Appendix 1 – Boutique Build Australia Strategic Plan (2020 – 2022)

Executive Summary

Established in 2013, Boutique Build Australia is a building company specialising in the

design and building of high-quality designer homes for the Sydney metropolitan and
surrounding areas.

Our vision - to be the best home builder in Australia - drives everything we do, from the
friendly greeting we give to customers at our display centre, to our supplier relationships
and to our employees’ professional development.

Vision

To be the best quality home builder in Australia.

Our values are:

The core values underpinning our activities are:

 Quality
 Innovation
 Leadership
 Respect
 Honesty and Reliability

Strategic Priorities

Key strategies:

To be well led, high performing, profitable and accountable

 Ensure that all financial operations, performance indicators and results support the
strategic policies
 Identify new and expand existing sources of revenue
 Achieve profits of at least 10% per annum.

Build high quality residences to meet customer needs and aspirations

 Increase sales of homes in current Sydney market by 10% per annum over the next
three years.
 Establish a presence in Queensland and build at least 100 new homes in Brisbane
and the Sunshine Coast during the period of the Strategic Plan.
 Research and plan for the launch of new innovative, environmentally friendly homes

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Continue building deeper customer relationships

 Customer-centred practice, with a focus on meeting their total needs for a high
quality home
 Strengthen the skills of our people, to better support customers
 Drive innovation to better meet customer demands

Attract, engage and develop the best staff

 Continuing the drive to a customer centred, high performance workforce and culture
 Strengthening the skills of our people, to better support customer needs
 Empowering innovation and responsiveness to change
 Continuing to enhance the diversity of our workforce.

Operational Objectives

The following table identifies the operational objectives we plan to achieve in pursuit of our
strategic objectives.

We have allocated a budget of $100,000 to the expansion.

Date Priorities Key performance indicator

February 20 Employ at least 3 permanent site Site staff in place
staff
March 20 Commence recruiting for key Key staff established for Brisbane and
positions in Brisbane and Sunshine Sunshine Coast
Coast
August 20 Develop and implement work-life Increased employee satisfaction as
balance programs measured by surveys.
Oct 20 Commence promotions in the Presence in Brisbane established
Brisbane and Sunshine Coast market

Set up display centre in Brisbane and

Caloundra QLD
November 20 Staff performance reviews All staff performance reviews conducted

2021
Jan 21 Develop and implement strategies for Number of females in company increased
increasing number of women in the by at least 4 by mid-2021
workplace
March 21 Commence design of Designs completed
environmentally friendly homes
May 21 Commence marketing Build at least 4 environmentally friendly
environmentally homes homes by the end of 2021
November 21 Staff performance reviews All staff performance reviews conducted
2022

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 Feb 22 Review other potential markets Potential markets explored
Sept 22 Analyse workforce diversity Number of women in workforce continuing
to increase
Nov 22 Staff performance reviews All staff performance reviews conducted

The Market

Market characteristics & conditions

The construction industry had been facing a stagnant phase in recent times; however,
experts predict a turnaround, providing real opportunities in the sector. Although much of
the construction industry is expected to see real growth in the coming 12 months, it is the
residential building sector that should experience the most growth.

The Housing Industry Association (HIA) recently released the summer 2015 edition of its
National Outlook and announced that year would see a new record of homes commenced. 

According to the statistics, a record 195,936 new dwelling commencements were forecast
in 2014/15 - a 7.7 per cent growth on the previous year. It is also important to note that this
represents the third year in a row where residential construction has improved. This is a
vital part of the overall Australian economy.

Although a number of states are set for an increase, the Sunshine State is set to
experience the most growth. The Queensland Government is providing support by offering
first home buyer/builder grants as well as easier procedures for development application
approvals.

If you were to compare all the major Australian industries; construction, manufacturing,
engineering and mining; construction is the only one that is expected to see real growth in
the coming years.

Globally it is expected that the construction industry will grow from $7.2 trillion to over $12
trillion.

The global construction industry has a number of challenges and opportunities according
to a recent report by Global Construction Perspectives and Oxford Economics. A number of
factors are expected to affect outcomes:

 Countries’ decisions with respect to carbon reduction, climate change, waste

disposal, clean technology and renewables?

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  Emerging economies in general are expecting large population increases in the
coming decade creating demand for construction activity whereas population growth
in developed countries will be flat.

 The key area of construction growth in emerging countries will be infrastructure:

transport, energy, social infrastructure, schools, hospitals, government
accommodation, water, defence infrastructure and natural resources. These
projects are expected to increase by 130% in developing countries by 2020 but by
only 20% in developed countries.

 Eastern Europe and Russia are expected to expand construction by 100% primarily
led by Poland and Russia by 2020.

 China is expected to become the world’s leading construction market by 2018 with a
construction output of $2.5 trillion.

In the future, trends in technology, particularly information technology (IT), may be the
greatest driver of change in the building and construction industry. Electronic tendering and
documentation, data communication, virtual design, shared project data and databases,
construction automation, and energy management will have a significant impact on industry
practices. Those parties that are slow to react to these trends will have difficulty in
remaining competitive.

Project Managers, Structures Forepersons and Commercial Contract Administrators will be

at the top of any wish list for construction businesses this year.

Situation Analysis

Strengths Weaknesses
 Value and quality  Focus on Sydney market only
 Strong management  Brand name not developed as yet
 Customer loyalty  High turnover of casual workforce
 Friendly organisational culture  Lack of diversity in workforce
 Level of available finance for
investment

Opportunities Threats
 Housing sector experiencing growth  Environmental effects
 Potential for growth in Brisbane and  Changes in Industry/ Government legislation
Sunshine Coast market affecting construction industry
 Innovation in environmental housing  Possible adverse effects of government policy
formulation
 High level of competition
 Predicted uncertainties in the world economy
impacting level of demand for housing
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  Low price competitors
 Failing to satisfy clients demands

Marketing Strategies

Our marketing strategies aim to:

 build trust,

 generate leads now,

 help to convert those leads quickly, and

 will form the basis of ongoing relationships and referrals.

We plan to develop our market share by:

 Improving our marketing and advertising

 Continually improving the quality of service given to clients

 Maintaining effective communication channels with all stakeholders to ascertain

industry requirements and then develop products and manage services accordingly

 Continually improving communication channels with all our stakeholders, ensuring a

flow of timely and accurate information to facilitate effective planning and decision
making

 Targeting identified growth markets with planned, market appropriate campaigns

employing a variety of promotional strategies and advertising mediums

 Offering attractive fee structures to our clients

 Continually improving the skills, knowledge and effectiveness of Boutique Build

Australia through our commitment to training and development

 Regularly reviewing the effectiveness of all our operations and making

improvements when and where necessary

Risk Management

The following section identifies the associated risks in pursuit of our strategic objectives
and how we will deal with them.

Strategic Objectives
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 1. To be well led, high performing, profitable and accountable
2. Build high quality residents to meet customer needs and aspirations
3. Continue building deeper customer relationships
4. Attract, engage and develop the best staff

Risk Australian government changing policy in relation to industry

 Accepting policy change will be a constant factor to manage

 An understanding of this should be instilled in all staff
 Develop ability to foresee and react quickly to change
 Maintain effective communication channels with stakeholders
 Diversification of source markets
 Develop product range
Related to Strategic Objectives: All

Risk Significant drop in cash flow

 Identify operating costs as per future plans and past performance

 Identify available finance available
 Efficient invoicing and debt recovery
 Accurate income projections
 Close monitoring of expenditure
 Arrange overdraft facilities
 Scenario planning
Related to Strategic Objectives: All

Risk Failure to recruit planned number of clients

 High quality delivery of all services

 Swift reaction to feedback
 Skilled motivated staff
 Attractive fee structures
 Effective market research
 Monitor performance
 Take early corrective action if not meeting targets/ expectations
 Maintaining effective relationships with clients
 Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: All

Risk The world recession and the domino effect

 Diversification of target market

 Target markets with strong growth forecasted
 Monitor the economic trends

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  Regularly review performance in line with anticipated market conditions
 Develop culture of accepting continual change
 React quickly to change
 Scenario planning
 Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2

Risk Over committing resources

 Balance activities with amount of finance available for investment

 Financial planning
 Monitoring of cash flow
 Review invoicing/ debt recovery system
 Swift response to identified issues
 Accessing financial advice
Related to Strategic Objectives: 1, 2, 4

Risk Adverse changes in market conditions

 Effective communication channels

 Continuous market research
 Monitor new markets and overall recruitments trends for all market segments
 Scenario planning
 Develop working knowledge of potential markets
 Networking
 Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 4

Risk Changes to Acts and other relevant legislation

 Emphasis on professional, ethical practices with all stakeholders

 Staff training
 Leading by example
 Policy implementation and monitoring
 Effective communication channels with all stakeholders
 Ability to manage change
 Managing available finance for re-investment
Related to Strategic Objectives: All

Risk Shortage of/ Difficulty in recruiting appropriate qualified and skilled staff

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  Development of HR policies and procedures
 Offer attractive salary package
 Provide opportunities for career progression
 Develop stimulating and enjoyable working environment
 Commitment to training and development
 Commitment to professional development
Related to Strategic Objectives: 5

Risk Failure to meet and manage client’s expectations

 Accurate and timely communication with potential and current clients

 Management of recruitment activities
 Continuous improvement system
 Regularly review learning and teaching approaches, resources, structure and systems
 Client management policies in academic and support services
 Industry liaison
 Reviewing effectiveness of communication channels with clients
 Employing a continuous improvement approach to all operations
 Continuous market research and action
 Systematic feedback on management performance and personal reflection
Related to Strategic Objectives: All

Risk Failure to comply with legislation

 Consistently implement compliant policies and procedures

 Continuous improvement system
 Commitment to training and development
 Systematic review of policies and procedures
 Regular reviews of all operations
Related to Strategic Objectives: All

Risk Failure to control expenditure

 Effective financial planning and review

 Co-ordination of activities
 Systematic review of practice
 Financial management and control systems
 Facilities management
 Implementation of efficient processes
 Efficient procurement of products and services
 Cost comparisons prior to purchasing
Related to Strategic Objectives: 1, 4

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Risk Only providing boutique homes

 Weighting between diversification/ specialisation

 Monitor recruitment trends per market
 Forecasting
 Cost benefit analysis
 Developing reputation for being a specialist in high quality homes
 Developing market share for boutique homes
Related to Strategic Objectives: 1, 2, 3

Risk Ineffective planning

 Experienced management team

 Continuous market research
 Planning system
 Organisation structure and systems
 Regular review of structure, systems and procedures
 External liaison
 Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: All

Risk Competitors undercutting prices

 Maintain competitive pricing policy

 Monitor competitors prices vs quality
 Regularly review financial management models/ processes
 Continue focusing on quality
 Continue strategy of quality brand promotion
Related to Strategic Objectives: All

Risk Rate of growth in client numbers

 Systematic review of systems and practice

 Buying in knowledge and skills
 Sourcing reliable market information
 Strategic and operational planning
 Review/ amend management structure
 Develop policies and procedures
 Regular reviews of capacity and operation of all functional and curriculum areas
 Good communication channels with stakeholders
 Recruitment policy
 Finance available for expansion
Related to Strategic Objectives: 1, 2, 3, 4

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Risk Unethical/ unprofessional practices of staff

 Staff selection processes

 Staff monitoring systems
 Previous experience of managing staff
 Swift reaction to feedback
 Termination of agreements
 Maintain currency of market recruitment trends
 Maintain relationships with HR organisations
Related to Strategic Objectives: All

Risk Casual staff team

 Develop database of contract staff

 Employ a permanent team of staff
 Planning for holidays/ leave
 Maintain relationships with HR organisations
 Offer incentivised pay structure for casual staff
Related to Strategic Objectives: All

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Appendix 2 – Fatigue Management Report Template

Introduction

Include a short introduction about the purpose of the report.

Fatigue analysis

Provide an analysis of the September time sheet data

Problems associated with fatigue

Provide a brief outline of why fatigue is a problem.

Signs of fatigue

List signs of fatigue

Risks associated with fatigue and procedures for managing the risk of fatigue.

Discuss risks associated with fatigue, key factors contributing to and increasing the risk of
fatigue relevant to Boutique Build Australia Staff, as well as an outline of the procedures to
manage the risk of fatigue.

Proposed strategies for managing fatigue and relationship to hierarchy of control

Include recommendation for strategies to manage fatigue at Boutique Build Australia.

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Sources of information

Fatigue management experts

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Appendix 3 – Professional Development Plan

Year

Details of Expected Expected

Professional Type Date/s Cost benefit to benefit to
development/Network self team

Details of Expected Expected

Professional Type Date/s Cost benefit to benefit to
development/Network self team

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Appendix 4 – Professional Development Report

Details of the professional development opportunity

Title:

Date:

Time:

Duration:

What did you most like about the professional development opportunity?

What did you least like?

What benefits did participating in this professional development opportunity provide to you?

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Appendix 5 – Code of Ethics Template

All staff should act with honesty, sincerity and integrity in their approach to their work for
Boutique Build Australia.
All staff should behave with integrity, honesty and fairness in all business, professional and
personal relationships.
Staff should not knowingly or recklessly supply any information which is confidential, or
make any statement which they know is misleading, false or deceptive to a colleague, client
of the Boutique Build Australia, or the general public.
While Boutique Build Australia staff must observe the terms and conditions of their
employment, staff cannot be required to be complicit in any illegal act. If advised, instructed
or encouraged to engage in unlawful activity, they must decline, and report the matter to a
line manager.

Conflicts of interest
Boutique Build Australia staff should both be and appear to be free of any interest (financial
or otherwise) which might be regarded as being in conflict or incompatible with their
integrity and objectivity.
Independence is the cornerstone of objectivity. Both external and internal parties have a
need for credibility of information and action in relation to Boutique Build Australia activities.
Boutique Build Australia management at all substantive levels seeks credibility and
accountability in information and in the activities of all of its staff. Boutique Build Australia
management must be careful to apply an attitude of professionalism within the bounds of
commercial confidentiality, and should remain independent in fact as well as independent in
appearance.
Accordingly, Boutique Build Australia staff should recognise and avoid situations which may
affect their integrity and objectivity by:
 being cautious of undue benefits or preferential treatment received in the course of
their employment. Such benefits may cloud their judgement or objectivity
 ensuring Boutique Build Australia facilities or property, information or resources are
used in the best interests of the Boutique Build Australia community
 guarding against conflicts of interest arising from inappropriate financial involvement
and personal relationships.

The interests of the Boutique Build Australia and the broader community
Boutique Build Australia staff comprises a diverse population of individuals with differing
roles and functions, ethnic and cultural backgrounds and differential and sometimes
complex relationships within the community. For such a community to function fairly and
effectively, due regard must be given to behaviour which recognises the dignity and privacy
of individuals, enhances fair dealing and representation both in action and perception.
The effective functioning of Boutique Build Australia depends on the mutual respect
required of individuals co-existing within that diverse community and with its broad
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clientele, together with the pursuit of an environment characterised by co-operation,
collegiality, impartiality, equity, and financial responsibility.
Individuals must therefore be accountable for their actions both in a social and financial
sense by clearly establishing their own personal standards and those of the staff for whom
they are responsible and being aware of how these standards may conflict with tasks they
ask others (or themselves are asked) to do.
This should be in consonance with the Boutique Build Australia's strategic intentions,
recognising that the Boutique Build Australia has a responsibility both to its stakeholders
and the broader community.

Confidentiality
Boutique Build Australia staff must protect the confidentiality of information acquired in the
course of their work. No staff member should use or disclose any confidential information to
a colleague, client of the Boutique Build Australia or any other party without specific
authority or unless such use or disclosure is:
 in the normal course of business within the Boutique Build Australia, or
 there is a legal or professional duty to disclose the information.
Staff may acquire confidential information in the course of their employment. This may take
the form of confidential information about staff, customers, suppliers or other information
intended to be confidential. It is important that this information should not be disclosed to
third parties except when consent has been obtained from the Boutique Build Australia or
with the consent of the other party, when there is a duty to disclose.
Staff members should discuss the matter fully with their immediate superior if they are in
doubt as to whether there exists a right or duty to disclose confidential information. If the
problem cannot be resolved by this action, they should consult an appropriate higher
authority within the Boutique Build Australia, and/or the Boutique Build Australia's legal
advisors.
Boutique Build Australia staff at all levels should ensure that staff members for whom they
are responsible, are aware of the confidential nature of relevant information acquired by
them in their work, and should inform them of the need to maintain confidentiality of such
information.
Staff members in receipt of confidential information should not use or appear to use such
information to gain personal advantage for themselves or for a third party.

Technical standards
Boutique Build Australia staff shall carry out their job responsibilities in accordance with
relevant contractual arrangements and/or in accordance with the technical and professional
standards relevant to that work. In this sense, Boutique Build Australia staff members owe
a duty of skill and care to the Boutique Build Australia.

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Fair and honest dealing
Boutique Build Australia staff must be fair and must not allow bias or prejudice to influence
or override their objectivity in academic, research, administrative, business or management
matters. Staff should maintain an impartial attitude, particularly in terms of the equity of
individuals (including colleagues) or groups who may be vulnerable.
Objectivity is an important characteristic of Boutique Build Australia staff. If the work of a
staff member is influenced by dishonesty, prejudice, conflict of interest or bias, or involves
misuse of a Boutique Build Australia position for personal gain (financial or otherwise), then
that staff member cannot meet the test of objectivity.
The 'reasonable person' test is appropriate in determining whether a staff member has
behaved in an objective manner. In other words, whether a reasonable colleague, knowing
all the facts and circumstances, would conclude that the staff member has acted properly
and impartially.

Gifts, benefits and hospitality

 Gifts, benefits or hospitality which are irregular and of nominal value, used for
promotional purposes by the donor and seen as generally accepted commercial
practice (such as a business lunch), may be accepted.
 Gifts, benefits or hospitality which exceed a nominal amount, must be declared to
the staff member's line manager and must not be accepted if in the view of the line
manager the acceptance of the gift or gratuity would compromise objectivity and be
seen by the wider community as likely to influence the staff member in their official
capacity.
 Gifts, benefits or hospitality offered as an inducement to place a staff member under
an obligation to purchase goods or services cannot be accepted.
 Staff must not accept gifts of money.

Ethical behaviour
Boutique Build Australia staff should conduct themselves in a manner which is consistent
with the Boutique Build Australia's strategic intentions, reputation, and functions for which it
was created under the Boutique Build Australia of South Australia Act. Staff should refrain
from any conduct which might bring discredit to the Boutique Build Australia.
It is important that colleagues, clients, suppliers and the wider community, be satisfied that
Boutique Build Australia staff are acting fairly, honestly and in good faith. You should not
condone misleading, false or deceptive statements. The character of staff will be judged by
their conduct, real or apparent.

Indicators of personal ethical behaviour

 You must not allow dishonesty, personal prejudice or bias to influence you in the
conduct of your employment.
 You should not accept gifts, benefits or hospitality if their nature and value may be
seen as compromising your objectivity and influencing you in your official capacity.
 Your actions should be fair, honest, and truthful.
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  You should avoid actual or perceived conflicts of interest.
 You should not condone the use of any statement which is misleading, false or
deceptive.
 You should conduct yourself with care and skill, and ensure your actions do not
conflict with the requirements of integrity and objectivity.
 You should not use confidential or other information for personal advantage or for
the advantage of another.

Finally
If you would be ashamed if your conduct was reported in a Boutique Build Australia
newsletter or a local newspaper read by friends and colleagues, you should question
whether your behaviour is ethical.

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