointed both parties must attend the mediation and try to resolve
While no one enters into a business anticipating problems
the very nature of people working together means that disputes will arise. To minimize the impact of disputes and to
encourage a culture of openness and harmony at SAMPLE FRANCHISE we have developed a dispute resolution process. The process
is based on the following principles.
At SAMPLE FRANCHISE the process is as
If the above procedure fails to reach a resolution then the
parties are to follow the dispute resolution process described under the Franchise Code of Conduct and complete a “notice
of dispute” form.
Not all franchises business will require the hiring of
employees. Many franchise businesses will simply comprise husband and wife teams. However if the hiring of employees is
required in your franchised business then the following aspects need to be considered:
If the hiring of employees is needed for your franchise
business you will need to consider what skills are required to conduct the job and if the applicant will need to have
For Example: At SAMPLE
For each of the positions mentioned above write a brief description of what their role entails.
|Position: Service Technician||Employer: (franchise territory)|
|Hours per week: 35||Responsible to: Franchisee|
The Service Technician is responsible for assisting the
Franchisee in the efficient running of the business.
Service Technician is responsible for
I _____________________________, HAVE READ AND UNDERSTOOD THE ABOVE JOB DESCRIPTION AND ACCEPT THE POSITION OF SERVICE
TECHNICIAN WITH ALL ITS RESPONSIBILITIES.
Read and Noted: __________________________________ (Employee)
Service Technician: __________________________________
Junior Kitchen ( 3 positions)
Employee: Franchise (Territory)
Hours per week: 8
Responsible to: Store Manager
as directed by the Store Manager
Read and Noted: __________________________________ (Employee)
Every person that is employed by a franchisor or franchisee is entitled to various forms of leave. These entitlements are
regulated by government and may also be specified under the various Industrial Awards. Here is a general guide to the main
types of leave available.
In Australia if you are a permanent
employee (either a full-time or part-timer) or an employee engaged for a fixed-term contract of employment, you will
normally be entitled to various types of paid and unpaid leave and to about 10 paid public holidays throughout the year. If
you are a regular part-time employee, you will generally receive, on a pro-rata basis. If you are a casual employee you
will normally not be entitled to any sort of leave or paid public holidays but instead should be compensated through
receiving a higher rate of pay.
Full-time employees normally get four weeks of annual or recreation leave each year. Sometimes your award or agreement will
provide you with a 17.5 % annual leave loading.
Parental leave refers to maternity leave (for women), paternity leave (for men) and adoption leave. After 12 months of
continuous service with an employer, an employee and her/his spouse are entitled to a combined total of 52 weeks unpaid
parental leave on a shared basis following the birth or adoption of a child. Generally, parental leave is available to only
one parent at a time.
Awards or agreements may also provide that maternity leave can commence up to six weeks before the birth.
Fathers are eligible to take five working days of unpaid paternity leave at the time of birth of a child, and can also take
another period of unpaid paternity leave up to the child’s first birthday if the father is the main person looking after
Adoption leave can be taken to care for an adopted child if she/he is younger than five years old and you are the main
person looking after the child.
Employees generally get 5 – 10 days paid sick leave during the first year of employment and 8 – 10 days per year in the
following years. Sometimes a sickness certificate from a medical practitioner must be provided in order for the leave to be
Permanent employees will generally get two or three days paid bereavement leave upon the death of a close family member.
Each state and territory has different rules about jury duty but generally your employer must allow you to perform jury
duty. If you are called upon to serve on a jury during a trial, you may be entitled to paid leave for the time you are on
As the Franchisor it is your
responsibility to arrange and oversee the training of any franchisees that you recruit directly. Should you choose a
Regional or Master Franchisee model then you may decide to delegate the training responsibility to those individuals.
As training involves a specific skill set you may choose to
contract a qualified trainer to develop and conduct your training programs. Some franchise systems arrange for their pilot
franchisees to become the trainer of subsequent franchisees. Larger franchise systems often have a dedicated trainer
specifically for the role of training franchisees.
training programs will comprise a number of elements including:
Training programs are more than just the imparting of
information from the franchisor to the franchisee. The franchisee must be able to apply the information in order to
duplicate the franchisor’s business. So on the job training and field observations play a vital role in the franchise
Here is a sample of a training program used in a
|Schedule||Training required||Date Completed|
|1st month||Conduct 3 field visits using the Field Observation & Feedback Sheets (FOFS)|
|2-4 months||Conduct another field visit (Use SAMPLE FRANCHISE FOFS)|
|Once each quarter thereafter||Conduct another field visit (Use SAMPLE FRANCHISE FOFS)|
It is not uncommon
for the franchisee to contribute a set fee for their induction-training program, above and beyond the franchise fee. This
fee needs to be detailed in the Disclosure Document
Specifically as a franchisor you need to determine:
Apart from formal classroom training a franchisor needs to
be able to assess the franchisee in action at the coal face. One way of doing this is by implementing a formal field
observation process in which the franchisor clearly articulates what a franchisee is expected to do and then evaluates the
franchisee on each of these criteria.
Below is an example of
the field observation sheets used in the SAMPLE FRANCHISE
Field Observation & Feedback Sheets (FOFS)
Franchisee: Bob Smith
Date: Feb 5 2016
|SAMPLE FRANCHISE Sales Process||1
|2||3||4||5 (Ave)||6||7||8||9||10 (Exc.)|
|Appointment making & confirmation Introduction of self Phone manner|
|Arriving to appointment Arriving on timeSAMPLE FRANCHISE uniform with ID badge Taking off shoes before entering house Presentation of Vehicle & equipment|
|Introduction/Setting the Scene in the customers house/establishment Open ended questions Explaining how SAMPLE FRANCHISE are the solution to customers problems|
|Explanation of SAMPLE FRANCHISE process – as per sales script|
|Putting on protective gear|
|Conducting demonstration as per sales script|
|Permission for full service|
|Introducing subsequent product lines|
|Booking for next service|
|Asking for Referrals|
|Follow up Activity Thanks you letters, Referral vouchers Newsletter etc|
Notes & Observations
Bob needs to remember to wear his protective eyewear when demonstrating the service. He will improve his sales figures if
he can remember two key parts of SAMPLE FRANCHISE business system
Otherwise Bob is preforming satisfactorily
|10.||Excellent||Consistently provides service beyond customer’s expectations (WOW factor). Shows an excellent understanding and implementation of SAMPLE FRANCHISE policy/directives and business system.|
|7.||Very Good||Often provides service beyond customer’s expectations (WOW factor). Shows a good understanding and implementation of SAMPLE FRANCHISE policy/directives and business system.|
|5.||Average||Meets customer’s expectations. Shows a basic understanding and implementation of SAMPLE FRANCHISE policy/directives and business system.|
|3.||Below Average||Does not consistently meets customer’s expectation. Shows a poor understanding and implementation of SAMPLE FRANCHISE policy/directives and business system.|
|1.||Not Acceptable||Does not meet customer’s expectation. Shows a very poor understanding and implementation of SAMPLE FRANCHISE policy/directives and business system.|
|To be Completed by:||_ _/_ _/_ _|
|Mr Pizza FOS||1
|2||3||4||5 (Ave)||6||7||8||9||10 (Exc.)|
|Greet customers in timely and happy manner|
|Takes order effectively, up-sells products and promotions|
|Shows understanding of POS systems|
|Quality of the pizza (overall)|
Notes & Observations
Sam is performing very well. She has a good understanding of the product line and promotions and she and her staff are
effectively up-selling drinks and extras such as garlic breads and salads. The pizzas are consistent in appearance and are
well presented with the right amount of topping. They are served in a timely manner.
This section of the Operations manual focuses on generating
sales leads for the end user i.e. your franchisee’s customers. It is not about recruiting franchisees.
As the franchisor you need to provide specific guidance to your franchisees
on how to market their business, how to attract new customers and how to retain existing customers.
In some franchise systems the franchisor takes a very active role in this
area supplying all leads to the franchisees who then simply fulfills the orders. In other systems the franchisor works hand
in hand with the franchisee to market and promote their business together. With some other franchise systems the franchisee
does most of the work in terms of lead generation and the franchisor is just peripherally involved.
No matter which approach you adopt you first need to start by clearly
defining and understanding your target market.
All marketing efforts for your business should have two
In order to do this effectively you must know:
Identifying and understanding your target market is the
first step in the process.
As the franchisor you have established a successful business
that you would like others to replicate. In order to do this you need to develop a marketing plan or lead generation plan
that franchisees can implement which will enable them to achieve results similar to what you have achieved.
The literature on developing marketing plans refers to the 4
P’s (Place, promotion, Product price) or sometimes 8 P’s which are:
As the franchisor you should have all the 8 P’s refined and
integrated into your business.
When developing your marketing
or lead generation for your franchisee you need to focus on:
You also need to be specific and realistic, ensuring your
franchisees have the skills and resources to implement the marketing /lead generation plan effectively.
|Marketing Strategy||Offer||Numbers of times used||Cost||Targets|
|Print media offer in local newspaper||Two for one deal||Every 3 months||$300||15|
|Facebook promotion||$1.00 drinks in selected locations during happy hour||One every 2 months||nil||50|
|Scoopon promotion||60% discount||Once a quarter||$350||50|
|Loyalty program||Buy 10 get one free||Ongoing||nil|
|30 Sec TV Commercial pay TV||Mention advert and get 10% discount||2 times a year||$7000||250|
|Marketing Strategy||Offer||Numbers of times used||Cost||Targets|
|Google Adwords||Beat any written quote||Ongoing||$2000 pm||20p/month|
|Letter-box drops||3 rooms cleaned for the price of 2||20,000 dropped in local area||$5000||250|
|Facebook promotion||Refer a friend and get a 10% discount||2 time year||Nil||55|
|SMS blasts||Regular various offers||Every 3 months||$0||6 regular jobs|
|Local newspaper advertising||Beat any written quote||Ongoing||$2000 pa||10 p.month|
As a franchisor you can either generate the leads for your
franchisee or have them responsible for their own lead generation.
As a general rule the franchisee has a greater chance of success if leads are sourced from head office and
then passed onto franchisees to fulfill. However this type of model does not suit all business types. eg: it works better
for a mobile trade based franchise but less well for a fixed shop location. In the example of the shop location (above) the
franchisor’s role in generating leads would be focused on advertising and marketing strategies and promotions to create
demand for products and services.
As the franchisor you need
to make it clear which approach you have selected and then how it will be implemented.
These questions will help you in this process.
Generally speaking franchisees can be best described as
order takers rather than sales people. However in mobile and services based franchise systems franchisees are often
required to have some basic selling skills. If your type of business falls into this category it’s a good idea to develop
sale scripts for franchisees to follow.
If you don’t have a
sales script a good idea is to simply record yourself when you take an incoming call and convert this into a transcript.
Smile – it brings warmth to your voice.
“Welcome to Fab and Fit Franchise (Insert location) this is (insert name) how may I help
Find out the person’s name in the first instance and then use it. This will help build rapport and trust so that the person
calling wants to come down and meet you. You may like to say..
“May I ask who I am speaking with?”
Ask open-ended questions so as to have the person talk about themselves. This is a rapport building strategy. If you
control the conversation you can steer it the way you want e.g. an invitation to enjoy a free trial.
Find out why the person wants to join Fab and Fit Franchise. This shows you care about them as a person. You might like to
“We have lots of people who
get started here for that very same reason!”
The goal of handling the call is to book the client in for a free trial session. But you don’t want to ask before you have
built rapport and trust. When you do ask, do so by giving an alternative choice of times.
“Would tomorrow or Wednesday be better for
Finalise New Enquiry Form (NEF) and ask for
Finally, ask the client for any extra information needed for the NEF that they have not already supplied, including an
email address. You may like to say..
“As part of our duty of care, we offer individual exercise modifications for our participants
during class. To do this, we will need you to fill in a pre-exercise questionnaire. What email address should I send this
Advise the client to bring a water bottle, comfortable clothing and a hat.
Thank the new prospect for the call and let them know that you look forward to meeting them on the set booking date.
Send an SMS confirming the free
New Enquiry Form
It’s important to capture the details of your prospective and existing clients. Some businesses do this by signing up
people to loyalty programs which requires all their details to go on to a database in return for exclusive offers. Other
businesses capture this information in their POS system or website.
Another option which often suits mobile and service based business is to create a new enquiry
form – either online or on paper. It should record the person’s name, email address, phone number,
postcode, and allow room for any comments.
The success of any franchise system is dependent on satisfied and happy franchisees.One of
the key ways to ensure this is for the Franchisor to support and guide franchisees in the growth of their business.
The most critical time to provide support to franchisees is
in the first 3-6 months of operation. It is crucial at this time that the franchisees generate good cash flow and become
familiar with the implementation of the prescribed franchise systems.
For franchised businesses to be successful the franchisee must follow the system. A good
way to ensure this is to offer a guaranteed income for an initial start-up period which is conditional on the franchisee
successfully completing a number of minimum requirements that are monitored by the Franchisor. For example..
Point of Sale systems which details when
sales are made (i.e. time, day of week) and for what amount. This can provide franchisors with useful data if a franchisee
Mystery shoppers is a tool used to measure quality of service, or compliance with regulation, or to gather
specific information about products and services. Mystery shoppers perform specific tasks such as purchasing a product,
asking questions, registering complaints or behaving in a certain way, and then provide detailed reports or feedback about
their experiences. They are a useful tool to use in a franchised system
KPI’s provide a mechanism to monitor the implementation of
the franchise system. At a glance, you as the franchisor can assess the franchisee’s performance and identify area that
need extra attention.
Developing a template for KPIs is not difficult. It
simply requires you to identify the key steps in your system that a franchisee should be implementing on a weekly basis to
Week ending ………………………
|Lead generation Strategy||No’s||Response Rate Enquiries||Bookings||Free Demo||Full Service||Sale of other products||Next booking||Referral|
|Shopping centre promo||1||30||20||20||15||11||10||4|
|Total No Sales||57||39|
The degree of success of any franchised business is strongly
influenced by the relationship the franchisor has with his/her franchisees.
While independent business owners, the franchisee franchisor relationship is one of interdependence. Each
relies on the other for their success. Therefore channels of communication must be open, two-way and frequent. While the
franchisor needs to ensure discipline in the network they need to do this by using both the ‘carrot and the stick”
Ways of keeping in touch
Weekly contact: When a franchisee first
joins the team, regular weekly contact should be scheduled. It’s a perfect opportunity for the franchisee to submit their
KPI’s and be able to receive some immediate feedback. Monday mornings are often the opportune time to schedule these
Newsletters: These can be issued
by the franchisor on a regular basis – monthly, quarterly or six monthly. Where possible a section of the newsletter should
contain input from the franchisees so that the communication becomes two ways.
Webinars/Skype calls: These are a great way for franchisees to have some
direct contact with each other and with the franchisor. A lot can be covered in an hour’s webinar especially if all
franchisees have had the opportunity to contribute to the agenda. It’s best to ask for agenda items a few days before the
conference is scheduled.
These may be hosted by the franchisor annually or every two years. It’s often costly for both the franchisor to host and
the franchisee to attend (airfares, and accommodation are usually required) but the outcome can be very positive if planned
well. Conferences provide an opportunity for networking, for publicly rewarding outstanding performance and for training.
Use the following template to draft a contact schedule for
At My Franchise we realize the importance of maintaining a
positive and productive relationship between the franchisees and the franchisor. To facilitate this we have a set schedule
for communication. This sets the minimum points of contact between the franchisee and the franchisor and between all
members of the network. For example:
OF RUNNING YOUR BUSINESS
Franchising is about replicating a business systems
over and over again. In order for your franchisees to be able to replicate the business system they need to know the
For some businesses the franchisee
may already know much of the ‘how to’ because they have completed certain qualifications, for example a trade qualification
or barista course. However for others you will need to teach the franchisee the step by step process you undertake to
produce the product or service you offer.
For a food retail
business this would involve writing out all of your recipes for the food and beverages you serve including detail of the
ingredients and methods as well as some handy tips. For a service based business it would involve; how to answer the phone,
scripts to speak with clients, the process of quoting a job, the process of conducting a job, invoicing, receiving payment,
booking in follow up appointments etc.
If this part of your
business requires significant content than it can be created as a stand-alone document and cross referenced in the
Franchise Operations Manual. Alternatively it can be included as a section within the manual.
Workplace Health and Safety is a very important issue in any workplace. Not only does it help to keep you and your
employees safe, it is a mandatory requirement from the government. It’s best to check in your local jurisdiction what the
requirements are for OH&S.
As an overall guide you need
There are companies that specialise in developing OH&S
plans for your business and charge a fee for service, you may wish to use one of these firms.
Below is some information that you can use for the Occupational
Health and Safety section of your Franchise Operations Manual. Businesses that involve food handling and food
preparation will require additional information to be included and can be found later in this section
MY FRANCHISE has formulated a Workplace Health and Safety
management plan which MUST be followed. Every employee needs to read this manual and follow the rules set out in it. Safety
is everybody’s responsibility – not following the rules could mean somebody gets hurt.
Managing safety risks means identifying a risk and making it safer. This can be something as
simple as picking something off the ground that people might trip on.
Hazard: A hazard is a situation or thing that has the potential to harm a person. Hazards are things such
as electricity, chemicals, noise, bullying or moving machinery.
Risk: Risk is the possibility that harm may occur to a person from the hazard.
Risk Control: Risk control is taking
actions to eliminate or minimize the risk as far as is reasonably practicable.
A safe and healthy workplace does not happen by chance. You
have to think about what could go wrong at your workplace and what the consequences could be. Then you must do whatever you
can (in other words, whatever is ‘reasonably practicable’) to eliminate or minimise health and safety risks arising from
your business or undertaking.
This process is known as risk
management and involves the following four steps:
Standard, everyday tasks have set instructions on how to
perform them (see the section Standard Operating Procedures for these procedures).
For tasks that are not covered by a Standard Operating Procedure you should
first complete a Risk Assessment form. You will find this form in Appendix E – Risk Assessment Form.
Instructions on how to complete this are in the form. This form should be kept in the filing cabinet under a folder called
“Workplace Health and Safety”.
Other employees should be
consulted in this process – their experience could be valuable.
Every employee has a responsibility to safety. If you see a
workplace hazard you should do what you can to eliminate or minimize the hazard. Involve the manager if you need to, but
don’t just let the hazard exist.
Hazards in the MY FRANCHISE
workplace could be (but are not limited to):
First Aid Officers
Each MY FRANCHISE branch needs one person that has been trained in first aid. It is recommended that the manager be the one
to receive the training. They are sufficiently trained if they can perform CPR and treat minor illnesses or injuries. First
aiders should attend training on a regular basis to refresh their skills and first aid knowledge and to confirm their
competence in providing first aid. Refresher training in CPR should be undertaken annually and first aid qualifications
should be renewed every three years.
Each MY FRANCHISE branch must have a first aid kit that is easily accessible. It is recommended this be kept in an easily
accessible place. A first aid kit should include the following items:
|Instructions for providing first aid – including Cardio-Pulmonary Resuscitation (CPR) flow chart||1|
|Note book and pen||1|
|Resuscitation face mask or face shield||1|
|Disposable nitrile examination gloves||5 pairs|
|Gauze pieces 7.5 x 7.5 cm, sterile (3 per pack)||5 pairs|
|Saline (15 ml)||8|
|Wound cleaning wipe (single 1% Cetrimide BP)||10|
|Adhesive dressing strips – plastic or fabric (packet of 50)||1|
|Splinter probes (single use, disposable)||1|
|Antiseptic liquid/spray (50 ml)||3|
|Non-adherent wound dressing/pad 5 x 5 cm (small)||1|
|Non-adherent wound dressing/pad 7.5 x 10 cm (medium)||3|
|Non-adherent wound dressing/pad 10 x 10 cm (large)||3|
|Conforming cotton bandage, 5 cm width||1|
|Conforming cotton bandage, 7.5 cm width|
|Crepe bandage, 10 cm (for serious bleeding and pressure application||1|
|Non-stretch, hypoallergenic adhesive tape – 2.5 cm wide roll||1|
|Safety pins (packet of 6)||1|
|BPC wound dressing No. 14, medium|
|BPC wound dressing No. 15, large||1|
|Dressing – Combine Pad 9 x 20 cm||1|
|Plastic bags – clip seal||1|
|Triangular bandage (calico or cotton minimum width 90 cm)||2|
|Emergency rescue blanket (for shock or hypothermia)||1|
|Eye pad (single use)||4|
|Access to 20 minutes of clean running water or (if this is not available) hydro gel (3.5 gm sachets)||5|
|Instant ice pack (e.g.. For treatment of soft tissue injuries and some stings).||1|
NB: Medication, including analgesics such as paracetamol and aspirin, should not be included in first aid
kits because of their potential to cause adverse health effects in some people including asthmatics, pregnant women and
people with medical conditions. The supply of these medications may also be controlled by drugs and poisons laws.
Workers requiring prescribed and over-the-counter
medications should carry their own medication for their personal use as necessary.
Restocking and maintaining kits
The manager (or first aider) is the one to maintain the first aid kit. They should:
First aid signs
You must display a first aid sign to assist in easily locating the first aid kit. This should be placed on the wall of the
employee’s lunch room where the first aid kit is located. These signs have a green background with a white cross on them.
First Aid Procedures
The manager needs to ensure that employees have a clear understanding of first aid and the procedures that are required.
Make sure that all employees know where the first aid kit is located, who the first aider is (recommended to be the
manager) and how to report injuries or illnesses that may occur. This should be included in the induction of new employees.
If there are any changes to the location of the first aid kit or there is a different first aider, employees need to be
Whenever first aid is required a record must be kept and the manager notified. An incident report sheet will need to be
completed. This report can be found in Appendix C – Incident Report in this document.
Keep the work environment in a clean and safe condition. Repair any broken or damaged furniture, fixtures and fittings,
including chairs, plumbing, air-conditioning and lighting promptly.Keep facilities clean, safe, accessible and in good
working order. Consumable items, including soap and toilet paper, should be replenished regularly. Equipment and furniture
such as fridges, jugs and seating should be maintained in good working order.Clean the shop and facilities regularly,
usually on a daily or weekly basis.
The entry and exit to and from MY FRANCHISE must be safe. If you have an employee with special needs or disabilities,
ensure that they can safely enter and leave the shop.Entries and exits should be slip-resistant under wet and dry
conditions.Aisles and walkways should be at least 600mm wide and kept free of furniture or other obstructions at all
times.If you have a staircase at My Franchise have it guarded with an upper rail at 900mm or higher and a lower rail. There
should be a handrail on at least one side of the stairway.If you are operating a forklift from the shop, provide separate
entries and exits for the forklift and pedestrians to minimize the risk of persons being hit. However, if this isn’t
possible, use curbs, barriers or clear markings to designate a safe walkway.If your shop has power-operated doors and
gates, they should have safety features to prevent people being struck or trapped.Make sure that the location of exits is
clearly marked and signs are posted to show the direction to exit doors to aid emergency evacuation.
An untidy workplace can cause injuries in particular, injuries resulting from slips and trips, therefore, at MY FRANCHISE
good housekeeping practices are essential. For example:
Make sure that surfaces have sufficient grip to prevent
slipping. Some cleaning agents may increase the risk of potential for slips, so be careful.
A lot of the jobs done at MY FRANCHISE require employees to be sitting at a computer. Provide them with seating that has:
Provide chairs that are fully adjustable to accommodate
different sized workers (with seat height, back rest height and back rest tilt adjustments). A five-point based chair is
recommended as it is the most stable.
Make sure there is sufficient lighting provided in your shop. The recommended luminance (lumens) for an office is 320.You
must have emergency lighting for the safe evacuation of people in case of an emergency.
Most shops will have air-conditioning. Keep them regularly serviced and maintained in accordance with manufacturer’s
Access to facilities
Make sure that employees with disabilities or special needs have access to facilities.
You must provide an adequate supply of free, clean drinking water at all times for employees. This can simply be from the
sink in the lunch room.
At My Franchise, you are more than likely not going to have over 10 employees, so only one unisex toilet needs to be
provided. The unisex toilet should include one closet pan, one washbasin and means for disposing of sanitary items.Toilets
Toilets must be supplied with:
You must provide one hand washing basin for employees to maintain good standards of personal hygiene and supply non-
Have an area in the workplace that is the designated lunch room. In this room supply it with seating, a sink with hot and
cold water, washing utensils and detergent, a jug, a fridge and rubbish bins, which should be emptied at least daily.
Have a place that is accessible and secure where employees can put their belongings.
There are a number of electrical hazards that exist in all
workplaces – not just MY FRANCHISE. You need to ensure that you watch out for the following problems and rectify as
opportunity to cement in a potential customer!
floor. Use cable protection ramps if necessary.
equipment should be labelled as unsafe so that it is not inadvertently reconnected.
MY FRANCHISE is classed as a low risk environment when it comes to electrical items. This is because we are an
office/retail environment where we aren’t operating things like power tools.All electrical items in the store (i.e.
anything that is powered from a plug) need to be tested and tagged by a qualified electrician. Because MY FRANCHISE is a
low risk environment this should only need to be done every 5 years. Your electrician will make the determination if a
piece of equipment needs to be done at a smaller interval.In addition to the regular testing, items should also be tested
and tagged under the following conditions:
Staff members should also perform their own visual
inspection of electrical items. Tests should include:
If any electrical equipment is found to be damaged it should
be removed from service immediately and the manager informed. It should be labelled as unsafe immediately to ensure it is
MY FRANCHISE has a strict, zero tolerance policy on drugs
and alcohol. No employees or managers should:Arrive at work under the influence of drugs or alcohol. Blood alcohol levels
should be 0.00%.
Failure to comply with these rules will result in instant
This strict policy is to ensure the safety of our staff and equipment. A staff member at work under the influence of drugs
or alcohol is a risk to all other staff members as well as themselves.
If an emergency arises, notify all persons in building and
evacuate to an assembly point. Your assembly point must be located outside, 100m from the building. Notify emergency
services at the earliest opportunity and assist and treat injured or ill.This plan should be displayed in a prominent place
and workers must be instructed and trained in the procedures. You should also have regular evacuation practice drills at
least every twelve months and also have a regular review of procedures and training. New employees need to be aware of the
emergency plan.A template of an emergency plan can be found in Appendix G – Emergency Plan Template. You should use this
template to create your own emergency plan for your building.
The manual tasks that are commonly performed at MY FRANCHISE
which have the most likely chance of causing injury are typing, lifting and stacking goods on shelves.
Typing and other keyboard tasks are considered a task that can cause injury as it is using the same parts of the body to
repeat similar movements over a period of time. To reduce any risk of injury, typing should be performed at just below
elbow height. To allow for different heights of employees, make sure that the chair provided can be adjusted to suit each
individual. It is beneficial to have micro-pauses (very short intermittent breaks) when typing by removing your hands from
the keyboard during natural keying breaks.
and stacking goods on shelves
Lifting goods onto shelves is another task that has the potential to cause injury as it is classed as a repetitive force,
which means using force repeatedly over a period of time to move an object.Make sure to take repeated breaks as necessary
and don’t overexert yourself when stacking shelves. If an item is too heavy to lift onto a shelf, consider placing it on a
shelf that is lower to the ground or just placing the item on the ground (make sure to update the Shelf ID in the inventory
if you do this).
Lifting Heavy Objects
Everyone at MY FRANCHISE needs to be aware of these safe lifting rules and tips.The maximum weight you will be allowed to
lift working at MY FRANCHISE is 25kg per person – even if you think you can lift more. That being said, some people will
not be able to lift this weight. DO NOT force yourself to lift something that is too heavy for you. If you can’t lift
something, use a mechanical device like a trolley or ask someone else to lift it for you.Standard Operating Procedures
about our procedure on how to lift heavy loads.Standard operating procedures are instructions that you must follow when
doing certain risky activities. These activities are usually things that are done on a day to day basis, and so it is
inconvenient to perform a risk assessment prior to each one.This chapter has the standard operating procedures for common
tasks performed at MY FRANCHISE. These procedures must be followed to the letter every single time.
Lifting and Moving Objects
Follow these steps when lifting a heavy object:
back straight and lower the object by bending your knees.
Follow these steps when opening boxes:
Follow these steps when working on a computer:
angle and greater than 90 degrees flexion. If this places an uncomfortable strain on the leg muscles or if the feet do not
reach the floor then a footrest should be used. The footrest height must allow your knees to be bent at 90 degrees.
Therefore the height of the footrest may need to be adjustable. Adjust the backrest so that it supports the lower back when
you are sitting upright.
the body then re-check the work surface height. Some people prefer to have their wrists supported on a wrist desk or the
desk. Be careful not to have the wrist extended or bent in an up position.
bottom of the screen can be read without a marked inclination of the head. Usually this means that the centre of the screen
will need to be near shoulder height. Eyes level with the tool bar. People who wear bifocal or multi focal lenses will need
to get a balance between where they see out of their lenses and avoid too much neck flexion.
work rate. Changes should be gradual enough to ensure that the workload does not result in excessive fatigue. After
prolonged absences from work the overall duration of periods of keyboard work should be increased gradually if conditions
Burns are common injuries in the food industry. Workers are
at risk from burns and scalds when cooking food or removing food from elements such as ovens, deep fryers or grillers. Urns
and espresso machines can also cause burns.
Tips to prevent workers coming into contact with hot liquids and surfaces or steam
Chemicals, or hazardous substances, are used everyday in
cafes and restaurants and often have the potential to cause injury or illness. Some common chemicals used include cleaning
products, oven and toilet cleaner and dishwashing detergents.
Tips to identify, control and safely use hazardous substances
accessible place for workers to refer to.
Electrical equipment is widely used in cafes and
restaurants. Frequent, long-term use or use other than that intended by the manufacturer can make electrical equipment
unsafe and cause serious injury such as burns, electric shock, eye damage, partial loss of limb function or memory loss.
Tips to prevent injury and death from electrical equipment
This section can include any information that maybe relevant to the franchisee, that
doesn’t fit into the other sections.
Contact lists of other franchisees
|Name of Franchisee||Territory/Location||Contact Details|