AAFCANS CODE OF CONDUCT

INTRODUCTION

AAFCANS believes that all team members deserve to be treated with dignity and respect. In each and every aspect of the employment relationship, AAFCANS as an employer needs to act towards their team members as they would themselves like to be treated.

As a member of the Defence family, AAFCANS has a special relationship with its customers and the Defence community. As an AAFCANS team member or contractor you are expected to act with professionalism, upholding AAFCANS values of Safety, Respect, Honesty, Integrity, and Service and adhere to applicable company policies and procedures at all times.

This Code of Conduct refers to you as a team member but applies equally if you are a contractor. AAFCANS reserves the right to amend or add to the Code of Conduct at any time.

Scope of the Code of Conduct

This Code of Conduct aims to:

• set out the minimum standards of responsibility and conduct expected of you;
• direct you to other policies and procedures which they must adhere to; and
• explain the consequences of breaches of the Code of Conduct.

Team Member Obligations

The Code of Conduct should be followed whenever you are working for or representing AAFCANS. This includes when you are:

• performing work in the workplace;
• taking business trips;
• attending work-related social events; and
• representing the AAFCANS business.

You must familiarise yourself with and adhere to:

• this Code of Conduct;
• other policies referred to in the Code of Conduct; and
• all policies and procedures that affect your employment – available in the Policies & Procedures Manual (P&P Manual) and on The Landing (AAFCANS intranet).

As a team member your role is to understand and comply with the AAFCANS Code of Conduct prior to commencing with AAFCANS.

If you are unsure whether a proposed action or inaction is in keeping with the Code of Conduct, you must discuss your concerns with the people and culture team prior to your commencement.

If you become aware of a breach of the Code of Conduct you have an obligation to speak up and bring it to the attention of your leader, the Head of People and Culture, the Managing Director or the Head of Governance and Risk.

Management Obligations

If you are a Leader you are expected to assist other team members in understanding the Code of Conduct, how it is applied within the workplace and in understanding any policy or procedure that may apply to the team member’s workplace or role. Where you as a leader suspect a breach of the Code of Conduct has occurred, you are responsible for investigating the potential breach in the appropriate way. If it is necessary to conduct a disciplinary process, you are required to seek advice from the Head of People and Culture before proceeding. In the case of suspected fraud or corruption, the matter must be handed to the Fraud Control Officer for assessment and possible investigation.

STANDARDS OF RESPONSIBILITY & CONDUCT

1. Honesty

You will be asked for certain personal details to assist AAFCANS in managing your employment. The information you provide must be true, correct and kept up to date. You must advise AAFCANS of any changes to this information in a timely manner.

You will have access to the handling of money, purchasing facilities, information, systems, goods and documents belonging to AAFCANS and its customers.

If your personal circumstances change, or if you are charged with any crime, you must advise AAFCANS immediately.

You must:

• act with the highest degree of honesty at all times;
• not steal, misappropriate, or convert these items to private use; and
• not use knowledge gained through access to information for unauthorised use.

A breach of the Code of Conduct in this respect may also constitute a criminal action. Any such offence will likely result in dismissal and formal notification to the police.

2. Integrity

Positive relationships are at the heart of AAFCANS’ success. Integrity in dealing with others is an essential component of the bond in relationships. It delivers respect, loyalty, commitment and trust.

You must:

• be professional and reliable;
• manage expectations;
• notice and acknowledge the root cause of breakdowns; and
• do what you say you will do.

3. Personal Conduct

AAFCANS’ objective of making its outlets a place where customers want to be is reliant upon customers’ trust, confidence and goodwill. Therefore, you must behave in a manner which nurtures that trust, confidence and goodwill.

In meeting this obligation, you must:

• obey the law;
• follow all lawful and reasonable employer instructions;
• refrain from conduct that might impair your work performance;
• display a positive attitude towards AAFCANS, co-workers, customers, visitors and be mindful of those around you;
• use company property correctly, protect it from damage, loss or theft, and report to your leader if you notice any equipment that is damaged or appears unsafe;
• act with integrity at all times both inside and outside work, and avoid any activities, whether connected with your work duties or outside work, which might bring AAFCANS into disrepute or jeopardise its relationships with customers or the general public;
• not be absent from work without authority, observe good timekeeping and in the event of sickness or injury, advise your leader as soon as possible of your absence;
• uphold the image of the company at all times by ensuring you smoke within the designated approved smoking areas. This includes not smoking in front of any entrance or exit to an outlet and ensuring that you smoke within the designated smoking areas as approved on base;
• wear the AAFCANS uniform with pride and as per the policy guidelines;
• only undertake work duties for which you have been trained; and
• be fit for work and never arrive in the workplace or subsequently work under the influence of drugs, alcohol or any other substances.

4. Respect for the Rights of Others

You must treat your colleagues and customers with courtesy and respect at all times.

In meeting this obligation, you must:

• avoid behaviour that might endanger or cause distress to other team members or detract from a team member’s enjoyment of their workplace, or otherwise behave in a way that contributes to the disruption of the workplace;
• while most personal and social relationships need not present a difficulty, it is important to ensure that these relationships do not impact your performance or impact the performance of other team members;
• respect the privacy of individuals when dealing with personal information;
• not discriminate against a person for any reason, including gender, marital status, colour, race, ethnic or national origin, age, political opinion, employment or economic status, family status, sexual orientation or sexuality, ethnicity, disability, religious or ethical beliefs;
• not mentally or physically harass, intimidate, bully, or otherwise coerce customers or colleagues; and
• have due regard for the health and safety of yourself and others.

AAFCANS has guidelines on appropriate behaviour at work to assist your understanding of these rights.

5. Job Performance

You are required to work to a competent level of performance whilst carrying out your duties for AAFCANS. The performance levels expected are outlined in the position description provided with your employment contract. Where it is possible for us to do so, AAFCANS will provide you with training required to enable you to carry out your work competently. If you feel that you need more training in a particular area you must communicate this to your leader or the Head of People and Culture.

Customer service – Customer service is the core of our business.  Great customer service is what sets us apart from our competitors, helps to create a successful business, and therefore facilitates growth and employment opportunities within AAFCANS.  Your actions and interactions with our customers have a direct effect on their overall in-store experience.  Customers/stakeholders must be treated with respect, patience and understanding and the communication must be in a warm, friendly and professional manner at all times.  Customers respond well to a friendly tone, eye contact, confident and clear instructions, and attentive, efficient service.

It is your responsibility to actively participate in effective communication. Communication is both from the top down and from the bottom up where both management and team members are working towards improving the culture and performance of the company.

There will be times when you may make errors in the completion of your duties. Human error is a natural part of life and for all team members to develop they have to be given the opportunity to learn from their mistakes.  Through mistakes people learn the answer to the questions “Why?” and “Why not?” which makes the learning process more meaningful.

Of course, AAFCANS cannot afford to let team members make costly mistakes as part of the training process and sometimes the errors may be so serious that AAFCANS may determine the team member has been negligent in the undertaking of their duties. Negligence is more than poor performance and it may constitute misconduct.

If you are unsure as to whether or not a decision you are about to make is the right one you must immediately discuss this with your leader before proceeding. If your leader is not available you must contact another senior leader.

6. Work Health & Safety (WHS)

Everyone – leaders and team members alike – has a part to play in ensuring their workplace is a safe environment and ensuring the health and safety of others.

You are not permitted to commence work or undertake tasks you are not trained to do.

Where you see any potential risk, health or safety issues or poor standards, you have a duty to bring it to your leader’s attention immediately.

All team members have health and safety obligations under the WHS Act 2011.

These include:

• complying with health and safety instruction provided by the employer;
• not wilfully or recklessly interfering with or misusing anything provided to ensure the healthy and safe use of plant at a workplace;
• not to wilfully injure yourself or others; and
• using personal protective equipment (PPE) if the equipment is provided by the employer. You must be instructed on how to properly use PPE.  You must tell your leader if you need training on how to use PPE.

Further, all team members must report any known or potential risks, hazards or opportunities at their outlet to their leader. Further instructions on risk management are detailed in the policies and procedures.

7. Avoidance of Conflicts of Interest and Good Faith

You must:

• act in the best interests of AAFCANS at all times;
• avoid situations which may compromise your judgment or objectivity in the performance of your duties;
• avoid situations that may lead to an actual or perceived conflict of interest or prejudice AAFCANS’ business; and
• not use any company property, information, position or opportunities arising from these for personal gain.

You should seek guidance from your leader to determine whether a conflict of interest exists in the following types of situations:

• When a family member or partner of a team member becomes employed, or is employed, by a competitor or supplier of AAFCANS, a conflict may arise. For example: if the team member has access to price lists or is involved in the development of a new marketing campaign for AAFCANS or the development of a new product, then this information may be useful to the team member’s partner or family member if they are in a similar role with AAFCANS’ competitor.
• If a personal relationship exists between two team members, there may be a potential conflict. For example, if a relationship exists between a team member and their leader then other team members may be concerned that the leader is favouring the team member, or the team member may not receive benefits because the leader does not want to be accused of favouritism It is important to maintain impartiality.

Team members and leaders need to take a commonsense approach to whether potential conflicts may exist or arise at any time. AAFCANS may take appropriate steps if necessary to minimise the effects of the conflict situation. If you are unsure as to whether there is a conflict of interest contact the Head of People and Culture or Head of Governance and Risk for advice.

8. Offering and receiving gifts from customers or third parties

AAFCANS has a policy regarding Gifts, Hospitality and Sponsorship (refer to the Policy & Procedures Manual). This policy stipulates that no gifts or benefits of any kind are to be accepted by team members unless previously approved by the Managing Director. All gifts must be reported to the Head of Governance and Risk, whether accepted or not.

9. Prevention of Fraud and Corruption

AAFCANS can, at any time, be the target of fraud by people working in AAFCANS (internal fraud) or the public (external fraud).

AAFCANS has a Fraud and Theft policy on The Landing and procedure in the Policy & Procedures Manual. These documents define and provide examples of internal and external fraud and sets out AAFCANS’ processes regarding fraud and corruption, including investigation. The Whistleblowers Procedure is also available in the Policy & Procedures Manual and outlines the protections available to team members who come forward with complaints of fraud, corruption or general misconduct. You must read and understand these procedures. Copies of all policies and procedures are also available on The Landing.

Your actions can help prevent attempts at fraud from being successful and you should be alert to unusual activities and adhere to our procedures which have been designed to minimise risk.

Ignoring or concealing errors, omissions, or improper conduct, or attempting to protect fellow team members who have breached the law or AAFCANS’ policies and procedures may result in disciplinary action.

If you become aware of another team member involved in any transaction or activity that you consider as suspicious and may result in a breach of law or this Code of Conduct you are required to bring this to the attention of a senior leader, the Head of People and Culture or the Managing Director.

10. Media Discussions/Publicity

You must not give interviews or make any comment to the news media (radio, newspaper, television) on any aspect of AAFCANS or its operations without prior permission. In matters of topical interest team members may not be aware of all of the correct details and may give the wrong impression and/or information that may result in damage to AAFCANS’ reputation.

All media enquiries are to be referred to the Managing Director.

11. Social Media

Comments and photographs placed on social media platforms can cause harm to team members especially if this action amounts to bullying and harassment. Placing comments, photographs or other images on social media can also tarnish the reputation of AAFCANS, its directors and team members and other persons. In these circumstances the person publishing the comment, photograph or image may become liable by law for the physical and mental harm caused to other workers. The actions may also breach other civil laws (e.g., defamation laws).

AAFCANS has a policy that assists you to make appropriate decisions about the use of social media and how your actions may impact AAFCANS and your colleagues. The Social Media Policy covers situations where a team member publishes comments, photographs and images directly and also where a team member chooses not to take the action directly but entices others to do so.

You should report publications and comments as soon as you become aware of a potential breach of policy to a senior leader, the Head of People and Culture or the Managing Director.

12. AAFCANS Policies and Procedures

In addition to the policies and procedures referred to in this Code of Conduct, AAFCANS has a number of policies and procedures which you are expected to familiarise yourself with and comply with. These policies and our procedures manual are available on The Landing.

BREACHES OF THE CODE OF CONDUCT

The examples of the Code of Conduct discussed in this document are not exhaustive.

Actual breaches and suspected breaches of the Code of Conduct, or any other situation pertaining to the relationship of trust and confidence between AAFCANS, and its team members will be investigated. If these investigations reveal breaches of the Code of Conduct, a formal disciplinary investigation will generally be undertaken.

If a breach of the Code of Conduct is established the team member or team members who are responsible for the breach may be subject to disciplinary action which can include dismissal, depending on the seriousness of the breach.

If a matter is criminal in nature, it will be reported to the police.

Further, a breach of the Code of Conduct may also result in civil action being taken against you by any person who suffers loss and damage. This can result in a financial cost to you for which you may not be insured.

Procedural Fairness

Formal disciplinary investigations and processes are conducted with procedural fairness.

Your Acknowledgement

I have read, understand, and accept AAFCANS’ Code of Conduct.