Kingfisher background information Kingfisher Garden Centre’s goal is to spread the joy of gardening by helping itscustomers to create beautiful garden spaces, no matter the budget or space.It specialises in selling plants and garden tools, andit also has a gift shop and a restaurant on-site, which caters for events in the beautiful landscaped garden. It currently has 150 employees: • 50 managers and administrative employees in head office. This includes the roles of National General Manager, National Manager of Operations, national marketing managers, state marketing managers, national coordinators for customer service, plus the state managers in New South Wales, Victoria and Queensland and associated administration staff. • A dedicated IT department with 25 employees including the Manager of Information Technology. • 50 employees in store. This includes store managers, assistant store managers, garden centre, trade centre managers, garden designers, customer service attendants, Dig-it customer service, drivers and delivery team, IT supervisor, accounts and purchasing staff. • Sixemployees in the gift shop. This includes the gift shop manager and customer service attendants. • 20 employees in the restaurant. This includes restaurant manager, event coordinator, head chef, section chefs, cooks, kitchen hands and food and beverage attendants. Setting There are fourlocations including head office and three garden centre locations. 1. Head office is in Fairfield, Victoria. It is in an industrial estate surrounded by other offices and some factories. The factories on either side are a pharmaceutical company head office and an auto repair shop on the other side. Chemicals are stored in both locations. Head office has an unmonitored security alarm system. The garden centre locations are: 2. South Morang, Victoria The garden centre is currently set in a semi-rural location with farmland surrounding two sides of the garden centre and bushland on the other.   3. Kenmore, Queensland The garden centre is in an urban location. It is near Moggil Creek, which joins onto the Brisbane River nearby. It is at the end of a busy road and is surrounded by parkland. The gift shop and restaurant are in the same building next to the garden centre. The trades section is at the front of the site near the driveway. The plants and storefront are next to the trades centre. 4. Willoughby, New South Wales This garden centre is in an urban location near Sailors Bay. It is located next to a reserve and a residential area is on the other side. The entrance is the garden centre and the trades centre is next to this. The gift shop and the restaurant are on the side of the allotment with the restaurant to the rear, with beautiful views of the reserve next door. IT department You are the Information Technology (IT) manager at Kingfisher Garden Centre’s head office. The IT department includes 25 employees and takes up all of level 5 of head office. The IT employees include: • IT support helpdesk operators (take calls and complete maintenance and repair tasks remotely). • IT consultants (upgrade software, hardware and complete server maintenance activities and repair tasks; travel to garden centre locations). • IT register and POS specialists (upgrade, maintain and repair registration equipment and EFTPOS terminal). • Software development team (development of customised software tools and apps). • Website and social media administrator (manages website, online shopping and social media customer interactions). • Administration officers (complete support tasks for all IT department). The IT department duties include: • Purchasing computer hardware – computers, screens, keyboards, laptops, projectors, POS equipment. • Transporting computing equipment. • Completing helpdesk operations on site and for the garden centres. • Disposing of obsolete computing equipment. • Updating software. • Organising cabling for internet access at head office and all garden centre locations. • Maintaining and repairing printing equipment for head office and garden centre locations. • Maintenance, repair and upgrading of all EFTPOS, self-serve and register computing system. • Receiving helpdesk calls. • Completing on-site repairs. • Upgrade and support of servers. • Upgrade and maintenance of customer relationship management (CRM) system. • Upgrade and support cash register and stock management system.   The IT team complete most of their activities at head office, but do complete upgrade, repair and maintenance activities of hardware and POS equipment at the three garden centre locations. One consultant travels to each location per week. IT consultants use the head office fleet vehicles to travel to the garden centre locations. Servers are located on-site at head office in a server room. The organisation has yet to move to cloud-based technologies. The IT department has also recently begun consulting to an accounting company in a nearby officewhich requires similar helpdesk operations. This has boosted the IT department’s finances with limited costs due to the lack of travel required by consultants.This is something that the Manager of Information Technology and General Manager would like to see expand. The General Manager would also like garden centre site staff and head office staff to have access to business apps, such as IT helpdesk and SharePoint so that they are able to access these services on site using their smartphones. You are currently working with your software development team to develop and contextualise apps for staff. You have been asked by the CEO to create a risk management plan for the IT department. As the IT department’s functions are so different from the rest of the business units within the Kingfisher Garden Centre, the CEO has decided that a separate risk management plan is to be created for your department. The IT department has never been included in the risk management processes, but there is an old risk management plan from head office that you can refer to. Company information Make sure you are familiar with the following documents available on Kingfisher Garden Centre’s intranet:www.didasko-online.com/kingfisher/about-us.php#overview. • Company overview. • Company and store organisational charts. Current risk management procedures Thecurrent risk management plan includes the following. Kingfisher Garden Centre risk management plan – Head Office Date: 5th February 2002 Risk team: Jerry and Ryan Introduction This risk management plan is for the Kingfisher Garden Centrehead office. Risk assessment Risks were assessed in the head office area. Risk identification 1. Shelves collapsing. 2. Use of ladders to place files in archive area. 3. Top-loading filing cabinet with risk of filing cabinet falling over. 4. Slips, trips and falls in the wet areas. Analysis and evaluation 1. Shelves collapsing – moderate risk with high severity. 2. Use of ladders to place files in archive area – high risk with high severity. 3. Top-loading filing cabinet with risk of filing cabinet falling over and injuring staff. 4. Slips, trips and falls in wet areas like kitchen and bathroom when there are spills. Moderate risk with moderate severity. Risk treatment 1. Shelves collapsing • Purchased fortified steel shelves. • Clear signage of weight limit of each shelf. • Training on proper loading of shelves. 2. Use of ladders in archive area • Safety ladders purchased. • All staff receive training on the safe use of ladders. 3. Top-loading filing cabinet • Safety training for all staff on safe loading of filing cabinets. 4. Slips, trips and falls in wet areas. • Any spills need to be quickly identified and alerted with appropriate signage (wet floor – spill hazard) and then mopped up immediately. • Mops and appropriate signage are placed in wet areas for easy access. • All staff receive training on how to keep wet areas safe. Risk treatment review Reviewed by risk team Jerry and Ryan May 2002 There is also a: • WHS policy • standard operating procedure for biohazard spill clean-up. There are no current documents for business risks within the organisation. There is a contingency plan and a risk assessment template on the intranet but completed copies have not been updated and stored appropriately. You can view these on the intranet at:www.didasko-online.com/kingfisher/work-health-and-safety.php. No current business risk or risk management plan exists in a saved and easily accessible format. Risk management standards There are currently no risk management standards within the Kingfisher Garden Centre. However, the risk management standards AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines have been purchased to guide the new risk management process.   Internal stakeholders The internal staff of the Kingfisher Garden Centre IT department include: • IT support helpdesk operators • IT consultants • IT register and POS specialists • Software development team • Website and social media administrator • Administration officers (complete support tasks for all IT departments) External stakeholders • Financial adviser and accounting firm,GJ Financials, completes the finances and bookkeeping for the IT department. • Delivery drivers for hardware/POS equipment. • Fleet car company,Cars, Cars, Cars,provides IT consultants’ cars. • Online store payment merchant – Safe Online Transactions. • Cleaning contractors. • Any other contractor on-site at head office, e.g., delivery drivers and couriers. Suppliers • Hardware supplier – IQ ComputingSupplies; most of their hardware products are sourced and manufactured in China • Software supplier –Software ‘R’ Us;a local business that sources US software • Stationery supplies – Office Plus • Internet cabling – Data Cabling Solutions • Fleet car company – Cars, Cars, Cars;supplies IT consultants’ cars (for travel to garden centres) Current communication strategies • Weekly team meeting. • Monthly all IT staff on-site meeting. • Monthly all managers at head office meeting. • All important information shared on the company intranet, SharePoint. • All important information emailed to all staff. • External customers and external stakeholders are contacted through email lists, Facebook page, website and Twitter. External situation Political The government currently in power is trying to limit the importing of goods from China, particularly IT, as they are investing in local manufacturers and local small business. The government will implement a new rise in corporation tax at the start of the financial year, which would affect the company’s profit margin and the IT department’s budget.   Economic General • A global financial crisis and an Australian recession ispredicted by leading economists within the next two years. Currently interest rates are quite low. Kingfisher Garden Centre • The Kingfisher Garden Centre is in a period of growth. The centres in Victoria and New South Wales are consistently performing well and have made a profit for the past three years. The Queensland centre has been stagnant for the past three years and has not made a loss, but not a profit either. This has included growth within the trade centre. • The three restaurants have tight margins, but are making a profit on events and breaking even on the café. The gift shop is making a profit as the goods are being sold at a significant mark-up. IT department • Due to this growth the IT budget has increased to update the technology in all the garden centres and head office, to meet consumer demand. • The consulting services provided by the IT department to the local accounting firm has also boosted the finances of the IT department and it has been making a profit for the company. • The department is now able to purchase appropriate hardware, software and services for head office and the garden centre locations for their new consulting service arm without being a significant cost for the business. • Other similar businesses have also expressed an interest in their IT consulting services, so the General Manager has suggested that the IT consulting service be expanded in the next six months. • The latest monthly IT departmental operations budget looks like this: May Budget Actual Variance Variance $ $ $ % Revenue Kingfisher allocated IT budget 114,975 112,676 (2,299) (2) Consulting services 91,875 90,497 (1,378) (1.5) Total sales 206,850 203,173 (3,677) (1.8) Service purchases Software purchases 42,194 45,864 (3,671) (8.7) Hardware purchases 26,775 29,399 (2,624) (9.8) Total cost of sales 68,969 75,265 (6,294) (9.1) Gross profit 137,881 127,908 (9,973) (7.2) Expenses Petrol/car maintenance for IT consultants 962 981 (19) (2) Cleaning contractor 1,490 1,490 - 0 Small equipment replacement 333 288 46 13.7 Laundry 245 237 8 3.2 Maintenance 1,493 1,329 164 11.0 Printing & stationery 160 114 46 29.0 Training & seminars 396 713 (317) (80.0) Wages & on-costs 89,345 103,283 (13,938) (15.6) Utilities 3,494 3,456 38 1.1 Total expenses 97,766 111,891 (14,125) (14.4) NET PROFIT 40,115 16,017 (24,098) (60.1) Social • There has been a real shift towards using social media and applications, both as a social tool but also to complete business tasks and reaching customers. • There has been a significant interest in purchasing only Australian products. Legal • Currently renegotiating business insurance with insurer as they have excluded storm surge floods to the current insurance policy for head office. • As a result of thishead officecurrently does not have public liability insurance. • Currently questioning an invoice from Data Cabling Solutionsregarding overcharging. The invoice will not be paid until the investigation is completed. • New regulations on non-Australian IT systems and hardware which may lead to business fines being issued. Technological • Currently upgrading all computers and equipment in head office due to outdated equipment. • Newest operating system software to be updated. • Self-serve registers have been purchased and will need to be installed in-store. • Online store is being upgraded and expanded to meet demand. • New online shopping app needs to be created and rolled out. • New mobile helpdesk app is to be rolled out to all stores and head office for staff use. • All systems are protected by a medium-level firewall and security system. Policy • Human resource policy has not been updated for seven years and does not include information about information technology (IT) use incorporating emails and social media. • Current work contracts for the IT department are not in line with the National Employment Standards.   Staffing • Performance reviews currently in process but yearly pay rises will only be given to national and state managers. • Five resignations in the IT department in the past six months including IT helpdesk operators (three) and IT consultants (two). Documentation maintenance • Currently all policies and documentation required for all staff are saved in folders in various shared drives. • The induction program is easily accessible on SharePoint(internal intranet). • The risk assessment template is accessible on SharePoint. • The WHS policy is accessible on SharePoint. • The contingency plan template is accessible on SharePoint.