The Franchise Operations Manual

Why an Operations Manual?

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


What to include

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:

  • Company background/history/introduction
  • Management overview and company structure
  • Contact numbers
  • Role and responsibilities of franchisor and franchisee
  • Franchisee Training
  • Franchise fees
  • Occupational health and safety
  • Franchise brand, marketing, advertising and Public Relations
  • Customer service and sales
  • Administration – quoting, invoicing, stock control ordering procedures, price lists etc.
  • Financial management – banking, credit cards, refunds, sales reports
  • Use of equipment –
    • Human resources – job descriptions, leave entitlements,
    • Day to day operations and procedures
    • Forms
    • Standard operating procedures for equipment

Writing the Operations Manual

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

  • Start with the big headings to help organise the manual.
  • Once you have the section headers, plan what you are going to say. Highlight important areas
  • Document in bullet point the major pieces of information that franchisee need to know and follow
  • Write to your franchisee not yourself! Once you have written a section, give it to one of your employees, or afriend and ask them to explain back to you what the manual says.
  • Remember to colour code your sections in separate binders.
  • Finally put together a “quick operations guide” Electronics companies such as TVs and recording machines areexperts at this. They know that 99% of people are not going to read the manual so they provide a “quick

    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.

  • If there are parts of your business that are very detailed you can have separate manuals for those sections andcross reference them from the Operations Manual








Introduction / welcome statement

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.

About Us

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.

Vision Statements

A vision statement talks about where a person/organization

wants to be in the future in terms of growth, achievements, and development.

Examples of well written Vision Statements:

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

A mission statement describes a company’s function, markets

and competitive advantages. It is a short written statement of your business goals and philosophies.

To develop your mission, here are some questions to ask:

  • What do we do?
  • For whom do we do it?
  • Why do we serve our clients in the way that we do?
  • How do we serve our clients in the way that we do?
  • Why are we in this industry?
  • Why did we start this business?
  • What image of our business do we want to convey?

Example of well written Mission Statement

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.

Organisational Chart

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.

Contact Details:

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

suggested text:

“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”

Role of the Franchisor

Our key role is to support the Franchise System to ensure

its continued growth and success.

Our responsibilities are to provide:
  • Initial training.
  • Advice on methods and procedures for the day-to-day operation, technical, sales techniques and proper customerrelations.
  • Help in formulating and implementing local advertising and promotional programs.
  • Assistance and guidance in bookkeeping and general administration for the proper operation of thebusiness.
  • Determining product ranges and pricing.
  • Management of group purchasing.
  • Regular franchisee meetings.
  • Ongoing support and help as required.
Franchisees Role and Responsibilities
  • Maintain the Corporate Image of SAMPLE franchise in every detail of the business including your vehicle, signs,sales invoices, business stationery and all advertising and uniforms etc.
  • Maintain a full complement of staff necessary to protect the interest of your Business and of the Group.
  • Communicate relevant information weekly and annually in accordance with this manual and with ouragreement.
  • Pay Franchise Fees and all accounts on time to strengthen the Group and preserve the businesses integrity inthe marketplace.
  • Independently promote the Business within your Territory.
  • Monitor and strive to better the product knowledge and service provided by you and your staff.
  • Order your stock only from the suppliers recommended to you to ensure that your products comply with our imageand standards.
  • Maintain your vehicle and stock in first class condition.
  • Provide an excellent standard of service to your customers.
  • Inform Head Office of any problems occurring within your business.

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.

Loyalty to the Franchise and its brand

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

successful system.

The philosophy is simple;

If I take care of the group
The group will take care of me.

The Franchise Agreement

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:-

  1. Failure to pay outstanding invoices and fees.
  2. Failure to actively carry on the business.
  3. Selling unauthorised products.
  4. Violating State or Commonwealth regulations concerning the business.
  5. Disclosure of trade secrets, improper use of signs and logos or violation of the business practices set out inthis manual.
Trading Hours

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
Day to day activities

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

  • Unlock the store doors
  • Turn off the alarm
  • Wipe counter down with spray and wipe
  • Vacuum the store and ensure the site is clean and presentable
  • Turn on the POS Terminal, printer and scanner
  • Remove the cash drawer from the safe
  • Count the cash ensure correct float: $200.00
  • Make sure all equipment is turned on
  • Re-stock food and beverages shelves
  • Re-stock merchandise as required
  • Place stock orders with suppliers – weekly
  • Open MS Outlook and check emails. Respond accordingly or seek guidance from management on the correct way torespond to an email
  • As products are sold, record information in the POS data base:
  • Update the Customer Database template with customer information including:
    • Sale
    • Names
    • Email addresses
    • Mobile numbers
At the end of the day
  • Select the EOD Button to close off the terminal. Enter tender count and complete wizard
  • Print the Balance Report and file in the green folder
  • Report any till discrepancies to the Finance Director
  • Separate $200.00 float and place in the safe for next day’s trade
  • Place the remaining cash in the safe for banking tomorrow
  • Update the “Daily Takings from POS” template with sales and tender split for the shift
  • Close all programs such as Outlook, Excel and Word
  • Log off POS terminal and close internet explorer
  • Shut down equipment using the correct procedure
  • Pack up laptop and make sure all cords are put away neatly in container
  • Remove rubbish
  • Close and lock all doors
  • Turn off power from main
  • Set the alarm
  • Exit the premises
Weekly Activities

This will vary from business to business but may include

things such as:

  • Complete weekly sales report
  • Check stock levels, re order if necessary
  • Prepare for any upcoming weekly specials
  • Pay staff wages
  • Pay royalty fees and or advertising fees
  • Check if there are any bills to be paid
  • Follow up on any overdue invoices
  • Check for updates for the Franchise Operations Manual
Monthly Activities

This will vary from business to business but may include

things such as:

  • Complete monthly sales report
  • Check stock levels, re order if necessary
  • Pay royalty fees and or advertising fees
  • Check if there are any bills to be paid
  • Follow up on any overdue invoices
  • Check for updates for the Franchise Operations Manual
  • Enter monthly data into MYOB/QUICK BOOKS
Quaterly Activities

This will vary from business to business but may include

things such as:

  • Complete quarterly sales report
  • Check stock levels, re order if necessary
  • Check if there are any bills to be paid
  • Follow up on any overdue invoices
  • Check for updates for the Franchise Operations Manual
  • Submit your Business Activity Statement to the ATO

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

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


Ordering Procedure

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.

Sample 1:

Orders for stock and non-stock must be placed according to

the procedure below:

  1. Record a Purchase Order in your accounting system
  2. Email order direct to Head Office – accounts@samplefranchise.com.au
  3. Orders will be delivered to the address on the order form
  4. An invoice will be emailed for payment and tax purposes
  5. Payment terms are within 7 days upon issue of a Tax Invoice.

Note: Delivery time for stock items

is 7 days and non-stock items up to 14 days.

Sample 2:

Standard Ordering Procedure

  1. Fill in Order Form
  2. Attach 50% payment including GST
  3. Email order and transfer funds electronically or post order and cheque to (address)
  4. Orders will be delivered to the address on the order form.
  5. An invoice will be included in your delivery for tax purposes.
  6. Pay remaining 50% within 7 days after delivery has been received

NB: Delivery time for stock items is 7

Delivery time for non-stock items is 21 days

Order Forms

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:

Sample Order Form

Insert Logo, address, ABN, Contact numbers

Send Orders to:Sample Franchise
PO Box 123
Delivery Address
Description No. Of Units Price Per Unit Total Price
Price Lists

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.

SAMPLE FRANCHISE Price List – current at 1/1/16*

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

Stock Control

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.

Minimum Stock Levels:


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    
Return of Goods:

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.

Collection of Items:

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 Policy:

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.

Warranty & Guarantee:

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


Cash Control Policy:

Each Franchise unit should carry a float for the register

and to be used for change.
E.g. $300 float.

Cash handling/control policy

  1. Never leave the cash register drawer open during business hours.
  2. Never leave the key in the cash register.
  3. Close the drawer after every sale, even when there is another staff member waiting to use the register.
  4. As a guide, do not allow the cash in the register to exceed $1000 in takings. Remove cash to the safe leavingonly the float.
  5. Do not have a rubbish bin directly under or in too close a proximity to the cash drawer.
  6. State the amount of every transaction in a clear voice.
  7. Have all refunds handled immediately by a manager.
  8. If you make a mistake when keying-in orders, notify your manager or supervisor. Do not try to adjust the erroryourself.
  9. Notify your manager or supervisor if a customer leaves money behind. Place in an envelope with the date andtime and any other details you notice about the customer.
  10. Discounting is not recommended however it is at the franchisee’s discretion.
  11. I.O.U’s by staff are not permissible.
  12. If you are unsure of how to correctly complete any transaction, please ask a supervisor.
  13. At the end of each day, reconcile the cash in the register to the sales made on the day as per the StandardEnd-of-Day Procedures.
  1. Complete banking on a daily basis – Cash is safest at the Bank!
  2. Never process banking activities in the retail area during trading hours.
  3. Never handle money from the register in front of customers.
  4. Never leave the day’s takings unattended – anywhere!
  5. Always carry banking in an inconspicuous manner.
  6. Never leave audit trails, banking receipts or financial data in areas where the public can see them.
  7. We recommend you never disclose daily takings to any other person apart from another management. This includesfriends, clients, sales representatives etc.
  8. All financial information relating to Sample franchise MUST be kept confidential.
Security- Minimising Loss

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

up sales”.
Technique 1:
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.
Technique 2:
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

and refunds.

Signs that indicate an employee maybe stealing


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.

Security Controls

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:

  • Employee discount scheme. Discounting schemes help reduce theft by allowing staff to purchase goods close tocost price.
  • Grievance Procedure. Allowing staff to air complaints can be of value since it offers an aggrieved employee ameans of discussing his or her problems rather than using theft to get back at the retailer.
  • Employee Development Program. These provide recognition for employee’s performance by widening theirresponsibilities or providing variety. This may include training programs and recognition for skills.

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


Dealing with theft and dishonesty

All investigations need to abide by the grievance handling


Procedural fairness:
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.
Substantive fairness:
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

Record keeping:
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.

Investigation process:

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

outline below:

  1. Determine who has worked the greatest number of times when the discrepancies have occurred.
  2. Write down the names of all employees. Go back two months and put a mark by the name of each person who workedthe day an unusual difference occurred. It may then become obvious that one employee has worked the greatest number of

    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.

  3. Show staff and managers the checks that you are conducting in the investigation. Often this will eliminate thetheft; due to employees believing the risk of being caught is high.

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.

Accounting Procedures:
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

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:
Account Name:
BSB Number:
Account Number:


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

    • wear a sample franchise uniform
    • arrow drive a sample franchise branded vehicle
    • arrow use official sample franchise stationary and marketing material when representing the business
    • arrow not comment on the business to the media without express authority from the franchisor

Below are the specific details


The Sample Franchisees are required to wear the following:

Men Women

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:

  • Sample franchise Letterhead
  • Sample franchise Invoices
  • Sample franchise Quote sheets
  • Sample franchise Receipts
  • Sample franchise Business cards
  • Sample franchise Flyer
  • Sample franchise Menu

(insert samples of each)

Vehicle Sign Writing

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

Equipment Description and Usage

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


  • Describe the function of each piece of machinery used
  • Detail its safe operation
  • Detail the maintenance required

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.

Equipment Description Safety

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:

  • How to handle and store the product safely
  • What to expect if contact with skin or ingestion occurs
  • Health effects of exposure associated with the product
  • What to do if spills occur
  • First aid advise and product substance number


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.

In Australia

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:

  1. The nature of the dispute;
  2. What outcome the complainant wants;
  3. What action the complainant thinks will settle the dispute.

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

the dispute.

SAMPLE FRANCHISE Dispute Resolution Process

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.



  • Be dealt with quickly so as to avoid the seed of discontent
  • Focus on the issues and not the people involved
  • Focus on an the outcome i.e. a resolution and not the problem
  • Be win/win and not win/loose

At SAMPLE FRANCHISE the process is as


  1. Identify all the parties involved in the dispute
  2. Nominate one person to progress the process of dispute resolution forward
  3. Document the dispute in writing and forward it to all parties directly involved in the dispute
  4. Convene a meeting with an approved third party within 48 hours of documenting the dispute
  5. During the meeting develop an action plan that you perceive will resolve the dispute
  6. Issue the proposed action plan to all parties identified in the dispute
  7. Offer the other parties involved the opportunity to modify the dispute resolution process

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:

  • How many staff will the franchisee require to operate the business?
  • What positions need to be filled?
  • For each position:
    • What skills and qualifications are required?
    • How many hours a week will be required?
    • What training and ongoing support will be required?
Recruitment of employees

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

previous experience.

For Example: At SAMPLE


  • The applicant must have excellent sales skills
  • The applicant must have a sound knowledge of colourback glass applications, mirrors and framelessbalustrading
  • The applicant must have the ability to read, understand and assess architectural plans and specifications
  • The applicant must have a minimum of three years’ experience in the building industry with experience inproject management

Job Description
For each of the positions mentioned above write a brief description of what their role entails.

Example 1: Mobile trade business
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

  • Visit each job as per daily job list
  • Asses each job upon arrival and advise client of cost
  • Fix each widget within realistic time frame
  • Follow service checklist as per Ops Manual
  • Upsell each job as per requirements of the job
  • Keep van tidy and fully stocked at all times
  • Return company vehicle to the workshop on a daily basis before returning home.
  • Return to any job as required when the customer feels that the job has not been completed to theirsatisfaction.



Read and Noted: __________________________________ (Employee)

Service Technician: __________________________________

Date: __________________________________

Example 2 Food Retail business

Junior Kitchen ( 3 positions)

Position: Junior/Kitchen
Employee: Franchise (Territory)
Hours per week: 8
Responsible to: Store Manager


DishwashingGeneral cleaning

as directed by the Store Manager



  1. Dishwashing by hand
  2. Loading and unloading dishes from the dishwashers
  3. General cleaning, wipe down benches and equipment, empty bins, remove rubbish, mop floors etc,

Read and Noted: __________________________________ (Employee)

Supervisor: __________________________________

Date: __________________________________

Leave entitlements
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.

Annual Leave
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
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.

Maternity Leave
Awards or agreements may also provide that maternity leave can commence up to six weeks before the birth.

Paternity Leave
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

the child.

Adoption Leave
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.

Sick Leave
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


Bereavement Leave
Permanent employees will generally get two or three days paid bereavement leave upon the death of a close family member.

Jury Duty
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

jury duty.



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:

  • Induction or orientation training
  • On-the-job or field training
  • Ongoing periodic assessment

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

franchise systems

The SAMPLE FRANCHISE Training System is as follows

Schedule Training required Date Completed
On commencement
  • One-to-one initial training in use and maintenance of the machinery
  • Detailed review of the Operations Manual
  • Review of company’s philosophy, values etc.
  • Clear understanding marketing and lead generation and how to support the brand
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:

  • What your training program will comprise?
  • How will it be funded?
  • Who will develop it?
  • Who will conduct it?

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

Example 1: Mobile trade service franchise

Field Observation & Feedback Sheets (FOFS)

Franchisee: Bob Smith
Date: Feb 5 2016

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                  
Paperwork Accuracy/Legibility                  

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

  1. The introduction of our subsequent product lines during the demo process
  2. Booking for next service at time of current visit

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.
General observation by
Franchisor: __________________________________________________________________________________________
Action Plan: __________________________________________________________________________________________
To be Completed by: _ _/_ _/_ _
Signed: __________________________________________________________________________________________
Signed: __________________________________________________________________________________________
Example 2 Food Retail Franchise
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)                  
  • Top bake
  • Bottom bake
  • Topping portioning
Store cleanliness                  
  • Front of House
  • Kitchen
Store Atmosphere                  

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.

Target Market

All marketing efforts for your business should have two

express purposes:

  1. To make sales
  2. To build your brand

In order to do this effectively you must know:

  • Who your market is
  • What they want
  • How best to reach them

Identifying and understanding your target market is the

first step in the process.

Step 1: Who is your target market and what do you know about them?
  • How old are they?
  • What gender are they?
  • Are they wealthy, middle class or lower class?
  • What areas do they live in?
  • What do they spend money on?
  • What radio station do they listen to most often?
  • What social media sites do they frequent?
  • What websites do they visit?
  • What type of TV shows do they watch?
  • What magazines/newspapers do they read?
  • What type of employment are they engaged in?

Marketing and Lead Generation Plan

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:

  1. Price — the amount of money needed to buy products
  2. Product — the actual product or service
  3. Promotion (advertising) getting the product known
  4. Placement — where the product is sold – online, retail store, party plan etc.
  5. People — who represent the business
  6. Physical environment — the ambiance, mood, or tone of the environment
  7. Process — the value-added services that differentiate the product from the competition (e.g.after-sales service, warranties)
  8. Packaging — how the product will be protected and presented

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:

  • What strategies have worked best in terms of generating sales?
  • Which of these strategies have given you the best return on investment?
  • Which strategies have worked best in terms of building your customer base?

You also need to be specific and realistic, ensuring your

franchisees have the skills and resources to implement the marketing /lead generation plan effectively.

Below is a sample marketing Plan for a retail franchise business:
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
Sample marketing Plan for a service based trade franchise:
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
Responsibility for Lead Generation

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.

  • Who will be responsible for primarily generating end user leads in your franchised business?
  • If you as the franchisor are to provide the leads how will you fund the process? Will you charge a fee for eachlead provided?
  • If you are providing the leads how will you resource that lead provision in terms of staffing, infrastructure,call centre, telemarketing etc?
  • Which systems will you use to allocate leads to franchisees?
  • If the franchisee is the main person responsible for generating leads what strategies will you have in place ifthe franchisees are unable to generate sufficient leads?
Making Sales

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.

Example: A fitness business (Fab and Fit Franchise)

The Greeting
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..

  1. Developing, implementing and signing off on a 6 months Action Plan.
  2. Submitting Key Performance Indicators every Friday by 5pm to the franchisor.
  3. Scheduling a weekly meeting with the franchisor to discuss KPI & develop weekly action plan.
  4. Complete 2 day induction training program.
  5. Implement the lead generation plan consistently over the 6 month period. Demonstrating the implementation ofall of the strategies.
  6. Develop a minimum of 6 Strategic Alliances in the first 90 days.
  7. Place an advert in the local newspaper with an “special opening offer” each week for the first 26 weeks.
  8. Participate in a minimum of 6 Field Observations and show improvement in skills as required.
  9. Follow the business system as detailed in the Operations  Manual (sales scripts, follow-up, referrals, rebooking appointments etc.)
Other strategies that can help in monitoring the franchisees” performance are:

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

is under-performing.
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

Key Performance Indicators (KPI)

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

generate business.

See the example below for My Franchise

Week ending ………………………
Franchisee Name

Lead generation Strategy No’s Response Rate Enquiries Bookings Free Demo Full Service Sale of other products Next booking Referral
Web offer NA 80 7 7 8 3 6 4
Facebook offer 1000 200 2 2 10 2 2 1
Cold Call 200 20 20 20 2 9 10 5
Print Advert 2 10 8 8 2 5 4 3
Strategic alliance 5 2 2 2 2 2 2 2
Shopping centre promo 1 30 20 20 15 11 10 4
Telemarketing 0              
School Offer 500 15 10 10 8 5 8 5
Fund Raiser 200 15 10 10 8 5 8 5
Total No Sales 57 39    
Revenue $8550 $390    
Total Revenue $8890
Ongoing Support and Monitoring

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.

Annual conference:

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

your franchisees.

SAMPLE FRANCHISE contact schedule..

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:

  • Friday pm franchisees submit weekly KPIs to franchisor.
  • Monday am franchisor phones each franchisee to discuss KPI and plan for the week.
  • Every two months the franchisor produces newsletter for all franchisees.
  • Once every quarter franchisor convenes teleconference between all members of the franchisee network.
  • Once a year the franchisor holds a 2 day conference for all in the network to attend.


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

“how to”.

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


  • Develop and OH&S Policy
  • Identify hazards in the workplace
  • Implement strategies to reduce risk
  • Ensure your staff are well versed and confident in implementing these safety strategies
  • Have a first aid kit and office and an emergency exit plan
  • Have fire safety equipment that is functional and staff know how to use
  • Ensure electrical equipment is test and tagged at the necessary intervals
  • Keep the working environment safe

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

Sample Content

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.

Risk Management

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:

  1. Identify the hazards – find out what could cause harm
  2. Assess the risks if necessary – how serious could the harm be and the likelihood of ithappening
  3. Control the risks – implement cost effective control measures
  4. Review the control measures – ensure they are working as planned

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.

Reducing Workplace Hazards

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):

  • Loud noises
  • Lifting heavy objects
  • Incorrect use of machinery by clients
  • Exposed electrical chords
  • Tripping over items left in walkway areas
  • Falling objects
  • Workplace bullying / sexual harassment
First Aid

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.

First Aid

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:

Item Quantity
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
Tweezers/forceps 6
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
Scissors 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:

  • Monitor access to the first aid kit and ensure any items used are replaced as soon as practicable afteruse
  • Undertake regular checks (after each use or, if the kit is not used, at least once every 12 months) to ensurethe kit contains a complete set of the required items (an inventory list in the kit should be signed and dated after each


  • Ensure that items are in good working order, have not deteriorated and are within their expiry dates and thatsterile products have been sealed and not been tampered with

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


Record keeping
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.

The Work Environment

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.

Entry and

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:

  • Spills on floors should be cleaned up immediately
  • Walkways should be kept clear of obstructions
  • Work materials should be neatly stored
  • Any waste should be regularly removed

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:

  • Good body support, especially for the lower back
  • Correct footing, preferably with both feet flat on the floor
  • Adequate space for leg clearance and freedom of movement

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.

Air quality
Most shops will have air-conditioning. Keep them regularly serviced and maintained in accordance with manufacturer’s


Welfare Facilities

Access to facilities
Make sure that employees with disabilities or special needs have access to facilities.

Drinking water
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

must be:

  • Fitted with a hinged seat and lid
  • Provided with adequate lighting and ventilation
  • Clearly signposted
  • Fitted with a hinged door capable of locking from the inside on each cubicle
  • Designed to allow emergency access
  • Positioned to ensure privacy for users
  • Separated from any other room by an airlock, a sound-proof wall and a separate entrance that is clearlymarked.

Toilets must be supplied with:

  • An adequate supply of toilet paper
  • Hand washing facilities
  • Rubbish bins
  • For female workers, hygienic means to dispose of sanitary items

Hand washing
You must provide one hand washing basin for employees to maintain good standards of personal hygiene and supply non-

irritating soap.

Dining facilities
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.

Personal belongings
Have a place that is accessible and secure where employees can put their belongings.

Electrical Risks

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


  • Managers need to ensure that all circuits in the shop are protected by circuit breakers and RCDs are connectedto power circuits. If they aren’t you need to organize an electrician to install these – it would also be a great

    opportunity to cement in a potential customer!

  • If you have overloaded a power circuit and the circuit breaker trips, plug less items into that circuit – don’tjust keep resetting the circuit breaker.
  • Arrange electrical leads so that they will not be damaged. Avoid running leads over the ground, throughdoorways and sharp edges. If you must run leads over the ground try to run them along the corner between walls and the

    floor. Use cable protection ramps if necessary.

  • Don’t use leads or power tools in damp or wet conditions.
  • If a circuit breaker trips on a circuit ensure that the problem has been identified by a competent person (i.e.electrician) before the circuit is re-energized.
  • If an item has been found to be electrically unsafe you need to disconnect it from the power supply and notreconnected until it has either been fixed and tested by a competent person, or better yet, thrown away. Unsafe electrical

    equipment should be labelled as unsafe so that it is not inadvertently reconnected.

  • Managers need to ensure RCDs are regularly tested.

Electrical Testing
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:

  • A second hand item has been purchased
  • The item has come back from being repaired

Staff members should also perform their own visual

inspection of electrical items. Tests should include:

  • See if there is any physical damage to the machine
  • See if any covers are removed
  • See if there is any exposed electrical wires or damaged insulation
  • Check that flexible cables are anchored properly to equipment

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

not reconnected.

Drugs & Alcohol Policy

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%.

  • Consume drugs or alcohol on the premises
  • Bring drugs or alcohol to the workplace
  • Consume drugs or alcohol on the way to work and the way home from work

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.

Emergency Plans

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.

Manual Tasks

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:

  1. Plan before you lift. Remove anything that is in the way. Pushing is easier than pulling. Pulling is easierthan carrying. Lowering loads causes less strain than lifting.
  2. Get help for heavy or bulky loads. Use equipment like a cart to help when possible.
  3. Warm up your muscles with gentle stretches before you lift. This is very important if you have been sitting formore than 15 minutes before lifting.
  4. Test the weight of the load first. Be sure that you can handle it safely. A big load of the same weight willput more strain on your body than a small load. Break your load into smaller or lighter loads.
  5. Face the way you need to move. Avoid twisting or side bending. Turn your entire body, not just your spine.Place your feet wide apart to keep your balance.
  6. Hold the load close to your body. Grip the load using your whole hand not just the fingers. Using your wholehand will give you the greatest grip area and strength. Balance your load evenly between both arms.
  7. Lift with as straight a back as is comfortable. Tighten your abdominal (stomach) muscles. Bend your legs sothey do the lifting.
  8. Keep the load between shoulder and knee height. Avoid reaching.
  9. Change your position and stretch to relax and rest your tired muscles. You need time to recover your strengthbetween lifts to be able to work safely. Repeated and long lifts are the most tiring. Switch between heavy loads and

    lighter ones.

  10. Plan where to set the load down. Place loads on raised platform if possible. Leave enough room for your handsto grip the load. Avoid placing loads directly on the floor. If you must place a load on the floor, make sure to keep your

    back straight and lower the object by bending your knees.

  11. Rest more often when it is hot and humid.
  12. Take more time to warm up your muscles when it is cold.

Opening Boxes
Follow these steps when opening boxes:

  1. Try to open the box without the use of sharp objects (i.e. knives) if possible. If the box has straps, cut thestraps using side cutters or scissors.
  2. If you need a sharp object to cut open the sticky tape, make sure to only use a Stanley knife. DO NOT usescissors, kitchen or pocket knives.
  3. Only extend the blade on the Stanley knife as far as is needed to produce a sharp point, and make sure toengage the blade lock (if it has one) to ensure the blade does not slip back when using it.
  4. Cut open the box, always making sure to cut away from your body. Make sure there are no other people in thedirection you are cutting towards.
  5. When finished opening the box, retract the blade from the Stanley knife, lock the blade in position and put theknife away.

Follow these steps when working on a computer:

  1. Adjust the height of the work surface and/or the height of the chair so that the work surface allows yourelbows to be bent at 90 degrees, forearms parallel with the floor, wrist straight, shoulders relaxed.
  2. Adjust the seat tilt so that you are comfortable when you are working on the keyboard. Usually, this will beclose to horizontal but some people prefer the seat tilted slightly forwards. Your knees should be bent at a comfortable

    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.

  3. Place the keyboard in a position that allows the forearms to be close to the horizontal and the wrists to bestraight. That is, with the hand in line with the forearm. If this causes the elbows to be held far out from the side of

    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.

  4. Set the eye to screen distance at the distance that permits you to most easily focus on the screen. Usuallythis will be within an arm’s length. Set the height of the monitor so that the top of the screen is below eye level and the

    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.

  5. Change posture at frequent intervals to minimise fatigue. Avoid awkward postures at the extremes of the jointrange, especially the wrists. Take frequent short rest breaks rather than infrequent longer ones. Avoid sharp increases in

    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


  6. Take a break from computer related activities every 10 minutes out of 50, or even more frequently if you arefeeling fatigued. Talk a walk around the room or do something else that requires standing.

OH&S Information relating to businesses that handle food

Hot liquids, surfaces or steam

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

  • Maintain seals regularly on deep fryers.
  • Train workers in safe work procedures (e.g. patting food dry before dipping in fat to reduce spitting orallowing fat to cool before draining it into a container).
  • Where possible, use alternative cooking methods to deep frying (e.g. microwaving, grilling or baking).
  • Install wheeled containers to receive spent grease from deep fryers. These can be safely rolled from thekitchen to the grease bin.
  • Maintain equipment to ensure lids are fitted and handles are secure.
  • Post signs to warn workers about hot equipment and use stickers for stainless steel utensils.
  • Open doors and lids of steam heated equipment away from the body. Keep pot handles away from the stove’sedge.
  • Use dry cloths to pick up hot items to avoid steam burns.
  • Remove trays from hot ovens with care.
  • Keep a first aid kit accessible.
  • Ensure workers are trained in how to safely extinguish fat fires.
  • Design the workplace or work processes to avoid carrying around hot liquids

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

  • Ensure chemical containers have a label to identify the chemical and the safety information about the chemical(e.g. flammable, toxic if swallowed and avoid contact with skin).
  • Store chemicals in approved containers; do not use old drink or food containers.
  • Use a material safety data sheet (MSDS) from the chemical supplier for all hazardous substances at theworkplace. Place in a folder with a list of all chemicals used and stored at the workplace. Keep this in an easily

    accessible place for workers to refer to.

  • Do a risk assessment for all hazardous substances to determine how to use the chemicals safely. See tablebelow.
  • Make the MSDS and risk assessments available to people who use the chemicals at all times so they can refer tothem..
  • Train staff to use chemicals safely and to administer first aid.
  • Post emergency numbers, including poison information numbers, beside the telephone.
Electrical equipment and appliances

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.

Examples might be:

Contact lists of other franchisees
Press clippings

Name of Franchisee Territory/Location Contact Details