Volume2 CrossSectorUnitsFinalNovember2015

TOURISM, TRAVEL AND
HOSPITALITY TRAINING PACKAGE

VOLUME II OF IV
UNITS OF COMPETENCY
CROSS-SECTOR
This work has been produced with the assistance of funding provided by the
Commonwealth Government through the Department of Education and Training.
SERVICE SKILLS AUSTRALIA

TOURISM, TRAVEL AND HOSPITALITY TRAINING PACKAGE
VOLUME II OF IV
Table of Contents
Client and Customer Service ....................................................................................................... 5
SITXCCS001 Provide customer information and assistance ....................................................................................... 5
SITXCCS002 Provide visitor information ..................................................................................................................... 9
SITXCCS003 Interact with customers ........................................................................................................................ 13
SITXCCS004 Provide lost and found services ........................................................................................................... 17
SITXCCS005 Provide club reception services ........................................................................................................... 21
SITXCCS006 Provide service to customers ............................................................................................................... 25
SITXCCS007 Enhance customer service experiences .............................................................................................. 31
SITXCCS008 Develop and manage quality customer service practices .................................................................... 37
COM Communication and Teamwork ........................................................................................ 42

SITXCOM001 Source and present information .......................................................................................................... 42
SITXCOM002 Show social and cultural sensitivity ..................................................................................................... 46
SITXCOM003 Provide a briefing or scripted commentary .......................................................................................... 50
SITXCOM004 Address protocol requirements ........................................................................................................... 54
SITXCOM005 Manage conflict ................................................................................................................................... 58
CRI Crisis Management .............................................................................................................. 62

SITXCRI001 Respond to a customer in crisis ............................................................................................................ 62
SITXCRI002 Manage a business continuity crisis ...................................................................................................... 67
E-business................................................................................................................................... 74
SITXEBS001 Use social media in a business ............................................................................................................ 74
SITXEBS002 Develop, implement and monitor the use of social media in a business .............................................. 79
SITXEBS003 Build and launch a small business website .......................................................................................... 83
FIN Finance ................................................................................................................................. 88

SITXFIN001 Process financial transactions ............................................................................................................... 88
SITXFIN002 Interpret financial information ................................................................................................................ 92
SITXFIN003 Manage finances within a budget .......................................................................................................... 97
SITXFIN004 Prepare and monitor budgets .............................................................................................................. 101
SITXFIN005 Manage physical assets ...................................................................................................................... 107
SITXFIN006 Manage revenue ................................................................................................................................. 112
FSA Food Safety ....................................................................................................................... 116

SITXFSA001 Use hygienic practices for food safety ................................................................................................ 116
SITXFSA002 Participate in safe food handling practices ......................................................................................... 120
SITXFSA003 Transport and store food .................................................................................................................... 126
SITXFSA004 Develop and implement a food safety program .................................................................................. 130
GLC Governance and Legal Compliance ................................................................................ 136

Page 2 of 286

VOLUME II OF IV
SITXGLC001 Research and comply with regulatory requirements .......................................................................... 136
HRM Human Resource Management ....................................................................................... 142

SITXHRM001 Coach others in job skills .................................................................................................................. 142
SITXHRM002 Roster staff ........................................................................................................................................ 146
SITXHRM003 Lead and manage people ................................................................................................................. 150
SITXHRM004 Recruit, select and induct staff .......................................................................................................... 154
SITXHRM005 Manage volunteers............................................................................................................................ 160
SITXHRM006 Monitor staff performance ................................................................................................................. 164
INV Inventory............................................................................................................................. 168

SITXINV001 Receive and store stock ...................................................................................................................... 168
SITXINV002 Maintain the quality of perishable items .............................................................................................. 172
SITXINV003 Purchase goods .................................................................................................................................. 177
SITXINV004 Control stock ....................................................................................................................................... 182
SITXINV005 Establish stock purchasing and control systems ................................................................................. 186
LAN Languages Other Than English ....................................................................................... 192

SITXLAN001 Conduct basic oral communication in a language other than English ................................................ 192
SITXLAN002 Conduct routine oral communication in a language other than English .............................................. 196
SITXLAN003 Conduct oral communication in a language other than English .......................................................... 200
SITXLAN004 Conduct complex oral communication in a language other than English ........................................... 204
SITXLAN005 Read and write information in a language other than English ............................................................ 208
SITXLAN006 Read and write documents in a language other than English ............................................................ 212
MGT Management and Leadership .......................................................................................... 215

SITXMGT001 Monitor work operations .................................................................................................................... 215
SITXMGT002 Establish and conduct business relationships ................................................................................... 219
SITXMGT003 Manage projects ................................................................................................................................ 223
MPR Marketing and Public Relations ...................................................................................... 228

SITXMPR001 Coordinate production of brochures and marketing materials ........................................................... 228
SITXMPR002 Create a promotional display or stand ............................................................................................... 233
SITXMPR003 Plan and implement sales activities .................................................................................................. 237
SITXMPR004 Coordinate marketing activities ......................................................................................................... 241
SITXMPR005 Participate in cooperative online marketing initiatives ....................................................................... 246
SITXMPR006 Obtain and manage sponsorship ...................................................................................................... 250
SITXMPR007 Develop and implement marketing strategies ................................................................................... 254
SITXMPR008 Prepare and present proposals ......................................................................................................... 258
WHS Work Health and Safety ................................................................................................... 263

SITXWHS001 Participate in safe work practices ..................................................................................................... 263
SITXWHS002 Identify hazards, assess and control safety risks .............................................................................. 267
SITXWHS003 Implement and monitor work health and safety practices ................................................................. 272
Page 3 of 286

VOLUME II OF IV
SITXWHS004 Establish and maintain a work health and safety system .................................................................. 279
Page 4 of 286

VOLUME II OF IV
Client and Customer Service

SITXCCS001 Provide customer information and assistance
UNIT CODE
SITXCCS001
UNIT TITLE
Provide customer information and assistance
APPLICATION
This unit describes the performance outcomes, skills and

knowledge required to provide customers with information and
assistance on facilities, products and services.
The unit applies to frontline service personnel working in a
range of tourism, travel, hospitality, entertainment and cultural
contexts. Information and assistance are often provided
face-to-face, but may be by telephone or other remote
mechanisms.
Customer service personnel working under supervision
undertake this function, but the unit is also relevant to those
working in operational roles where customer service may not
be the main focus of work, e.g. animal handlers in a zoo or
technicians in a theatre.
PREREQUISITE UNIT
No occupational licensing, certification or specific legislative

requirements apply to this unit at the time of publication.
Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS
PERFORMANCE CRITERIA
Elements describe the

essential outcomes
Performance criteria describe the performance needed to demonstrate

achievement of the element.
1. Access and update

information.
1.1. Source and access information on facilities, products and

services.
1.2. Incorporate information into day-to-day work activities.
1.3. Share information with colleagues to support the
efficiency and quality of service.
1.4. Identify and use opportunities to update and maintain
facility, product and service knowledge.
2.1. Proactively identify information and assistance needs of
customers, including those with special needs.
2.2. Provide accurate information in a clear, courteous and
culturally appropriate way.
2.3. Where appropriate, assist or instruct customers in the
use of equipment and facilities according to safety
requirements, or refer to relevant colleagues.
2. Assist customers.
Page 5 of 286
3. Seek feedback on
services.
2.4. Identify and use opportunities to promote internal

products and services.
3.1. Proactively seek customer feedback on facilities,
3.2. Observe customer behaviour to inform future service
developments and follow procedures for formal customer
evaluation.
3.3. Provide information on customer feedback to relevant
colleagues.
FOUNDATION SKILLS
Foundation skills essential to performance in this unit, but not explicit in the performance criteria are listed
here, along with a brief context statement
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Learning skills to:
interpret sometimes detailed information on predictable

customer requests.
record brief notes and basic information.
listen and respond to diverse customer requests, asking
questions to clarify and confirm.
review own knowledge of information required to assist
customers and participate in activities that continuously
update it.
RANGE OF CONDITIONS
Specifies different work environments and conditions that may affect performance. Essential operating
conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the
item, and local industry and regional contexts) are included.
Range is restricted to essential operating conditions and any other variables essential to the work environment.
Opportunities to
update and maintain
facility, product and
service knowledge
must include:
UNIT MAPPING
INFORMATION
LINKS
discussions with colleagues

internal newsletters
leaflets and brochures
staff noticeboards
team meetings.
SITXCCS101 Provide information and assistance
Companion Volume Implementation Guide:
http://www.serviceskills.com.au/resources
Page 6 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCCS001 Provide

customer information and assistance
Evidence of the ability to complete tasks outlined in elements
and performance criteria of this unit in the context of the job
role, and:
provide current, accurate and relevant information and
assistance about organisational facilities, products and
services to three different customers on three different
occasions
provide above information and assistance in a culturally
appropriate manner and according to customer service
standards
maintain and extend personal knowledge of relevant
facilities, products and services
seek informal feedback from customers on above
activities.
Demonstrated knowledge required to complete the tasks
outlined in elements and performance criteria of this unit:
sources of information, advice and referral on
organisational facilities, products and services
details of organisational facilities, products and services:
access
cloaking
direction or location of facilities
facilities for those with special needs
food and beverages
new activities, events and procedures
opening hours
operational changes
pricing
promotional activities
ticket sales
times of activities or events
organisational service procedures and standards
relevant legislation relating to customer service:
Australian consumer law
equal employment opportunity
work health and safety
promotions
organisational policies and procedures to enable ethical
and non-discriminatory treatment of client requests and
resolution of complaints:
communication protocols
complaint procedures
customer service procedures
reporting procedures
personal presentation
privacy
record-keeping procedures
Page 7 of 286
ASSESSMENT
CONDITIONS
communication mediums required to provide service to

clients and colleagues
conflict-resolution strategies
awareness of customs and practices of various social and
cultural groups within Australia to assist with meeting client
needs and expectations in regards to:
modes of greeting, farewelling and conversation
body language and body gestures
formality of language
clothing
services and products within the organisation that may be
suited to particular clients
principles and benefits of enhanced customer service
experiences and positive communication.
Skills must be demonstrated in an operational customer

service environment in a service based industry such as
tourism, travel, hospitality or events. This can be:
an industry workplace
a simulated industry environment.
Assessment must ensure access to:
business equipment:
computers
telephones
sources of information on facilities and services
organisational specifications for customer service
standards
customers from different cultural backgrounds with whom
the individual can interact; these can be:
customers in an industry workplace during the
assessment process; or
individuals who participate in role plays or simulated
activities, set up for the purpose of assessment, in a
simulated industry environment operated within a
training organisation.
LINKS
Assessors must satisfy the Standards for Registered Training

Organisations requirements for assessors.
Page 8 of 286
SITXCCS002 Provide visitor information

UNIT CODE
SITXCCS002
UNIT TITLE
Provide visitor information
APPLICATION

knowledge required to access general information on
facilities, products and services available in the local area and
to provide this to visitors.
The unit applies to frontline service personnel working in a
range of tourism, travel, hospitality, entertainment and cultural
contexts. Information is often provided face-to-face, but may
be by telephone or other remote mechanisms.
It applies to frontline service personnel who routinely respond
to visitor requests for general local area information. They
may be working independently or with guidance from others
in restaurants, hotels, wineries, attractions, entertainment
venues, tour operations, visitor information centres and at
tour desks.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS
Elements describe the essential

outcomes

1. Access and update

visitor information.
1.1. Identify and access sources of visitor information.

1.2. Obtain general information on local facilities, products
and services to meet different visitor needs.
1.3. Share information with colleagues to support the
efficiency and quality of service.
1.4. Identify and use opportunities to update and maintain
local area knowledge.
2.1. Identify specific information and assistance needs of
visitors, including those with special needs.
2.2. Provide appropriate scope and depth of information to
meet visitor needs.
2.3. Identify and use opportunities to promote internal
3.1. Proactively seek visitor feedback to ensure required
information has been provided.
3.2. Follow procedures for any formal visitor evaluation.
2. Provide information to
visitors.
3. Seek feedback on
information provision.
Page 9 of 286
3.3. Provide information on visitor feedback to relevant

colleagues.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication skills

to:
Learning skills to:
interpret sometimes detailed product and local area

information
research, sort and use relevant information.
record simple notes and basic information on local
facilities, products and services for visitors.
listen and respond to range of visitor requests, asking
questions to clarify and confirm.
review own knowledge of information required to assist
visitors and participate in activities that continuously
update it.
RANGE OF CONDITIONS
Opportunities to update
and maintain local area
knowledge must include
at least four of the
following:
UNIT MAPPING
INFORMATION
LINKS
informal discussions with colleagues and visitors

internal newsletters and external promotional material
local information centre
participating in local familiarisation tours
local media: newspaper, radio and television
personal observation or exploration
principal or supplier of the product or service
staff noticeboards
team meetings.
SITXCCS201 Provide visitor information
Page 10 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE

visitor information
role, and:
provide current, accurate and relevant information about
local area features to three different visitors on three
different occasions
provide above information and assistance in a culturally
appropriate manner and according to organisational
service standards
extend personal knowledge of relevant facilities, products
and services
seek formal and informal feedback from visitors on above
services.
sources of information on the available local area facilities,
products and services:
brochures
library
local council
local people and local identities with specialised
knowledge
local visitor guide booklets and maps
online reservation systems
organisation information
organisation-designed information systems
principal supplier of a product
product library
room directories
social media websites
state or territory government tourism authority
information systems
timetables
information on the local area features:
accommodation options
dining options
entertainment venues
local attractions
local personal services facilities
local shopping facilities
local transport options
organisation-specific information
road conditions
sporting facilities
tours, local outings and trips
travelling routes
weather conditions
organisational service procedures and standards:
Page 11 of 286
ASSESSMENT
CONDITIONS
designated response times for acknowledging

customers and their enquiry
personal presentation and hygiene standards
awareness of customs and practices of various social and
cultural groups of visitors to assist with meeting visitor
needs and expectations in regards to:
clothing
methods of collecting feedback:
formal:
- surveys
- interviews
- structured questioning
informal:
- observation
- casual discussion
organisational service procedures and standards.
Skills must be demonstrated in an operational customer

service environment in a service based industry such as
tourism, travel, hospitality or events where information is
sourced and provided to visitors. This can be:
sources of information on the local area facilities, services
and general products, and their availability
organisational specifications for customer service
standards
visitor surveys and feedback forms
visitors from different cultural backgrounds with whom the
individual can interact; these can be:
visitors to an industry workplace during the assessment
process; or
LINKS

Page 12 of 286
SITXCCS003 Interact with customers

UNIT CODE
UNIT TITLE
SITXCCS003
APPLICATION

knowledge required to deliver fundamental customer service to
both internal and external customers. It requires the ability to
greet and serve customers, and respond to a range of basic
customer service enquiries, including routine customer
problems.
Interact with customers
The unit applies to frontline service personnel who operate

under close supervision and with guidance from others. They
provide routine customer service and would not be expected to
respond to complex customer requests or complaints.
The unit applies to individuals working in a range of tourism,
travel, hospitality and events contexts.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Greet and serve

customers.
1.1. Prioritise customers ahead of other workplace duties.

1.2. Greet customers according to organisational customer
service standards.
1.3. Communicate with customers in a clear and
professional manner.
1.4. Explain and match products and services to customer
needs.
2.1. Identify personal limitations in serving the needs of
customers and seek assistance from others where
appropriate.
2.2. Follow directions of supervisors and managers to deliver
quality service.
2.3. Resolve routine customer problems according to own
level of responsibility and organisational policy.
2.4. Escalate other service issues to a higher level staff
member for action in line with organisational procedures.
3.1. Report service issues and customer problems as they
arise.
3.2. Provide customer feedback to relevant supervisors or
managers.
2. Work with others to

deliver service.
3. Provide feedback on
customer service.
Page 13 of 286
FOUNDATION SKILLS
here, along with a brief context statement.
SKILLS
DESCRIPTION
Reading skills to:
interpret sometimes detailed procedures documents.
Writing skills to:
record simple notes and basic information.
Oral communication
skills to:
ask questions and actively listen to customers to determine

their needs
discuss causes of customer problems with colleagues and
supervisors in a professional manner.
recognise customer problems and resolve or refer service
issues.
recognise delays and deficiencies in customer service and
rectify to customer satisfaction in line with own level of
responsibility.
Problem-solving skills to:
Initiative and enterprise

skills to:
RANGE OF CONDITIONS
Ways to communicate
with customers must
include:
Others must include:
UNIT MAPPING
INFORMATION
LINKS
communicating:
by telephone
electronically
face-to-face
showing interest in customer needs and maintaining a
welcoming customer environment during service delivery
through the use of:
appropriate voice tonality and volume
basic gestures
product information sheets.
colleagues
managers
supervisors.
SITXCCS202 Interact with customers
Page 14 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCCS003 Interact with

customers
role, and:
identify customer requirements and provide effective
customer service to two different internal and two different
external customers to meet requirements
interact with above customers in line with organisational
customer service standards and within designated
organisational response times
demonstrate procedures to respond to three different
customer problems according to organisational policies
and procedures
identify situations where problems are beyond own level of
responsibility, and process to escalate in line with
organisational policies and procedures
seek informal feedback from customers on above
activities.
importance of the customer in the service industries
customer service standards expected in the service
industries
profiles of different types of customers:
external
internal
new
regular or repeat
visitors
value and role of customer feedback in improving service
delivery
presentation standards for:
customer environment
customer service personnel
documents and promotional materials
customer service policies and procedures:
application of booking or cancellation fees
response times for acknowledging and greeting
customers
response times for delivering products and services
customer service policies for resolving routine
customer problems
policies regarding product pricing and quality
processing refunds and exchanges
empowerment of different levels of personnel to
resolve complaints, disputes, service issues and
customer compensation
policies for escalating and reporting service issues and
customer problems
Page 15 of 286
ASSESSMENT
CONDITIONS
procedures for responding to routine customer problems:

incorrect pricing of products and services
delays or errors in providing products or services
misunderstanding customer requests.
Skills must be demonstrated in an operational business

environment where customers are served. This can be:
organisational policies and procedures relating to:
customer service standards
designated response times
presentation standards
dealing with customer problems
recording and reporting customer feedback
internal and external customers with whom the individual
can interact; these can be:
LINKS

Page 16 of 286
SITXCCS004 Provide lost and found services

UNIT CODE
SITXCCS004
UNIT TITLE
Provide lost and found services
APPLICATION

knowledge required to provide service to customers who have
lost or found items. It requires the ability to determine and
record details of items, investigate lost items, assist claimants
and complete documentation.
The unit applies to frontline operations personnel working in a
range of tourism, travel, hospitality and entertainment and
cultural contexts.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Determine and
record details of lost
or found item.
1.1. Obtain and verify descriptions and relevant details of lost

or found item.
1.2. Tag found item and place in designated location.
1.3. Use lost and found register to record details of item.
2.1. Conduct all communication with property owner in a
2.2. Provide details of organisational procedures and
obligations for lost or found item.
2.3. Investigate and trace lost item.
2.4. Investigate and confirm ownership of found item.
2.5. Verify claimant identification before release of found item.
2.6. Obtain claimant signature for collection of claimed item.
3.1. Update lost and found register to reflect investigation and
collection of items.
3.2. Complete lost and found reports according to
organisational procedures.
3.3. Recommend improvements to lost and found procedures
as required.
2. Assist customer with

lost or claimed item.
3. Complete end of
shift duties.
FOUNDATION SKILLS
Page 17 of 286
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
interpret organisational lost and found procedures, details

in the lost and found register, and claimant identification
documents.
record clear and succinct descriptions of lost and found
items in the register
write simple reports.
determine details of lost items using active listening and
questioning techniques
discuss details of lost items in a professional manner.
RANGE OF CONDITIONS
Details of lost or found

item must include:
Lost and found reports

must include:
UNIT MAPPING
INFORMATION
LINKS
date, time and location of loss

date, time and location of find
description of lost or found item
owner contact details.
daily or weekly reports
logs or journals
verbal or written reports
hard copy or electronic reports.
SITXCCS301 Provide lost and found services
Page 18 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXCCS004 Provide lost

and found services
role, and:
provide efficient and courteous lost and found service on at
least three different occasions, using appropriate
communication skills to determine required details of lost
or found items
record clear details of above lost or found items and
prepare simple reports according to organisational
procedures on each of the above service occasions
complete investigation of above lost or found items within
timeframes determined by the property owner or
organisation.
KNOWLEDGE
EVIDENCE

for lost and found items:
organisational procedures for providing services
methods to succinctly and clearly record details
for lost items:
methods to trace items and determine ownership
for found items:
methods to locate items and determine ownership
typical storage facilities for items
security requirements for storage
formats for lost and found registers and reports, and
required content of entries.
ASSESSMENT
CONDITIONS
Skills must be demonstrated in an operational environment

where lost and found services are provided. This can be:
secure storage facilities for found items
current commercial lost and found registers, procedures
and reporting documents
property owners with whom the individual can interact
regarding lost and found items; these can be:
Page 19 of 286
LINKS

Page 20 of 286
SITXCCS005 Provide club reception services

UNIT CODE
SITXCCS005
UNIT TITLE
Provide club reception services
APPLICATION

knowledge required to provide reception services in a licensed
club environment. It requires the ability to deliver quality
customer service while assisting customers to comply with
club and legislative licensing requirements.
The unit applies to all types of licensed clubs, including
sporting, entertainment, social, workers and Returned and
Services League (RSL) clubs.
It applies to frontline customer service personnel who operate
with some level of independence and under limited
supervision. This includes club receptionists, front desk
receptionists, and doorpersons.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Provide information
on club services and
process
memberships.
1.1. Provide advice and information on club services and

facilities to members, guests and visitors.
1.2. Explain membership requirements and rules to members,
guests and visitors in a professional manner.
1.3. Explain membership application forms to applicants and
assist with form completion.
1.4. Calculate and process membership payments.
1.5. Issue correct proof of membership documentation.
1.6. Use club reception technology to assist with providing
services to members and guests.
2.1. Check proof of membership upon entry to the club.
2.2. Assist guests and visitors to sign in according to
government and organisational requirements.
2.3. Check member, guest and visitor compliance with dress
and age regulations.
2.4. Refuse entry to non-compliant members, guests and
visitors.
2.5. Escalate disputes over club entry to security, supervisor
or other relevant person according to organisational
policy.
2. Monitor entry to club.
Page 21 of 286
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

Oral communication
skills to:
Technology skills to:
UNIT MAPPING
INFORMATION
LINKS
recognise club membership, identification (ID) and proof of

age documents
interpret and follow in-house policies and procedures
locate information in membership database records.
enter information legibly into membership application
forms.
discuss club entry matters with members and guests in a
access and interpret membership database information
use public address systems.
SITXCCS302 Provide club reception services
Page 22 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXCCS005 Provide club

reception services
role, and:
respond to at least three different member, guest or visitor
enquiries about facilities, services and membership
process membership applications and issue membership
documentation for at least three different new members
monitor club entry by members, guests and visitors during
at least four service periods, ensuring all entry
requirements are met and enabling efficient flow through
reception to club facilities
perform above activities in a professional manner and
within commercial timeframes.
KNOWLEDGE
EVIDENCE

key aspects of club licensing laws covering entry
requirements for members, guests and visitors
acceptable forms of club membership documentation
acceptable forms of identification (ID), proof of age and
residence
purpose and use of typical club reception technology:
information systems currently used by clubs to manage
membership database
membership badge production equipment
scanning equipment for temporary membership
documents
communications equipment:
- telephones
- radio
- internal public address system
organisational dress regulations for club
club membership rules, conditions, benefits, entitlements
and costs
contents of membership application forms and importance
of ensuring accurate recording of membership details
full details of club services, facilities, current promotions,
events and entertainment.
ASSESSMENT
CONDITIONS
Skills must be demonstrated in an environment where

operational club reception services are offered. This can be:
club reception technology:
communications equipment:
- telephones
internal public address system
Page 23 of 286
LINKS
computers and information systems currently used by

clubs to manage membership
scanning equipment for temporary membership documents
current plain English regulatory documents outlining club
entry requirements
club documents outlining current policies, procedures,
facilities, membership benefits, costs and dress regulations
club membership application forms
club members, guests and visitors with whom the

Page 24 of 286
SITXCCS006 Provide service to customers

UNIT CODE
SITXCCS006
UNIT TITLE
Provide service to customers
APPLICATION

knowledge required to communicate effectively with and
provide quality service to both internal and external customers.
It requires the ability to establish rapport with customers,
determine and address customer needs and expectations, and
respond to complaints.
The unit applies to those frontline service personnel who deal
directly with customers on a daily basis and who operate with
some level of independence and under limited supervision.
This includes individuals working in a range of tourism, travel,
hospitality and events contexts.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Communicate with
internal and external
customers.
1.1. Communicate with customers in a professional manner

within designated response times using appropriate
verbal and non-verbal communication.
1.2. Observe and respond to non-verbal communication of
customers.
1.3. Use active listening and questioning to facilitate effective
two-way communication.
1.4. Select a medium of communication appropriate for the
customer and situation.
2.1. Practise high standards of personal presentation and
hygiene according to organisational requirements.
2.2. Follow organisational customer service policies and
procedures.
2.3. Adhere to professional standards expected of service
industry personnel.
3.1. Establish rapport with customer to promote goodwill and
trust during service delivery.
3.2. Identify customer needs and expectations, including
customers with special needs.
3.3. Promptly meet all reasonable customer needs and
requests.
2. Follow defined
organisational
standards when
delivering service.
3. Provide service to
customers.
Page 25 of 286
4. Respond to
customer
complaints.
5. Provide internal
feedback on
customer service
practices.
3.4. Identify and anticipate operational problems and take

action to minimise the effect on customer satisfaction.
3.5. Recognise and act upon opportunities to deliver
additional levels of service beyond customers immediate
request.
4.1. Proactively recognise customer dissatisfaction and take
swift action to avoid escalation to a complaint.
4.2. Respond to customer complaints in a professional
manner.
4.3. Identify solutions in consultation with customer.
4.4. Resolve complaints according to own level of
responsibility and organisational policy.
4.5. Escalate complex service issues to higher level staff for
action.
5.1. Provide ongoing internal feedback on service practices,
policies and procedures, and suggest improvements.
5.2. Identify individual and recurring complaints and provide
internal feedback to avoid future occurrence.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Self-management skills
to:
interpret messages, notes, letters, online communications,

and policies and procedures.
record clear and concise messages, notes, emails, faxes
and letters.
deal with customer enquiries in a logical sequence while
accommodating other work commitments.
use electronic communication media.
RANGE OF CONDITIONS
Medium of
communication must
include consideration of:
Situation must involve

consideration of the
following factors:
assistive technology
email or other electronic communication
face-to-face communication
fax
written messages for restaurant bookings or phone
messages
standard forms and pro formas
telephone
use of interpreters
two-way communication systems.
access of the sender and receiver to necessary equipment
and technology
Page 26 of 286
UNIT MAPPING
INFORMATION
LINKS
degree of formality required

required format
technical and operational features to fulfil the need
technical skills required to use the medium
urgency and timeframes.
SITXCCS303 Provide service to customers
Page 27 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE

service to customers
role, and:
identify customer requirements and provide quality
customer service to three different internal and three
different external customers to meet requirements
provide service to above customers in line with
organisational customer service standards and within
designated organisational response times
demonstrate procedures to respond to and resolve three
different customer complaints according to organisational
policies and procedures
demonstrate effective communication with the above
internal and external customers, including any with special
needs
seek formal and informal feedback from customers on
above service.
principles of quality customer service and positive
communication
appropriate non-verbal communication for customer
service:
body language
culturally specific communication customs and
practices
dress and accessories
gestures and mannerisms
use of space
voice tonality and volume
methods for enhancing service delivery in response to staff
and customer feedback
specific industry sector:
professional service standards expected of service
industry personnel
attitudes and attributes expected by the service
industries to work with customers
standards of personal presentation and hygiene
different customer service and communication
expectations, especially those with special service
needs
particular organisation:
types of customers
- external
- internal
- new
- regular or repeat
- visitors
Page 28 of 286
ASSESSMENT
CONDITIONS
designated response times for acknowledging

customers and their enquiry
personal presentation and hygiene standards
customer service policies and procedures, in particular
those for:
acknowledging and greeting customers
complaint and dispute management
empowerment of different levels of personnel to
resolve complaints, disputes, service issues and
customer compensation
loyalty programs
presentation standards for customer environment,
customer service personnel, and documents and
promotional materials
pricing guarantees
product quality
refunds and cancellation fees
response times
service guarantees
training staff for customer service and complaint
handling
awareness of special needs, customs and practices of
various social and cultural groups of customers in regards
to:
clothing
formal:
- surveys
- interviews
informal:
- observation
- casual discussion
essential features, conventions and usage of different
types of communication techniques and equipment.

organisational policies, procedures and templates relating
to:
procedures for dealing with customer complaints
Page 29 of 286
LINKS
customer surveys and feedback collection

internal and external customers with different cultural
backgrounds and special service needs with whom the

Page 30 of 286
SITXCCS007 Enhance customer service experiences

UNIT CODE
SITXCCS007
UNIT TITLE
Enhance customer service experiences
APPLICATION

knowledge required to provide professional and personalised
customer service experiences. It requires the ability to
determine and meet customer preferences, develop customer
relationships, respond to difficult service situations, and take
responsibility for resolving complaints.
The unit applies to those who deal directly with customers on a
daily basis and who operate independently or with limited
guidance from others. It includes senior frontline sales
personnel, supervisors and managers who use discretion and
judgement to provide quality customer service experiences.
hospitality and events contexts.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Provide a quality
service experience.
1.1. Determine and confirm customer preferences, needs and

expectations.
1.2. Advise customers about appropriate products and
services to meet their needs.
1.3. Anticipate customer preferences, needs and expectations
throughout the service experience.
1.4. Promptly provide products and services with professional
and personalised service to meet individual preferences.
1.5. Offer extras and add-ons and provide tailored and
additional products and services.
1.6. Check actioning of special requests before customer
delivery.
1.7. Liaise with team members and suppliers to ensure
efficient service delivery.
1.8. Share customer information with team members to
ensure quality service.
2.1. Identify problems with products and services and take
immediate action to address before provision to
customer.
2. Proactively respond
to difficult service
situations.
Page 31 of 286
3. Resolve customer
complaints.
4. Develop customer
relationships.
2.2. Anticipate delays in product and service provision and

regularly update customer on expected outcomes.
2.3. Advise customers of alternative products and services.
2.4. Proactively compensate for service difficulty in line with
own level of responsibility and organisational policy.
2.5. Provide ongoing internal feedback on service issues and
suggest improvements.
3.1. Use questioning techniques to establish and agree on
nature, possible cause, and details of the complaint.
3.2. Assess impact on customer.
3.3. Take responsibility for resolving complaints in a
professional manner and using communication
techniques to assist in their management.
3.4. Determine options to resolve complaints and promptly
analyse and decide on optimal solutions, taking
organisational constraints into account.
3.5. Act swiftly to resolve complaints and prevent escalation,
in consultation with customer and to customer
satisfaction.
3.6. Turn complaints into opportunities to demonstrate high
quality customer service.
3.7. Provide internal feedback on customer complaints and
feedback and required follow-up in order to avoid future
occurrence.
3.8. Review and evaluate complaints and solutions to
enhance response to future issues.
4.1. Promote repeat business by offering promotional
services according to individual empowerment and
organisational policy.
4.2. Maintain customer profiles to enhance service delivery.
4.3. Provide personalised service to customers in a
professional manner that builds repeat business.
4.4. Provide tailored products and services based on
customer profile.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
interpret organisational policies and procedures.
Writing skills to:
record entries in customer service records.
Oral communication
skills to:
Numeracy skills to:
use probe questioning to determine customer needs,

preferences and problems; clarify ambiguities; and
adequately understand customer complaints.
calculate the cost of products and services, estimate
profitability, and consider the cost of customer
compensation.
determine adequate and appropriate compensation for
service or product difficulty.
Page 32 of 286
use computers and databases that manage customer

profiles and promotional activities.
RANGE OF CONDITIONS
Organisational
constraints must involve
consideration of:
UNIT MAPPING
INFORMATION
LINKS
costs and budgets

feasibility of providing the solution
own authority to resolve the complaint
policy and procedures
profitability of the sale
ultimate responsibility within the organisation.
SITXCCS401 Enhance the customer service experience
Page 33 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCCS007 Enhance

customer service experiences
role, and:
identify customer requirements and provide professional
and personalised customer service experiences to two
different internal and two different external customers to
meet requirements
demonstrate procedures to respond to and resolve three
different customer complaints according to organisational
demonstrate effective communication with the above
internal and external customers, including any with special
needs
seek formal and informal feedback from customers on
quality of above service
provide above service to above customers in line with
organisational customer service standards and within
designated organisational response times.
principles and benefits of enhanced customer service
experiences and positive communication
techniques to anticipate customer preferences, needs and
expectations throughout the service experience
conflict resolution techniques
methods for enhancing service delivery in response to staff
and customer feedback
various extras and add-ons to enhance the customer
experience:
additional destinations
additional tours or cruises
cocktails and liqueurs to enhance the dining
experience
coordination services at events and conferences
entrance to events, festivals and entertainment
scheduled during customer stay at destination
entrance to major attractions at destination
extra food items
flight fuel emissions offset fee
local guiding services
optional meals and dining experiences
prepayment of baggage charges
prepayment of in-flight meals
pre-travel seat selection
private car transfers in lieu of regular transportation
options
special offers or packages
specialised styling for events
Page 34 of 286
storage for luggage after check-out

travel insurance
upgraded accommodation and flights
wine or boutique beers to match meals ordered
professional service standards and protocols for
service industry personnel
different customer service needs and expectations
types of customer loyalty programs
essential features and use of the customer databases
particular organisation:
designated response times for providing service and
resolving complaints
customer service policies and procedures
complaint handling policies and procedures
promotional services offered
procedures for responding to the following common
customer complaints:
incorrect pricing or quotes
delays or errors in providing products or services
misunderstanding of customer requests
escalated complaints or disputes
other team members or suppliers not providing special
requests
misunderstandings or communication barriers
unmet expectations of, or problems or faults with, a
service or product
methods of compensating dissatisfied customers:
negotiating with suppliers on customer behalf to gain
reduced rates or extra services
providing some or all services:
- free of charge
- at reduced rate
providing:
- discount vouchers to attend at a future time
- inexpensive add-on products
- small gifts
- special attention during the service period
- special customer service delivery on next
attendance
factors to consider when determining compensation of
dissatisfied customers:
financial constraints of the organisation
profitability of the sale
awareness of special needs, customs and practices of
various social and cultural groups of customers in regards
to:
Page 35 of 286
ASSESSMENT
CONDITIONS
clothing
formal:
- surveys
- interviews
informal:
- observation
- casual discussion
essential features, conventions and usage of different
types of communication techniques and equipment.

computers and databases that manage customer profiles
and promotional activities
organisational policies, procedures and templates relating
to:
procedures for dealing with customer complaints
customer surveys and feedback collection
internal and external customers with different cultural
backgrounds and special service needs with whom the
LINKS

Page 36 of 286
SITXCCS008 Develop and manage quality customer service practices

UNIT CODE
SITXCCS008
UNIT TITLE
Develop and manage quality customer service practices
APPLICATION

knowledge required to develop, monitor and adjust customer
service practices. It requires the ability to consult with
colleagues and customers, develop policies and procedures
for quality service provision, and manage the delivery of
customer service.
The unit applies to senior managers who operate
independently, have responsibility for others and are
responsible for making a range of operational and strategic
decisions.
hospitality and event contexts and to any small, medium or
large organisation.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Develop quality
customer service
practices.
1.1. Obtain information on customer needs, expectations and

satisfaction levels using both formal and informal
research.
1.2. Provide opportunities for customers and staff to give
feedback on products and services.
1.3. Review changes in internal and external environments
and integrate findings into planning for quality service.
1.4. Provide opportunities for staff to participate in
development of customer service practices.
1.5. Develop policies and procedures for quality service
provision.
2.1. Communicate policies, procedures and expectations to
staff.
2.2. Make policies readily available to customers and staff.
2.3. Monitor customer service in the workplace to ensure
standards are met.
2.4. Initiate staff training to enhance customer service.
2.5. Take responsibility for service outcomes and dispute
resolution.
2. Manage delivery of
quality service.
Page 37 of 286
3. Monitor and adjust

customer service.
2.6. Act as a positive role model for professional standards

expected of service industry personnel.
3.1. Seek ongoing feedback from staff and customers to
improve performance.
3.2. Assess effectiveness of customer service practices.
3.3. Identify systemic customer service problems and adjust
policies and procedures to improve service quality.
3.4. Develop, document and communicate new approaches
to customer service to staff involved in service delivery.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
Learning skills to:
Planning and organising

skills to:
to:
UNIT MAPPING
INFORMATION
LINKS
interpret customer service surveys and unfamiliar complex

documents on current industry trends and changes that
affect service delivery
research customer service requirements.
produce comprehensive yet easily accessible policies and
procedures that provide service expectations.
discuss customer service needs with staff and customers.
calculate and interpret customer satisfaction statistics and
business performance data.
contribute to change management in workplace customer
service.
allow for a rational and logical evaluation of the
characteristics and needs of the organisation in order to
design tailored customer service practices.
plan for, establish and regularly monitor all components of
the customer service system.
take responsibility for customer service outcomes.
use software to analyse customer satisfaction data.

SITXCCS501 Manage quality customer service
Page 38 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCCS008 Develop and

manage quality customer service practices
role, and:
research and develop customer service policies and
procedures for at least three different areas of the business
that meet industry standards
implement and monitor practices for quality customer
service in line with above policies and procedures over four
service periods
evaluate practices for quality service provision and identify
any failings
review policies and procedures, adjust as necessary, and
communicate any new practices to staff.
principles of quality customer service
professional service standards for service industry
personnel
roles and responsibilities of management, supervisors and
operational personnel in providing quality service
sources of information on current service trends and
changes that affect service delivery
internal and external environmental changes and their
effect on planning for quality customer service:
changes in the competitive environment
economic climate
introduction of new technologies or equipment
management changes and organisational restructures
recruitment practices
trends in customer service preferences
methods of formal and informal customer research:
analysis of competitive environment and industry
service trends
customer service surveys
customer focus groups
qualitative or quantitative research
seeking feedback from service delivery colleagues
questioning customers
methods of implementing quality service provision:
developing, implementing and monitoring customer
service policies and procedures
involving staff in the development of customer service
practices
evaluating staff and customer feedback
Page 39 of 286
methods of assessing the effectiveness of customer

service practices:
examining overall business performance
monitoring the ongoing effectiveness of:
- staff in meeting customer service standards
- policies and procedures in explaining practices
reviewing numbers and nature of:
- complaints
- disputes
- responses of customers
reviewing customer satisfaction survey statistics
methods of obtaining feedback from customers:
customer service discussions with employees during
the course of each business day
discussions with customers
formal customer interviews
regular staff meetings that involve service discussions
seeking staff suggestions for content of customer
service policies and procedures
surveys of internal customers, external customers and
staff
improvements suggested by:
- customers involved in complaints or disputes
- suppliers
- staff, supervisors and managers
industry schemes, accreditation schemes and codes of
conduct aimed at improving customer service
areas where organisational policies and procedures assist
in ensuring quality customer service:
acknowledging and greeting customers
complaint and dispute management
authority for different level personnel to resolve
complaints, disputes, service issues and customer
compensation
loyalty programs
presentation standards for customer environment and
customer service personnel
pricing and service guarantees
product quality
refunds and cancellation fees
response times
staff training for:
- customer service
- technical skills
objectives, components and comprehensive details of
consumer protection laws that relate to customer service,
and the business responsibility for:
nominating and charging cancellation fees
providing information on potential price increases
providing refunds
Page 40 of 286
ASSESSMENT
CONDITIONS
supplying products as described or substituting suitable

products when unable
formats for and content of policies and procedures.

environment for which tailored customer service practices are
required. This can be:
current plain English regulatory documents distributed by
government consumer protection regulators
codes of practice and standards for customer service
issued by industry groups
sources of information on customer needs, complaints and
feedback
customer surveys and feedback collection tools and
templates
team members with whom the individual can interact;
these can be:
staff in an industry workplace during the assessment
process; or
LINKS

Page 41 of 286
COM Communication and

Teamwork
SITXCOM001 Source and present information
UNIT CODE
SITXCOM001
UNIT TITLE
Source and present information
APPLICATION

knowledge required to conduct basic research and present
information in response to an identified need.
The unit applies to all industry sectors and to any individual
who needs to use very basic research and presentation skills
in the workplace. People working under supervision would
undertake this role.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Communication and Teamwork
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Source information.
1.1. Identify current information sources appropriate to the

information to be sourced.
1.2. Access information sources and review for relevance.
1.3. Obtain information within designated timelines.
2.1. Review information and select content to suit the specific
need.
2.2. Draft text if required, including appropriate information.
2.3. Express information clearly, concisely and accurately.
2.4. Present information according to organisational
guidelines and in a format appropriate to circumstances
and audience.
2.5. Deliver information to appropriate person within
designated timelines.
2. Prepare and present

information.
FOUNDATION SKILLS
Page 42 of 286
SKILLS
DESCRIPTION
Reading skills to:
source and interpret information on familiar topics.
Writing skills to:
record simple information using an established format.
Oral communication
skills to:
Learning skills to:
present simple information clearly and logically.
identify and approach a more experienced worker for help.
to:
meet organisational requirements when sourcing and

presenting required information.
use the internet as a research tool.
UNIT MAPPING
INFORMATION
SITXCOM101 Source and present information
LINKS

Page 43 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXCOM001 Source and

present information
role, and:
find and review current information on at least three of the
following topics:
availability of products or services
customer service research, such as feedback from
customers about a particular product or service
information from other departments in the organisation,
such as available products or services
product supplier information
new workplace systems or equipment
product and service styles that would meet different
customer and market requirements
prepare a presentation on the above information in a
logical, well organised and professional manner within
designated timeframes.
KNOWLEDGE
EVIDENCE

types of information resources available and how to access
them
methods of presenting information:
verbal
written
diagrammatic
group discussion
multimedia
importance of presenting information in a logical sequence
and at an appropriate depth
alternative presentation formats for special needs groups.
ASSESSMENT
CONDITIONS
Skills must be demonstrated in:

current information and communications technology
sources of information:
customer feedback
general and trade media
industry associations
industry marketing or research bodies
lectures and presentations
other colleagues and personnel
product suppliers
trade shows and exhibitions.
Page 44 of 286
LINKS

Page 45 of 286
SITXCOM002 Show social and cultural sensitivity

UNIT CODE
UNIT TITLE
SITXCOM002
APPLICATION

knowledge required to be socially aware when serving
customers and working with colleagues. It requires the ability
to communicate with people from a range of social and cultural
groups with respect and sensitivity, and to address crosscultural misunderstandings should they arise.
Show social and cultural sensitivity
The unit applies to all tourism, travel, hospitality and event

sectors. All personnel at all levels use this skill in the
workplace during the course of their daily activities.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Communicate with
customers and
colleagues from
diverse
backgrounds.
1.1. Respect customers and colleagues from different social

and cultural groups and treat them with respect and
sensitivity.
1.2. Consider social and cultural differences in all verbal and
non-verbal communication.
1.3. Respond to others in a non-discriminatory way.
1.4. Make attempts to overcome language barriers.
1.5. Seek help with communication when necessary.
2.1. Identify social and cultural issues that may cause conflict
or misunderstanding in the workplace.
2.2. Address difficulties and seek assistance from others
when necessary.
2.3. Consider social and cultural differences when difficulties
or misunderstandings occur.
2.4. Make efforts to resolve misunderstandings, taking
account of social and cultural considerations.
2.5. Escalate problems and unresolved issues to appropriate
supervisor or manager for follow-up.
2. Address
cross-cultural
misunderstandings.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Page 46 of 286
Reading skills to:
Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS
understand workplace anti-discrimination policies and plain

English documents produced by government information
agencies.
discuss cross-cultural misunderstandings and difficulties
with supervisors, managers and other team members and
identify possible strategies to resolve them.
SITXCOM201 Show social and cultural sensitivity
Companion Volume Implementation Guide
Page 47 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCOM002 Show social

and cultural sensitivity
role, and:
communicate in a non-discriminatory way with colleagues
and customers from at least three different social and
cultural groups:
demonstrating attempts to overcome language barriers
communicating in line with appropriate social and
cultural conventions
demonstrating respect and sensitivity
identify when assistance is required in the above
communication, and seek help using the appropriate
channels.
key principles of fairness and equity in relation to
interaction with colleagues and customers
key cultural and religious protocols of main social and
cultural groups in Australian society, including Australian
Indigenous people
key cultural and religious protocols of main inbound tourist
markets to Australia
different types of disability and their implications for the
workplace
anti-discrimination policies for the industry and specific
organisation
basic aspects of state, territory and commonwealth laws
covering anti-discrimination, including requirements to:
treat customers and colleagues fairly and equitably
not discriminate, show partiality or grant any special
favours on the basis of social and cultural attributes
not threaten, humiliate or intimidate people because of
their social or cultural attributes
sources of assistance in communicating with colleagues
and customers from diverse social and cultural groups:
government agencies
diplomatic services
disability advocacy groups
educational institutions
interpreter services
local cultural organisations
approaches to overcoming language barriers in the
workplace:
communicating through the use of:
- gestures
- signs
- simple words in English or the other persons
language
Page 48 of 286
ASSESSMENT
CONDITIONS
giving simple directions

giving simple instructions.
Skills must be demonstrated in an operational tourism, travel,

hospitality or events environment where communication with
socially diverse customers and colleagues takes place. This
can be:
current organisational anti-discrimination policies
plain English documents issued by government regulators
that provide information on anti-discrimination laws
customers and other colleagues from a diverse range of
social and cultural groups with whom the individual can
interact; these can be:
customers and colleagues in an industry workplace
who are assisted by the individual during the
LINKS

Page 49 of 286
SITXCOM003 Provide a briefing or scripted commentary

UNIT CODE
UNIT TITLE
SITXCOM003
Provide a briefing or scripted commentary
APPLICATION

knowledge required to deliver information to a group using
basic group communication and presentation techniques.
Often the information would have been prepared or scripted by
others.
The unit applies to individuals in all industry sectors who
present information or commentary to a group of people, but
who do not require the complete suite of presentation,
commentary or public speaking skills. This could include those
working in museums, attractions, on aircraft and in any
business or community situation where oral communication to
a group is required. They could be working under supervision
or with guidance from others.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Present information
to group.
1.1. Welcome participants to briefing, information session or

tour according to organisational procedures.
1.2. Provide participants with information based on scripts
and other briefing information.
1.3. Outline environmental and health and safety
requirements, and any potential changes to the
environment.
1.4. Answer questions in a courteous and friendly manner.
2.1. Use communication and presentation techniques to
enhance participant experience and make adjustments
as needed.
2.2. Show cultural and social sensitivity during the
presentation.
2.3. Use technical presentation resources as required.
3.1. Maintain communication with team members and
operators to ensure safe and efficient operations.
3.2. Give correct and accurate signals where appropriate.
2. Enhance
presentation of
information.
3. Liaise with others.
FOUNDATION SKILLS
Page 50 of 286
SKILLS
DESCRIPTION
Reading skills to:

Oral communication
skills to:
Numeracy skills to:

UNIT MAPPING
INFORMATION
SITXCOM202 Provide a briefing or scripted commentary
LINKS

interpret information scripts or other briefing information.

present cohesive and audible group presentations
interact positively with participants and other team
members.
address safety considerations and not exceed safe number
of participants in a given location.
identify and respond to the need to adjust presentation.
use technology required for briefing or commentary.
Page 51 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXCOM003 Provide a

briefing or scripted commentary
role, and:
communicate information relating to one or more of the
following situations to at least three different groups of
people:
crowd information session
entertainment session
product, service or instructional demonstration
ride information
safety briefing
site familiarisation
use group presentation techniques to enhance each of the
above briefings or commentary.
KNOWLEDGE
EVIDENCE

group presentation techniques:
voice projection
body language
tonal variety
how to tailor language to meet different group needs
sustainability considerations relevant to the presentation
and venue:
conserving resources
observing cultural protocols
handling waste
minimising negative impact
health and safety requirements for specific events and
locations
emergency procedures for specific events and locations.
ASSESSMENT
CONDITIONS

hospitality or events environment where a presentation would
take place. This can be:
presentation equipment that supports the briefing or
scripted commentary:
digital presentations
loud speaker
microphone
monitors
a group of people to whom the presentation is delivered;
these can be:
Page 52 of 286
LINKS
customers in an industry workplace who are assisted

by the individual during the assessment process; or

Page 53 of 286
SITXCOM004 Address protocol requirements

UNIT CODE
SITXCOM004
UNIT TITLE
Address protocol requirements
APPLICATION

knowledge required to source and access information on
protocol requirements to fulfil any sales or operational need. It
requires the ability to identify appropriate information sources,
access and interpret specific details of protocol requirements,
and coordinate the use of protocol.
The unit applies to many tourism, travel, hospitality and event
sectors and is particularly relevant to events, function
coordination, tour operations and tour guiding.
Protocol affects a broad range of business and government
activity and the breadth and depth of protocol knowledge
required will vary. This unit does not require in-depth
knowledge of protocol requirements, but rather focuses on the
ability to collect and interpret protocol information.
This unit applies to a range of people working independently or
with limited guidance, including tour and event coordinators
and managers, tour guides, and front of house or duty
managers.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Source information
on appropriate
protocol
requirements.
1.1. Assess the need for protocol to be followed for the

particular situation.
1.2. Identify relevant sources of protocol information.
1.3. Liaise with customers to determine appropriate protocol.
1.4. Interpret relevant protocol information to inform work
practice.
2.1. Identify specific work activities requiring a particular
protocol to be observed.
2.2. Provide protocol briefings to staff and suppliers.
2.3. Coordinate the use of correct protocol for the delivery of
product or service.
3.1. Identify and use opportunities to update protocol
knowledge.
2. Coordinate the use

of protocol.
3. Update knowledge
of protocol.
Page 54 of 286
3.2. Share updated knowledge with customers and

colleagues as required.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
interpret unfamiliar and complex protocol information.
Writing skills to:
Oral communication
skills to:
compose correspondence reflecting correct protocols,

when preparing correspondence to dignitaries and officials,
invitations, and team briefing papers.
liaise with customers, clients, their agents and personal
assistants to confirm protocol requirements
address dignitaries and officials using appropriate
language.
take responsibility for meeting protocol requirements.
to:
UNIT MAPPING
INFORMATION
LINKS
SITXCOM301 Address protocol requirements

Page 55 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCOM004 Address

protocol requirements
role, and:
source accurate information on protocol requirements for
at least two of the following:
organising an event or function, such as a meeting,
reception or tour
organising accommodation
issuing marketing materials reflecting correct titles of
dignitaries
meeting the requirements of dignitaries and officials
meeting the requirements of entertainers and masters
of ceremony
integrate protocol requirements into oral and written
material for each of the above
update and integrate knowledge of protocol when
organising each of the above.
main types of civic functions held in Australia
importance and role of protocol in different business
situations
key sources of information on protocol for:
Australian honours system:
- order of precedence
- ranks and forms of address
- wearing of honours and medals
involvement of Indigenous Australians and other
cultural groups in business activities
correct use of national and state symbols:
- flags
- anthems
- military salutes
forms of address for different dignitaries and officials,
both for written correspondence and in oral
communication
sources of protocol information:
Aboriginal Land Councils
Australia Day Council
customers, clients, their agents and personal
assistants
federal, state or territory, and local government
protocol departments
internet
libraries
Office of the United Nations
specific work activities impacted by protocol requirements:
addressing and introducing dignitaries and officials
Page 56 of 286
ASSESSMENT
CONDITIONS
correspondence to dignitaries and officials

issuing invitations
liaison with dignitaries and officials
preparing:
- briefing papers
- marketing materials
running sheets
protocols for the following different situations:
invitations to dignitaries and officials
arrival procedures, for heads of state or government
officials
introduction protocols and order of speakers
order of precedence for official guests
seating arrangements
dress styles
opportunities to update protocol knowledge:
informal networking with colleagues
internet research
reading relevant journals.

hospitality or events environment. This can be:
current protocol information relevant to organisation.
LINKS

Page 57 of 286
SITXCOM005 Manage conflict

UNIT CODE
SITXCOM005
UNIT TITLE
Manage conflict
APPLICATION

knowledge required to resolve complex or escalated
complaints and disputes with internal and external customers
and colleagues. It requires the ability to use effective conflict
resolution techniques and communication skills to manage
conflict and develop solutions. It does not cover formal
negotiation, counselling or mediation.
sectors.
The unit applies mainly to senior operational personnel,
supervisors and managers who operate with some level of
independence and use discretion and judgement to resolve
conflicts.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Identify conflict
situations.
1.1. Identify potential for conflict and take swift and tactful
action to prevent escalation.
1.2. Identify situations where personal safety of customers or
colleagues may be threatened and organise appropriate
assistance.
1.3. Identify and use resources to assist in managing conflict.
2.1. Establish and agree on the nature and details of conflict
with all parties and assess impact.
2.2. Manage conflict within scope of own role and
responsibilities, and according to organisational
procedures.
2.3. Take responsibility for seeking a solution to conflict within
scope of own role and responsibilities, seeking
assistance where required.
2.4. Identify and evaluate impact of conflict on business
reputation and legal liability.
2.5. Evaluate options to resolve the conflict, taking into
account organisational policies and constraints.
2. Resolve conflict.
Page 58 of 286
3. Evaluate conflict
resolution.
2.6. Implement the best solution and complete required

reports.
3.1. Communicate with parties involved to seek and provide
feedback on conflict and its resolution.
3.2. Evaluate and reflect on the conflict and effectiveness of
the solution.
3.3. Determine possible causes of workplace conflict and
provide input for workplace enhancement and
improvements.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

skills to:
Teamwork skills to:
research sources of internal and external assistance to

resolve the conflict.
prepare reports, noting comprehensive details of the
conflict, the parties involved, discussions with all parties
and the resolution.
consider and suggest changes to workplace practices to
avoid future conflict.
discuss and resolve conflicts between team members.
RANGE OF CONDITIONS
Managing conflict must

include:
UNIT MAPPING
INFORMATION
LINKS
acknowledging the views of all involved parties and

providing them with opportunities to express them
responding to all involved parties in a sensitive, courteous,
respectful and discreet manner
using effective conflict-resolution techniques and
communication skills
minimising the impact of conflict on other colleagues and
customers.
SITXCOM401 Manage conflict

Page 59 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCOM005 Manage

conflict
role, and:
resolve escalated complaints or disputes with customers in
relation to at least three of the following matters:
delays or poor timing of product or service supply
incorrect pricing of product or service
delays or errors in providing product or service
misunderstanding of customer request or
communication barrier
problem or fault with product or service
refused entry or ejection from premises
resolve team member disputes in relation to at least two of
the following complex matters:
dispute or argument among work colleagues
job duties or rosters
lack of competence
worker mistake
dismissal
cultural misunderstanding
take appropriate action in response to at least two of the
following threat or conflict situations:
customer refusing to leave or be pacified
drug or alcohol-affected person
person who appears to be violent or are threatening
people involved in physical violence
person with gun or arms
situation where someone has been or may be hurt
use a range of conflict-resolution techniques and
communication skills when seeking to resolve above
situations.
commonly occurring conflict situations in the tourism,
travel, hospitality and event industries and their typical
causes
conflict theory:
signs
stages
levels
factors involved
results
conflict-resolution techniques:
assertiveness
negotiation
use of appropriate communication
resources to assist in managing conflict:
Page 60 of 286
ASSESSMENT
CONDITIONS
counsellors
internal security staff
mediators
other staff members
police
senior staff
communication techniques:
active listening
empathising with the person's situation while upholding
organisational policy
non-verbal communication and recognition of nonverbal signs
language style
questioning techniques
those appropriate to different social and cultural groups
organisational policies and procedures for complaint,
conflict and dispute resolution.

hospitality or events environment where conflicts occur. This
can be:
current commercial policies and procedures for complaint,
conflict and dispute resolution
internal and external customers and colleagues with whom
the individual can interact to resolve conflicts; these can
be:
LINKS

Page 61 of 286
CRI Crisis Management

SITXCRI001 Respond to a customer in crisis
UNIT CODE
SITXCRI001
UNIT TITLE
Respond to a customer in crisis
APPLICATION

knowledge required to identify the ramifications of a crisis on a
customer and to respond with assistance and support. It
requires the ability to identify and interpret information relevant
to the crisis, provide customer crisis care, and organise
operational services to assist the customer in crisis.
The crisis would be significant and could involve the death,
injury, illness or psychological trauma of a customer. It does
not cover more operational circumstances, such as the loss of
travel documents, passports and money.
This unit applies to individuals who operate independently or
with limited guidance from others. This includes senior tour
coordinators, senior travel consultants, hotel duty managers,
guides, and tour managers who are able to use significant
discretion and judgement to respond to customer crises.
sectors. It has particular application to accommodation
providers, tour operators, travel agencies and inbound tour
operators.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Crisis Management
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Identify and
acknowledge the
crisis.
1.1. Determine scope and severity of customer crisis.

1.2. Consider impacts on customer ability to continue in
service participation.
1.3. Consider impacts on other customers.
1.4. Access and interpret information relevant to crisis.
1.5. Acknowledge the incident as a customer crisis and
communicate details to key people.
Page 62 of 286
2. Provide customer
crisis care.
3. Organise services to
assist customer.
4. Evaluate and debrief

customer crisis
management.
2.1. Identify symptoms of customer trauma.

2.2. Monitor and assess severity of customer trauma.
2.3. Communicate with affected customer in line with
organisational customer care, and communication and
confidentiality standards.
2.4. Provide recommendations to customer in a manner
consistent with customer care standards.
3.1. Develop an action plan to manage the crisis.
3.2. Promptly identify and access sources of assistance.
3.3. Assist the customer to access service providers.
3.4. Minimise disruption to other customers and maintain their
services.
3.5. Organise operational services to assist customer in crisis.
3.6. Involve key people in managing customer crisis and
integrate their perspectives.
3.7. Provide explicit details of progress with and final
confirmations of operational services to customer and
other key people.
4.1. Evaluate crisis management process to determine
effectiveness of response.
4.2. Debrief and complete all reports.
4.3. Provide recommendations for improvements to future
crisis management practices.
4.4. Seek assistance to cope with own or colleagues
personal trauma experienced during crisis.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
Learning skills to:

skills to:
to:
evaluate the severity of the impact of the crisis on the

customer.
provide sympathetic and sensitive support to the customer.
take responsibility for managing a customer in crisis.
UNIT MAPPING
INFORMATION
LINKS
SITXCRI401 Respond to a customer in crisis
comprehend information and reports on customer crisis

and service arrangements.
document succinct action plans and accurate and complex
crisis management reports.
discuss details of customer crisis with key internal and
external people.
calculate immediate costs of service provision to the
customer.
research sources of assistance for the customer.

Page 63 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCRI001 Respond to a

customer in crisis
role, and:
respond with customer crisis care to at least three different
customer crises
identify ramifications of each of the above customer crises
through:
discussions with affected customer and their friends,
family and/or travelling companions
where available and appropriate, related reports from:
- medical and emergency services
- police
- staff, contractors and suppliers
organise the following operational services where required
to assist the above affected customers in line with
availability of assistance, advice and support and
organisational customer care, communication and
confidentiality standards:
accommodation
cancellation of forward travel and tourism services
flights and ticketing to repatriate the customers
repatriation of bodies via:
- airlines
- consulates
- funeral directors
- high commissions
- travel insurance companies.
common customer crisis situations relevant to the tourism,
travel, hospitality and event sectors:
accident, assault or mugging
family crisis and need for repatriation
major injury or illness
natural death, accidental death or suicide
incident resulting in psychological trauma
key symptoms of trauma
sources of medical and counselling assistance
communication techniques for supporting and reassuring
customers
key people with whom to communicate in a customer crisis
situation:
colleagues:
- managers
- operational staff
- peers
- supervisors
family members
Page 64 of 286
ASSESSMENT
CONDITIONS
personnel in the controlling office:

- event management organisation
- inbound tour operator
- outbound tour wholesaler
- professional conference organiser
- travel agency
- tour operator
personnel from suppliers on an extended tour
travel insurance provider personnel
travelling companions
professional standards in crisis care communications
operational services used to manage customer service and
repatriation arrangements
role of key external people and organisations in managing
a customer crisis
recommendations relating to customer crisis situations:
cancel the remainder of touring arrangements and
return home
contact travel insurance provider
rebook a replacement holiday
report incident to the police
seek medical assistance
seek professional counselling
formats for and inclusions of incident reports
specific organisation:
roles and responsibilities of key staff members
procedures for reporting and managing customer
incidents.

hospitality or events environment where a customer is in crisis.
This can be:
customer service arrangements or itineraries
customer crisis information
current industry procedures for reporting and managing
customer incidents
customers in crisis with whom the individual can interact;
these can be:
Page 65 of 286
LINKS

Page 66 of 286
SITXCRI002 Manage a business continuity crisis

UNIT CODE
SITXCRI002
UNIT TITLE
Manage a business continuity crisis
APPLICATION

knowledge required to identify the ramifications of a crisis on
business continuity and to respond with strategies that ensure
the financial viability of the organisation. It requires the ability
to identify and interpret information relevant to the crisis and
the business operation, and to assess and adapt business
operations to manage the crisis.
Managing business continuity is a complex process which
involves the use of a range of interrelated skills, such as
financial analysis, budgeting, developing operational plans and
adapting the provision of products to meet the needs of a
market in crisis. These skills are covered in other units.
This unit applies to all tourism, travel, hospitality and event
sectors and to any size organisation. The crisis could be of a
magnitude that affects the operation of an entire organisation,
department or particular project.
It applies to senior managers and owner-operators who
operate with significant autonomy and are responsible for
making a range of strategic management decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Crisis Management
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Identify and
acknowledge the
crisis.
1.1. Consider impacts on business operation through early

identification of triggers for a downturn in business.
1.2. Access and interpret information relevant to crisis.
1.3. Identify and acknowledge internal and external crises.
2.1. Involve key people in assessment of crisis.
2.2. Review organisational documents to determine current
financial and operational status of business.
2.3. Produce new financial forecasts based on known
information about crisis.
2.4. Produce a range of forecast options based on reasonable
and worst case predictions of impacts.
2. Assess impacts on
the viability of the
business.
Page 67 of 286
3. Adapt business
operations to
manage the crisis.
4. Monitor and evaluate

business operations.
2.5. Monitor severity of crisis and adjust forecasts according

to swiftly changing circumstances.
2.6. Determine severity of business impacts and develop
recommendations to ensure financial viability of
organisation.
3.1. Develop and implement emergency operational plan to
manage the crisis.
3.2. Involve key people in managing business crisis and
integrate their perspectives.
3.3. Implement accepted recommendations for changing
business operations.
3.4. Communicate new practices to key people including
external suppliers.
3.5. Re-align staffing arrangements to control wage costs.
3.6. Gain staff confidence in current managerial activity and
commitment to the business in crisis.
3.7. Re-align products and services to meet current market
needs.
3.8. Re-negotiate with suppliers to achieve optimum
profitability during crisis.
3.9. Implement promotional and public relations activities to
ensure consumer confidence.
4.1. Monitor business activity and profitability throughout all
stages of crisis.
4.2. Seek internal and external feedback on effectiveness of
emergency business operations.
4.3. Identify and respond to inadequacies in emergency
operational plan to account for changing circumstances.
4.4. Continually adapt business operations to ensure
business continuity.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
interpret complex and unfamiliar reports about external

crises and complex internal business management plans
and reports
research the internal and external factors that impact on
business performance.
prepare clear, accurate and complex emergency
operational plans.
consult with others on complex operational, financial and
management issues
communicate difficult operational changes.
interpret and analyse financial information from forecasts
and previous performance data
develop financial estimates and scenarios.
Page 68 of 286

skills to:
to:
UNIT MAPPING
INFORMATION
LINKS
evaluate the severity of crisis impacts on business

operations and re-align practices to ensure the financial
viability of the organisation
react to swiftly changing circumstances.
manage a cohesive and changeable response to crises
and produce reports within tight timelines.
take responsibility for managing a business in crisis and for
the outcomes of emergency management practices.
use accounting software packages.
SITXCRI601 Manage a business continuity crisis
Page 69 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXCRI002 Manage a

business continuity crisis
role, and:
identify and assess ramifications of at least two internal
and two external crises on business continuity
demonstrate the following for each of the above internal or
external crises on business continuity:
develop a clear, accurate and complex emergency
operational plan
assess and adapt business operations to manage
business continuity
implement the emergency operational plan and
monitor, evaluate and adapt the plan based on
outcomes.
trigger factors for downturns in tourism, travel, hospitality
and event business:
changes in the length and regularity of holidays taken
by the source market
changes in the popularity of:
- destinations
- style of tourism, travel and hospitality products
- budget or premium product
closure of major transport suppliers:
- airlines
- coach companies
- cruise operators
closure of the operation of multiple suppliers in a
destination
downturn in local economic growth
global financial downturn
impending economic recession or crisis
in destinations used by the business, warnings of
impending:
- natural disasters
- political and civil uprisings
- terrorism acts
- wars
ramifications of an internal crisis on business continuity:
breakdown or complete failure of key equipment
accident, death, major injury or illness, or repatriation
of a customer, tour guide or tour manager
destruction of infrastructure
failure of marketing program
financial loss through non-compliance with the law or
litigation
Page 70 of 286
death, family crisis, fraud, long term illness or

professional incompetence of a key employee
media coverage of business accident, incident or
impending failure
major work health and safety accident or near miss
incident
ramifications of an external crisis on business continuity:
breakdown or complete failure of supplier equipment
plane crash
for destinations used by the business:
- chemical spill
- civil uprising
- destruction of tourism infrastructure
- health epidemics or pandemics
- natural disaster
- outbreak of war or political coup
- radiation leak
- terrorism
financial recession or crisis for the source market
industrial dispute
key characteristics of internal and external crises
impacts of crises on the provision of products and
services and business viability
historical impacts of crises on tourism, hospitality and
event operations
major triggers for a downturn in customer sales
consultative mechanisms commonly used by
organisations
promotion and public relations activities commonly
used by organisations during a crisis
role of key external people and organisations in
managing a business crisis
techniques to adapt business operations to manage a
business in crisis
roles and responsibilities of key staff members and
external consultants
contents and role of organisational documents in
managing the business
key people involved in the assessment of a business
continuity crisis:
business accountants
customers and their families
colleagues
consultants:
- crisis management
- marketing
- public relations
financial controllers
insurance brokers and providers
Page 71 of 286
ASSESSMENT
CONDITIONS
legal representatives
suppliers
travel insurance providers
organisational documents to determine current financial
and operational status of a business:
brochures
budgets
business plans
current contracts relating to current financial and
operational business matters
customer surveys
financial reports and forecasting
product costings and published tariffs and price lists
reports
tenders, proposals or bids
terms and conditions for credit provision
provision of products and services to customers
possible recommendations to ensure financial viability of
businesses in continuity crisis:
cancelling impending departures to affected
destinations
cancelling unprofitable products or services
closing particular departments
moving premises to a less costly location
price rises or reductions
re-aligning product style and pricing to meet current
market needs
reducing staff hours, or staff redundancies
sale of equipment
scaling promotional activities up or down
temporary cancellation of products in affected
destinations
temporary closure of affected locations
formats for and inclusions in emergency operational plans
features and functions of financial software programs for
preparing and monitoring financial reports.
Skills must be demonstrated in a tourism, travel, hospitality or

event industry business operation or event facing a business
continuity crisis. This can be:
computers, software programs, printers and
communication technology used to administer crisis
management
current commercial plans and financial reports
crisis information:
emergency services reports
Page 72 of 286
LINKS
health advisory notices and vaccination information

issued by local and international bodies
industry associations and organisations
industry journals
informal discussions and networking with internal and
external colleagues
media reports on external crises
press releases and emergency advice notices issued
by:
- local, state, territory or federal governments
- destination marketing companies
- regional, state and national tourism offices
- franchisors
staff, contractor, supplier reports on:
- accidents
- breakdown or complete failure of key equipment
- death
- injury
- major work health and safety incidents
travel warning advice issued by the federal government
for Australian travellers
a team so that consultative actions can be implemented;
this can be:
team in an industry workplace who are assisted by the
individual during the assessment process; or

Page 73 of 286
E-business
SITXEBS001 Use social media in a business
UNIT CODE
UNIT TITLE
SITXEBS001
APPLICATION

knowledge required to establish a social media presence in a
business. It requires an understanding of the use of social
media tools and platforms to enhance customer engagement
and market a business.
Use social media in a business
The unit is relevant to businesses operating in many industry

contexts, including the tourism, travel, hospitality, events and
other service industry sectors.
It applies to individuals using social media for business at an
operational level under limited supervision.
PREREQUISTE UNIT

Nil
COMPETENCY FIELD
E-Business
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Prepare to use
social media.
1.1. Review organisational social media requirements and

related policies and procedures.
1.2. Identify and confirm availability of resources required to
comply with organisational objectives.
1.3. Confirm understanding of terms of use and policies for
social media tools and platforms.
2.1. Source information and content from internal and external
sources.
2.2. Develop content in line with target audience, brand
culture and social media plan.
2.3. Source and use campaigns, promotions and community
events that align with social media plan.
3.1. Adhere to legal and ethical practices for use of social
media according to social media plan.
3.2. Track social media activity using monitoring tools.
3.3. Respond to customers in a timely manner and direct
them to relevant information as required.
2. Prepare content for

use on social media.
3. Use social media to

enhance customer
engagement.
Page 74 of 286
4. Market and promote

a business.
3.4. Respond to negativity and complaints promptly and within

scope of own role, using crisis management processes,
policies and standard approved responses.
3.5. Identify potential incidents or points of conflict and
escalate to relevant personnel as required.
3.6. Identify opportunities to improve individual customer
experience.
4.1. Curate and post content according to social media plan
and content calendar.
4.2. Create opportunities to attract and promote usergenerated content.
4.3. Monitor organisational metrics according to social media
plan and report to relevant personnel.
4.4. Recommend improvements to marketing and promotion
through social media engagement to relevant personnel.
FOUNDATION SKILLS
Foundation skills essential to performance, but not explicit in the performance criteria are listed here, along
with a brief context statement.
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Numeracy skills to:

skills to:
to:
UNIT MAPPING
INFORMATION
LINKS
interpret basic technical terminology in relation to social

media platforms and tools.
use correct spelling and grammar in social media posts
and interactions
communicate effectively to diverse audiences with honesty
and transparency.
interpret social media usage and activity reports.
act on opportunities for enhanced customer experience
presented by social media interactions.
manage time spent online for maximum efficiency.
upload images, text files, PDF files, audio files, video files
and link associated files
import and export software functions
conduct online research for appropriate content.
No equivalent unit.
Page 75 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXEBS001 Use social

media in a business
role, and:
identify at least six content items suitable for use on a
social media platform, demonstrating use of both internal
content development and external content sourcing
use social media tools on at least five occasions to
engage with different customers by:
asking questions to determine customer needs
responding to questions and complaints within
timelines and according to organisational policy and
procedures
referring customers to relevant information as needed
responding to customer reviews and other usergenerated content
communicating effectively in writing to a variety of
audiences
respond to customers from each of the following different
social media customer responder categories, through at
least two different social media platforms:
troll
rager
misguided customer
unhappy customer
market and promote a business using social media tools
over a period of one month by:
managing a business account on at least one social
media platform
following monthly content calendar to pre-plan a
variety of content
curating content appropriate to business needs
monitoring and reporting on organisational
measurement metrics according to social media plan.
key elements of an organisational social media plan
organisational policy and procedures for social media use
types of social media platform, tools and their operation
rules and regulations and terms of use of specific social
media platforms:
privacy legislation and confidentiality requirements
spamming
copyright and intellectual property considerations
creative commons
legal and ethical practices for use of social media:
responsible use of platforms and tools
responsible marketing practices
fair competition guidelines
Page 76 of 286
ASSESSMENT
CONDITIONS
duty of care
bullying and harassment policies
categories of social media responders specified in the
performance evidence and how to effectively engage with
them
types of crisis issues or conflicts that can arise on social
media locally, nationally and internationally
crisis management processes and chain of command
current tools that facilitate social listening/monitoring
current tools for social media scheduling
value of building a community of advocates on a social
media platform
importance of consumer reviews and user-generated
content
what makes good content for a social media community
sources of information for social media content:
compliments
complaints
images and photos
links to other websites
current trends
internet
how to and where to source photo content from the
internet
importance of tone in online communication:
conversation
broadcasting
customer behaviour in relation to social media use
characteristics of a well written blog.
Skills must be demonstrated in a business where use of

social media is required. This can be:
a simulated industry workplace set up for the purpose of
skills assessment.
Assessment must ensure use of:
content calendar that lists:
key events
milestones and relevant dates
content for release
files for use in social media:
images
text files
PDFs
audio files
video files
link associated files
organisational social media plan
computer or mobile device with internet access
Page 77 of 286
LINKS
social media monitoring tools

social media platforms and tools
social media platform and tool policies and terms of use
customers or stakeholders on social media with whom the
customers or stakeholders in an industry workplace;
or

Page 78 of 286
SITXEBS002 Develop, implement and monitor the use of social media in a

business
UNIT CODE
UNIT TITLE
APPLICATION
SITXEBS002
Develop, implement and monitor the use of social media in a
business
knowledge required to manage the development and
implementation of social media in a business and monitor its
effectiveness. It requires an understanding of social media
tools and platforms in order to develop a social media plan,
and supporting organisational policies for social media use.
This unit does not address the skills and knowledge required
to set up social media accounts or its day-to-day business use.
The unit is relevant to businesses operating in many industry
contexts, including the tourism, travel, hospitality, events and
other service industry sectors.
It applies to owners or managers of businesses who are
responsible for the planning, development and monitoring of
social media use in a business context.
PREREQUISTE UNIT

Nil
COMPETENCY FIELD
E-business
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Determine social
media requirements.
1.1. Identify and profile target audience.

1.2. Research social media platforms and tools, strategies for
use and relevance to organisation.
1.3. Select appropriate social media platforms and tools to
meet organisational objectives.
2.1. Develop organisational policies and procedures for social
media use.
2.2. Establish guidelines for audience engagement and
appropriate content.
2.3. Develop a social media crisis management plan,
including approved responses, to deal with social media
issues and incidents.
3.1. Identify strategies in relation to consumer and stakeholder
engagement, marketing and customer service activities
that are to be undertaken using social media.
3.2. Prepare a calendar documenting planned social media
activity.
2. Develop policies and

procedures.
3. Develop a social
media plan.
Page 79 of 286
4. Implement social
media plan.
5. Evaluate social
media effectiveness.
3.3. Establish metrics to measure success of social media

activity.
3.4. Document social media plan outlining activity to be
undertaken, timelines and targets.
4.1. Identify and organise appropriate resources to implement
social media plan.
4.2. Implement social media plan according to organisational
policies and procedures.
4.3. Manage escalated complaints, conflicts and crisis
situations according to social media plan.
4.4. Post approved responses to issues and incidents
promptly.
5.1. Measure success of social media activities against social
media plan targets.
5.2. Identify gaps and determine strategies to address
performance issues.
5.3. Modify social media plan to support on-going business
growth as required.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communications
skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret technical terminology in relation to social media

tools and platforms
interpret and analyse social media activity reports.
provide feedback to staff to address performance issues as
required
seek appropriate expert advice and communicate the
needs of the business.
interpret social media usage and activity reports.
identify opportunities to improve business operations and

growth through social media use.
No equivalent unit.
Page 80 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXEBS002 Develop,

implement and monitor the use of social media in a
business
role, and:
research at least three different social media tools or
platforms for organisational use and select a tool or
platform that best meets the business needs
develop and implement organisational policies and
procedures for the use of the above selected social media
tools or platforms in a business that addresses:
guidelines for audience engagement
guidelines for appropriate use of social media
appropriate content
crisis management
develop a social media plan, to be executed over a two
month period that:
addresses profiled target audiences
addresses consumer and stakeholder needs
outlines metrics and performance indicators for
success
promotes the business
monitor and evaluate effectiveness of social media
according to metrics and performance indicators devised
above and identify strategies to address any gaps.
types of social media platforms and tools, and their
operation
how various social media platforms and tools are used by
customers and the general public
rules, regulations and terms of use of specific social
media platforms and tools:
spamming
creative commons
legal and ethical practices for use of social media:
responsible use of platforms and tools
responsible marketing practices
fair competition guidelines
duty of care
bullying and harassment policy
categories of online customer responders and how to deal
with them:
troll
rager
misguided customer
Page 81 of 286
ASSESSMENT
CONDITIONS
unhappy customer
types of social media conflicts and complaints and
appropriate responses
crisis management processes and chain of command
current tools that facilitate social media listening
reports for monitoring social media activity
value of building a community of advocates on a social
media platform
importance of consumer reviews and user-generated
content
policy and procedure development
organisational marketing and promotional plans.
Skills must be demonstrated in a business where

management of social media is required. This can be:
a simulated industry workplace set up for the purpose of
skills assessment.
Assessment must ensure use of:
organisational social media plan
computers or mobile devices with internet access
social media platforms and tools
policies and terms of use of social media platforms and
tools
social media monitoring tools
social media usage and activity reports
customers or stakeholders on social media with whom the
customers or stakeholders in an industry workplace;
or
LINKS

Page 82 of 286
SITXEBS003 Build and launch a small business website

UNIT CODE
SITXEBS003
UNIT TITLE
Build and launch a small business website
APPLICATION

knowledge required to build a basic website to meet business
needs, including selecting a hosting service and appropriate
web development software, planning the website structure,
and constructing the site. It requires the technical skills and
knowledge typically needed by a business that chooses to
develop its own site rather than access the services of IT
professionals.
The unit applies to all industry sectors, and is particularly
relevant to small businesses that develop their own websites.
People undertaking this role work independently or with limited
guidance. Depending on the business context, this could
include owner-operators.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
E-business
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Plan website
structure.
1.1. Develop website style and structure to suit business

purpose and intended target audience.
1.2. Identify and include appropriate features and capabilities
in website structure.
1.3. Determine layout and navigation requirements for
appearance, readability, links and ease of operation.
1.4. Ensure maximum site accessibility.
1.5. Clearly document structure to facilitate efficient
development.
1.6. Develop and integrate appropriate interactive forms into
website structure to capture customer data.
1.7. Select authoring tools and software based on website
requirements.
1.8. Identify and integrate website security requirements.
2.1. Select and use business information to create website
content.
2.2. Define information for inclusion in interactive forms based
on their purpose.
2.3. Adapt information for inclusion to ensure site is clear,
scannable and readable.
2. Develop website
content.
Page 83 of 286
3. Create website
pages.
4. Select and use a

web hosting service.
5. Test and critically

evaluate website.
2.4. Use language, style and tone suited to business image

and intended target audience.
2.5. Integrate content features according to website structure.
2.6. Check content for accuracy, currency and relevance.
3.1. Create plan for website pages and active links to meet
layout and navigation requirements.
3.2. Select page titles and key words that reflect business
purpose and website content, and assist access via
search engines.
3.3. Improve page presentation by adding features.
3.4. Develop linked web pages according to website plan,
ensuring links are clearly named and unambiguous.
3.5. Use appropriate techniques to create interactive forms.
3.6. Create pages consistent with site design specifications.
4.1. Identify sources of information on web hosting options.
4.2. Evaluate and select web hosting services according to
business and technical requirements.
4.3. Upload files to selected web hosting service according to
technical requirements and business agreements.
5.1. Test website functions, processes and navigation to
confirm operational status, appearance, accuracy and
ease of operation.
5.2. Evaluate effectiveness of interactive forms to ensure that
required sales data is collected for business.
5.3. Evaluate website according to business website strategy
to ensure it projects a business image suited to the
e-business model.
5.4. Identify problems, develop a range of strategies to solve
them, and apply appropriate and sustainable solutions.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
interpret sometimes complex information on unfamiliar

topics.
develop written and visual website content.
Numeracy skills to:
work with numerical features of authoring tools.
evaluate potentially complex business and technical

information
identify and respond to technical website challenges at a
non-specialist level.
coordinate multiple elements involved in developing a
business website.
use the features of commercially available authoring tools.

skills to:
UNIT MAPPING
INFORMATION
LINKS
SITXICT401 Build and launch a small business website

Page 84 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXEBS003 Build and

launch a small business website
role, and:
build a website by applying appropriate business and
technical skills that meet a business need and integrating
the following:
content features:
- business history and profile
- catalogues and brochures
- client testimonials
- frequently asked questions (FAQs)
- products and services
- published materials
- staff profiles
- thumbnails
visual enhancement features:
- colour
- frames
- graphics
- photographic images
- text enhancement
at least one of the following security requirements:
- limited downloading of images or image encoding
- limited viewing of rates
- password protection
- payment mechanisms.
current e-business environment for a particular business
context
different services and operation systems used by internet
service providers
general principles of website architecture and design
role of a website in the marketing mix
website features and capabilities:
active links
authentication facility or link
colour, sound, video, images and graphics
customer service requirements
cut down versions of web pages in wireless markup
language (WML) for access by wireless application
protocol (WAP) telephones
downloadable files
electronic payment facilities
facility of user feedback on content and operation of
website
legal requirements
marketing features
Page 85 of 286
navigation buttons
privacy and confidentiality requirements
search facility
security requirements
shopping cart facilities
text and tags in hypertext markup language (HTML)
thumbnails
factors which impact ease of operation of website:
navigation
site download time
time to download files
key features and functions of a marketing-oriented website
features of browsers, search engines and web crawlers,
and how they impact on website design, decisions and
meta-tags
relationships between content and site design
possible inclusions in page presentation:
animated sequences
bulleted or numbered lists
colour
downloadable files
fonts and font sizes
images, photographs and graphics
interactive forms for bookings or enquiries
movie sequence
plugins
sound
tables
techniques for using colour and enhancing text in a
website
techniques for manipulating digital images and graphics,
and their insertion into a website
functions and features of micro-content elements:
headings
highlighted words
hyperlink text
underlying impact of HTML and cascading style sheets on
site design
features and uses of frames, forms and tables in a website
components of linked web pages:
fully qualified uniform resource locator (URL) link to a
page on another website
relative links, between a page and the home page
privacy issues, codes of practice and legislative
requirements in relation to website development:
Organisation for Economic Cooperation and
Development (OECD) Guidelines for Consumer
Protection in the Context of Electronic Commerce
World Wide Web Consortium (W3C) guidelines
copyright laws
defamation laws
Page 86 of 286
ASSESSMENT
CONDITIONS

intellectual property considerations
legal and regulatory policies affecting e-business.
Skills must be demonstrated in an operational small business

environment where a website is to be built and launched. This
can be:
a simulated activity.
a real or simulated operation, product or service for which
the individual can build and launch a website
computer or mobile device with internet access
current information and communications technology:
software
authoring tools
files for use on website:
images
text files
audio files
video files
link associated files
information on web hosting services and providers
customers or stakeholders in the online environment with
whom the individual can interact; these can be:
customers or stakeholders in an industry workplace; or
LINKS

Page 87 of 286
FIN Finance
SITXFIN001 Process financial transactions
UNIT CODE
SITXFIN001
UNIT TITLE
Process financial transactions
APPLICATION

knowledge required to accept and process cash and other
payments for products and services, and reconcile takings at
the end of the service period or day.
sectors.
This unit mainly applies to frontline sales and operations
personnel who operate with some level of independence and
under limited supervision. It does, however, describe a
fundamental operational function and those people who work
with very little independence under close supervision would
also use this skill.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Process customer
payments.
1.1. Receive, check and record cash float.

1.2. Check customer payments against sale value.
1.3. Provide correct change for cash payments.
1.4. Process and record transactions according to
1.5. Prepare and issue accurate receipts including all relevant
tax details.
1.6. Complete transactions using appropriate software
applications in line with organisational speed and
customer service requirements.
2.1. Balance customer payments at designated time
according to organisational policy.
2.2. Separate cash floats from takings prior to balancing.
2.3. Determine point-of-sale records of customer payments.
2.4. Accurately count and calculate customer payments.
2. Reconcile takings.
Page 88 of 286
2.5. Balance cash and other payments with point-of-sale

records.
2.6. Investigate or report discrepancies in the reconciliation.
2.7. Record takings according to organisational procedures.
2.8. Transport and secure cash floats, cash and other
payments according to organisational security
procedures.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret organisational procedures for processing financial

transactions, cash float documentation, credit card and
receipt details and reconciliation information.
complete documentation and receipts
record reconciliations and basic reports about
discrepancies.
count cash floats
tender correct change.
use point-of-sale equipment and software applications.
SITXFIN201 Process financial transactions

Page 89 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFIN001 Process

financial transactions
role, and:
process at least six different financial transactions using at
least three different types of financial transactions listed in
the knowledge evidence to address different types of
customer payments
process each of the above financial transactions:
in line with security and other relevant procedures
in a logical sequence
within customer time constraints
so that all customers are served effectively
complete reconciliations of three different work or service
periods within designated timelines.
types of financial transactions that commonly take place in
tourism, travel, hospitality and event organisations:
advance payments
application of goods and services tax (GST)
payments:
- cash
- cheque
- credit card
- electronic funds transfer at point of sale (EFTPOS)
deposits
foreign currency
petty cash disbursements
refunds
travellers cheques
vouchers
procedures for processing and recording different types of
transactions:
completing reconciliation records
complying with financial institution documents and
procedures
designated times for completing reconciliations
handling customer claims of short change
how and where large sums of cash should be counted
maintaining low levels of cash in tills
managing petty cash
process for providing receipts and invoices to
customers
process for taking cash from customers
securing credit card imprints
securing takings in the event of a hold-up
features and functions of point-of-sale software
Page 90 of 286
ASSESSMENT
CONDITIONS
role and importance of the reconciliation process to

organisational financial management system
security procedures for transporting and securing cash
floats, cash and other payments:
obtaining receipts or sign-off for takings handed over to
financial personnel
separating and securing cash floats
transporting takings to back office areas and internal
cashiers
transporting takings to the bank and obtaining receipts
or sign-off
different products and services that attract GST.

hospitality or events environment where financial transactions
are processed. This can be:
point-of-sale equipment and software currently used to
process and reconcile financial transactions
current commercial procedures and documentation for the
processing of financial transactions
cash and other forms of payments
customers from whom the individual can take payments
and with whom they can interact; these can be:
LINKS

Page 91 of 286
SITXFIN002 Interpret financial information

UNIT CODE
SITXFIN002
UNIT TITLE
Interpret financial information
APPLICATION

knowledge required to interpret financial information and
reports used by organisations to monitor business
performance and provide information on operational or
departmental financial activities.
sectors.
It applies to those people who operate independently or with
limited guidance from others. This includes supervisors and
departmental managers. This unit does not include the skills
required to produce reports for the overall operation of the
department or whole organisation. These would be created by
senior managers, financial specialists or accountants.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Access and interpret

financial information.
1.1. Identify and interpret the range of financial information

and reports required to monitor business performance.
1.2. Interpret financial information and reports applicable to
operational or departmental activities.
2.1. Review financial information for impacts on operational
activities and resolve discrepancies according to own
level of responsibility.
2.2. Routinely provide information on operational or
departmental financial activities within required timelines.
2. Use and provide

financial information.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Writing skills to:
prepare explanatory notes to accompany financial

information.
Page 92 of 286
UNIT MAPPING
INFORMATION
LINKS
SITXFIN401 Interpret financial information

Page 93 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFIN002 Interpret

financial information
role, and:
correctly complete each of the following financial
information documents or reports used to monitor overall
business performance:
account summaries and balances
balance sheets
bank deposit documentation
bank statements
banking summaries
business activity statements
credit card transaction statements
invoices
journal entries
merchant statements
merchant summaries
profit and loss statements
trial balance
provide financial information using correct financial
terminology on six different operational or departmental
financial activities listed in the knowledge evidence.
specific industry sector and organisation:
financial terminology specific to financial report
reporting periods and different financial years observed
by different businesses
key features and functions of accounting software
programs used to manage financial operations
use of financial information and reports in monitoring
overall business performance
operational or departmental financial activities relevant to
the sector:
average customer spend
daily, weekly and monthly transactions
departmental expenditure on:
- labour
- stock purchased
- wastage
departmental income:
- covers and gross income
- commission earnings
- occupancy and gross income
- sales
outstanding accounts:
- payable
- receivable
Page 94 of 286
quotations realised to sales

sales performance
stock levels
variance from budget
types of financial reports and their purpose:
budgets
cash flow
covers
expenditure
labour and wages
occupancy rates
purchases
receivables
sales
stock
transactions
transactions exempted
units sold
variance
wastage
key elements of financial record-keeping and key
terminology:
ledgers, subsidiary ledgers and journals
transactions, receipts and disbursements
invoices, accounts payable, debtors and creditors
cash flow
key elements of accounting and how it provides
information for business management:
charts of accounts and account categories
basic rules for double-entry accounting and the
concept of debits and credits
accrual versus cash accounting
profit and loss statements and balance sheets as key
financial statements used to measure business
performance;
- purpose
- how these reports are generated
- format
- features
- key information
reconciliations:
- purpose
- different types of reconciliation, and the impact of
unpresented cheques
- bank charges
- direct debits and credits
concept of costing, and fixed and variable costs
accounting for and reporting goods and services tax
(GST).
Page 95 of 286
ASSESSMENT
CONDITIONS

hospitality or events environment for which financial
information can be interpreted. This can be:
computers, printers and accounting software packages
financial data and reports.
LINKS

Page 96 of 286
SITXFIN003 Manage finances within a budget

UNIT CODE
SITXFIN003
UNIT TITLE
Manage finances within a budget
APPLICATION

knowledge required to take responsibility for budget
management where others may have developed the budget. It
requires the ability to interpret budgetary requirements,
allocate resources, monitor actual income and expenditure,
and report on budgetary deviations.
The skills and knowledge for budget development are covered
in SITXFIN004 Prepare and monitor budgets.
This unit applies to all tourism, travel, hospitality and event
sectors. The budget may be for an entire organisation, for a
department or for a particular project or activity.
It applies to those who operate independently or with limited
guidance from others. This includes supervisors and
departmental managers.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Allocate budget
resources.
1.1. Allocate funds according to budget and agreed priorities.

1.2. Discuss changes to income and expenditure priorities
with appropriate colleagues prior to implementation.
1.3. Consult with and inform relevant personnel about
resource decisions.
1.4. Promote awareness of the importance of budget control.
1.5. Maintain detailed records of resource allocation
according to organisational control systems.
2.1. Use financial records to regularly check actual income
and expenditure against budgets.
2.2. Include financial commitments in all documentation to
ensure accurate monitoring.
2.3. Identify and report deviations according to significance of
deviation.
2.4. Investigate appropriate options for more effective
management of deviations.
2. Monitor financial
activities against
budget.
Page 97 of 286
3. Identify and evaluate

options for improved
budget performance.
4. Complete financial
and statistical
reports.
2.5. Advise appropriate colleagues of budget status in relation

to targets.
3.1. Assess existing costs and resources and proactively
identify areas for improvement.
3.2. Discuss desired budget outcomes with relevant
colleagues.
3.3. Undertake appropriate research to investigate new
approaches to budget management.
3.4. Define and communicate the benefits and disadvantages
of new approaches.
3.5. Take account of impacts on customer service levels and
colleagues in developing new approaches.
3.6. Present clear and logical recommendations for budget
management.
4.1. Complete financial and statistical reports within
designated timelines.
4.2. Prepare and present clear and concise information to
enable informed decision making.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
interpret business and financial documents.
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
document clear recommendations based on budget

information and reports.
discuss budget requirements and seek and provide
feedback.
interpret and use budget figures in day-to-day work
operations
calculate budget estimates and scenarios for performance
improvement.
identify budget deviations and deficiencies and develop
options for improved budgetary performance.
discuss desired budget outcomes with team members and
provide direction on resource use.
Teamwork skills to:
UNIT MAPPING
INFORMATION
LINKS
SITXFIN402 Manage finances within a budget

Page 98 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFIN003 Manage

finances within a budget
role, and:
manage a budget for a business over a three-month period
that meets the specific business needs
undertake at least two of the following to inform
management of the above budget:
discussions with existing suppliers
evaluation of staffing and rostering requirements
evaluation of impact of potential roster changes
review of operating procedures
sourcing new suppliers
monitor income and expenditure and evaluate budgetary
performance over the above budgetary life cycle
complete financial reports related to the above budget
within designated timelines and using correct budget
terminology.
types of financial records:
bank deposit documentation
bank statements
banking summaries
business activity statements
cheque books
credit card transaction statements
invoices
journal entries
labour and wages reports
merchant statements
merchant summaries
transaction reports
types of budgets:
cash budgets
cash flow budgets
departmental budgets
event budgets
project budgets
purchasing budgets
sales budgets
wage budgets
whole of organisation budgets
factors for consideration in the preparation of financial and
statistical reports:
cash flow
commercial account activity
commission earnings
Page 99 of 286
ASSESSMENT
CONDITIONS
covers and financial return

daily, weekly and monthly transactions
expenditure
income
occupancy rates and financial return
performance of department, project and/or products
and services
sales performance
sales returns
staff costs
stock levels
variance in income and/or expenditure
wastage
yield
use, contents of and formats for:
budgets
financial reports
statistical reports
budget terminology
use of budgets to control costs and enhance
profitability
importance of budget control
techniques for maximising budget performance
financial reporting procedures and cycles
features and functions of accounting software
programs used to manage budgets.

hospitality or events business operation for which budgets are
managed. This can be:
budgets for specific projects, events or operational
activities
others with whom the individual can discuss budget
components; these can be:
those in an industry workplace who are assisted by the
LINKS

Page 100 of 286
SITXFIN004 Prepare and monitor budgets

UNIT CODE
SITXFIN004
UNIT TITLE
Prepare and monitor budgets
APPLICATION

knowledge required to analyse financial and other business
information to prepare and monitor budgets. It requires the
ability to draft and negotiate budgets, identify deviations, and
manage the delivery of successful budgetary performance.
sectors. The budget may be for an entire organisation, for a
department or for a particular project or activity.
It applies to senior personnel who operate independently or
with limited guidance from others and who are responsible for
making a range of financial management decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Prepare budget
information.
1.1. Determine and confirm scope and nature of required

budgets.
1.2. Identify, access and interpret data and data sources
required for budget preparation.
1.3. Analyse internal and external factors for potential impact
on budget.
1.4. Provide opportunities for colleagues to contribute to
budget planning process.
2.1. Draft budget based on analysis of all available
information.
2.2. Estimate income and expenditure and support with valid,
reliable and relevant information.
2.3. Reflect organisational objectives within draft budget.
2.4. Assess and present options and recommendations in a
clear format.
2.5. Circulate draft budget to colleagues and managers for
input.
3.1. Negotiate budget according to organisational policy and
procedures.
3.2. Agree on and incorporate modifications.
2. Prepare budget.
3. Finalise budget.
Page 101 of 286
4. Monitor and review

budget.
3.3. Complete final budget in a clear format within designated

timelines.
3.4. Inform colleagues of final budget decisions and
application within relevant work area, including reporting
and financial management responsibilities.
4.1. Regularly review budget to assess actual performance
against estimated performance and prepare accurate
financial reports.
4.2. Incorporate all financial commitments into budget and
budget reports.
4.3. Investigate and take appropriate action on significant
deviations.
4.4. Analyse changes in internal and external environment
and make necessary adjustments.
4.5. Collect and record relevant information to assist in future
budget preparation.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Oral communication
skills to:
Numeracy skills to:
Teamwork skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
liaise and negotiate with colleagues on potential complex

and conflicting budget requirements.
draft budgets that meet organisational objectives
interpret and analyse financial information from forecasts
and previous performance data
develop financial estimates and scenarios using complex
calculations.
analyse internal and external factors for potential impact on
budget
identify budgetary challenges and develop different options
for their resolution
identify budget deviations and deficiencies and develop
options for meeting budgetary requirements.
invite and coordinate the input of others in the organisation,
and provide direction on budget management.
access and sort all information required for budget
preparation
coordinate a timely, efficient and consultative budget
development process.
SITXFIN501 Prepare and monitor budgets
Page 102 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFIN004 Prepare and

monitor budgets
role, and:
prepare a budget for a business that meets the specific
business needs
demonstrate the following when preparing the above
budget:
consultation on components
analysis of factors that impact on the budget
completion of draft and final versions of budget within
designated timelines
monitor and review the above budget against performance
over its life cycle.
types of budgets:
cash budgets
cash flow budgets
event budgets
project budgets
purchasing budgets
sales budgets
wage budgets
budget terminology
role and nature of budgets
budget formats, budget performance and financial
reports
features and functions of accounting software
programs used to prepare and monitor budgets
internal and external factors that impact on budget
development:
growth or decline in economic conditions
human resource requirements
new legislation or regulation
organisational and management restructures
organisational objectives
scope of the project
shift in market trends
significant price movement for certain commodities or
items
supplier availability and cost
budget preparation and monitoring practices and
techniques:
Page 103 of 286
ASSESSMENT
CONDITIONS
sources and contents of data required for budget

preparation:
- competitor research
- customer or supplier research
- declared commitments in areas of operation
- financial information from suppliers
- financial proposals from key stakeholders
- income and expenditure for previous time periods
- departmental, event or project budgets
- grant funding guidelines or limitations
- management policies and procedures
- organisational budget preparation guidelines
- performance information from previous periods
techniques for making budget estimates
common reasons for deviations and budget deviation
management.

hospitality or events business operation or activity for which
budgets are prepared. This can be:
financial and operational data and reports used to prepare
budgets
others with whom the individual can discuss, and negotiate
draft and final budget components; these can be:
LINKS

http://www.serviceskills.com.au/ces
Page 104 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFIN004 Prepare and

monitor budgets
Evidence of the ability to complete tasks outlined in elements and
performance criteria of this unit in the context of the job role, and:
prepare a budget for a business that meets the specific
business needs
demonstrate the following in the preparation of the above
budget:
consultation on components
analysis of factors that impact on the budget
completion of draft and final versions of budget within
designated timelines
monitor and review the budget against performance over the life
cycle of the above budget.
Demonstrated knowledge required to complete the tasks outlined in
elements and performance criteria of this unit:
types of budgets:
cash budgets
cash flow budgets
event budgets
project budgets
purchasing budgets
sales budgets
wage budgets
budget terminology
role and nature of budgets
budget formats, budget performance and financial reports
features and functions of accounting software programs
used to prepare and monitor budgets
internal and external factors that impact on budget
development:
growth or decline in economic conditions
human resource requirements
new legislation or regulation
organisational and management restructures
organisational objectives
scope of the project
shift in market trends
significant price movement for certain commodities or items
supplier availability and cost
budget preparation and monitoring practices and techniques:
sources and contents of data required for budget
preparation:
- competitor research
- customer or supplier research
Page 105 of 286
ASSESSMENT
CONDITIONS
- declared commitments in areas of operation

- financial information from suppliers
- financial proposals from key stakeholders
- income and expenditure for previous time periods
- departmental, event or project budgets
- grant funding guidelines or limitations
- management policies and procedures
- organisational budget preparation guidelines
- performance information from previous periods
techniques for making budget estimates
common reasons for deviations and budget deviation
management.

budgets are prepared. This can be:
financial and operational data and reports used to prepare
budgets
others with whom the individual can discuss, and negotiate draft
and final budget components; these can be:
others in an industry workplace who are assisted by the
simulated industry environment operated within a training
organisation.
LINKS

http://www.serviceskills.com.au/ces
Page 106 of 286
SITXFIN005 Manage physical assets

UNIT CODE
SITXFIN005
UNIT TITLE
Manage physical assets
APPLICATION

knowledge required to manage the physical assets of an
organisation. It requires the ability to establish systems and
practices for asset monitoring, maintenance and acquisition.
It applies to senior managers who operate with significant
autonomy and who are responsible for making a range of
strategic management decisions.
The unit applies to all tourism, hospitality and event sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Develop practices
for systematic
maintenance, repair
and purchase of
physical assets.
1.1. Develop and maintain an accurate and current physical

assets register.
1.2. Develop practices for managing physical assets that
reflect overall business objectives.
1.3. Establish and implement maintenance and repair
regimes that minimise disruption and loss of revenue.
1.4. Integrate practices to support environmental
sustainability into use of physical assets.
1.5. Evaluate current and potential financial ability to acquire
physical assets.
2.1. Establish and implement regular reporting practices to
ensure effective performance of physical assets.
2.2. Identify physical asset problems promptly and take
appropriate action.
2.3. Assess long-term physical asset performance.
2.4. Evaluate need for, and access, specialist assistance.
3.1. Prepare accurate equipment specifications to guide
acquisition process.
3.2. Estimate acquisition costs based on evaluation of
current, accurate and relevant data.
3.3. Make decisions on replacing and acquiring physical
assets.
3.4. Select methods of financing to meet current financial
objectives.
2. Monitor the condition

and performance of
physical assets.
3. Coordinate financing
and purchase of
physical assets.
Page 107 of 286
3.5. Finance acquisitions in consultation with financial

specialists.
3.6. Keep accurate records of all financial agreements.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Numeracy skills to:
Learning skills to:
skills to:
Teamwork skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret complex product specifications and financial

contracts.
discuss asset deficiencies with team members
negotiate purchase and financial arrangements with
suppliers.
analyse financial data and interpret estimates and financial
agreements for physical asset acquisition.
research new physical assets to enhance business
performance.
evaluate current and future asset needs and financial
ability to update physical assets.
identify and analyse the utility of enhanced physical assets
to improve business performance.
regularly discuss the condition and utility of physical assets
with team members and take account of their feedback
when making acquisitions.
manage maintenance and repair regimes and plan for the
acquisition of assets.
SITXFIN601 Manage physical assets
Page 108 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE

physical assets
role, and:
develop a plan for the acquisition, maintenance and
replacement of at least three different types of physical
assets listed in the knowledge evidence
demonstrate procedures to:
monitor the utility of above assets to meet business
needs
provide regular financial reports on the assets
record formal and informal customer and staff feedback
integrate day-to-day condition reports
schedule internal or external inspections or audits
schedule management reports
develop and maintain a current register for the above
assets.
business objectives relevant to the management of
physical assets:
profitability
growth
providing quality products and services to customers
adhering to:
- codes of conduct
- environmental sustainability philosophies and
practices
industry accreditation schemes
types of physical assets required by tourism, hospitality
and event organisations and the organisation in particular:
buildings
computer systems
equipment fixtures, fittings and furniture in one of the
following:
- accommodation establishments
- commercial kitchens
- restaurants and bars
- storage areas
- tourism, hospitality and event offices
- transportation depots
gardens
pools
rides and games
vehicles
vessels
maintenance requirements for different types of physical
assets
Page 109 of 286
ASSESSMENT
CONDITIONS
considerations for long-term assessment of physical

assets:
ability to meet business objectives
cost of maintenance over a period of time
customer and staff feedback
input from specialists where required
operational efficiency
safety
equipment specifications to guide acquisition process:
budget parameters
environmental sustainability policies for the business
floor plans
numbers and types of required equipment fixtures,
fittings and furniture
operational performance requirements:
- efficiency
- customer traffic
- staff usage
types of products and services offered by the business
formats for and inclusions of asset registers specified in
performance evidence
features and benefits of different financing options for
asset acquisition:
hire purchase
lease
purchase
rent
depreciation that can be applied to different types of
physical assets
data used in the estimation of asset acquisition:
current maintenance contracts
estimates and quotations from suppliers
previous contracts and costs
published or advertised prices
practices to support environmental sustainability using
different types of physical assets.

hospitality or event operation for which physical assets are
monitored and maintained. This can be:
current commercial purchase specifications, supplier
product and cost information, and contractual
documentation used for the purchase of assets.
Page 110 of 286
LINKS

Page 111 of 286
SITXFIN006 Manage revenue

UNIT CODE
SITXFIN006
UNIT TITLE
Manage revenue
APPLICATION

knowledge required to make, implement, and monitor pricing
decisions to maximise yield and business profitability.
The unit applies to senior personnel who work autonomously
and are responsible for making strategic business decisions.
It applies to supplier organisations in the tourism, travel and
hospitality industries, in particular to the accommodation, tour
operations and tour wholesaling sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Finance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Analyse and forecast

business activity.
1.1. Analyse existing performance data and budget targets.

1.2. Interrogate and compare sources of business activity
from different distribution channels and market segments.
1.3. Evaluate external market factors, competitor activity and
changing customer demand patterns.
1.4. Develop scenarios and forecasts around future business
performance and revenues.
2.1. Confirm net, fixed and variable delivery costs.
2.2. Review and incorporate distributor commissions and
mark-ups.
2.3. Set standard and promotional rates for different times,
trading periods and market segments based on analysis
of forecasts, pricing options and optimum yield.
2.4. Assess the need for special conditions and apply as
required.
2.5. Document pricing structures and associated terms and
conditions, with consideration of consumer protection
requirements.
3.1. Communicate pricing initiatives to colleagues, internal
and external partners, and distribution channels.
3.2. Establish mechanisms and collateral to support pricing
decisions in different market segments.
4.1. Monitor revenue results achieved through pricing and
distribution initiatives on a timely basis.
2. Make pricing
decisions.
3. Implement pricing
decisions.
4. Monitor pricing
initiatives.
Page 112 of 286
4.2. Adjust initiatives based on results and broader business

and market analysis.
4.3. Record performance data for future analysis.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret complex business performance information.
analyse business performance data

calculate different commission and mark-up structures
assess profitability scenarios.
interrogate complex business information and develop
business strategies in response
develop strategic responses to business performance
challenges.
work with financial and forecasting models and online
distribution channels.
SITXFIN602 Manage revenue
Page 113 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE

revenue
role, and:
using each of the following at least once, develop,
implement and monitor a total of six different pricing
initiatives for:
products
services
trading periods
market segments
demonstrate consideration of the following factors when
determining each of the above pricing initiatives:
revenue management principles
industry distribution and marketing considerations.
key principles and terminology of revenue management:
dynamic and static pricing
market penetration index
matching supply and demand
performance metrics
perishability
responsiveness and timing
revenue generation index
shaping demand through price
types of business performance data used in revenue
management:
financial reports
historical trends
market analysis
no-show reports
occupancy and load reports
sources of business
supply and demand analysis
mechanisms and collateral that support initiatives in
different market segments:
channel management systems
global distribution systems
online requirements:
- promotions
- proprietary websites
- third party websites
types of promotions
sector-specific factors that impact revenue management
initiatives:
financial:
- fixed and variable operating costs
- profit margin requirements
Page 114 of 286
ASSESSMENT
CONDITIONS
- industry commission and mark-up procedures

- cost of distribution networks
external market factors:
- competitor activity
- complementary activity
- travel capacity
special conditions:
- block out dates
- inclusions
- payment requirements
- stay controls
aspects of consumer protection law that impact on pricing
and distribution.

hospitality or event business operation for which revenue
management initiatives can be developed. This can be:
current industry and business data.
LINKS

Page 115 of 286
FSA Food Safety

SITXFSA001 Use hygienic practices for food safety
UNIT CODE
SITXFSA001
UNIT TITLE
Use hygienic practices for food safety
APPLICATION

knowledge required to use personal hygiene practices to
prevent contamination of food that might cause food-borne
illnesses. It requires the ability to follow predetermined
organisational procedures and to identify and control food
hazards.
The unit applies to all organisations with permanent or
temporary kitchen premises or smaller food preparation or bar
areas.
This includes restaurants, cafes, clubs, hotels, and bars; tour
operators; attractions; function, event, exhibition and
conference catering; educational institutions; aged care
facilities; correctional centres; hospitals; defence forces;
cafeterias, kiosks, canteens and fast food outlets; residential
catering; in-flight and other transport catering.
It applies to food handlers who directly handle food or food
contact surfaces such as cutlery, plates and bowls during the
course of their daily work activities. This includes cooks, chefs,
caterers, kitchen stewards, kitchen hands, bar, and food and
beverage attendants, and sometimes room attendants and
front office staff.
Food handlers must comply with the requirements contained
within the Australia New Zealand Food Standards Code.
In some States and Territories businesses are required to
designate a food safety supervisor who is required to be
certified as competent in this unit through a registered training
organisation.
PREREQUISITE UNIT
Food safety legislative and knowledge requirements may differ

across borders. Those developing training to support this unit
must consult the relevant state or territory food safety authority
to determine any accreditation arrangements for courses,
trainers and assessors.
Nil
COMPETENCY FIELD
Food Safety
Page 116 of 286
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Follow hygiene
procedures and
identify food
hazards.
1.1. Follow organisational hygiene procedures.

1.2. Report unsafe practices that breach hygiene procedures
promptly.
1.3. Identify food hazards that may affect the health and
safety of customers, colleagues and self.
1.4. Remove or minimise the hygiene hazard and report as
appropriate for follow-up.
2.1. Report personal health issues likely to cause a hygiene
risk.
2.2. Report incidents of food contamination resulting from
personal health issues.
2.3. Cease participation in food handling activities where own
health issue may cause food contamination.
3.1. Maintain clean clothes, wear required personal protective
clothing, and only use organisation-approved bandages
and dressings.
3.2. Prevent food contamination from clothing and other items
worn.
3.3. Prevent unnecessary direct contact with ready to eat
food.
3.4. Ensure hygienic personal contact with food and food
contact surfaces.
3.5. Use hygienic cleaning practices that prevent food-borne
illnesses.
4.1. Wash hands at appropriate times and follow hand
washing procedures consistently.
4.2. Wash hands using appropriate facilities.
2. Report any personal

health issues.
3. Prevent food
contamination.
4. Prevent
cross-contamination
by washing hands.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret organisational documents or diagrams relating to:

organisational food safety programs
hygiene and food safety procedures
hazard analysis and critical control points (HACCP)
practices.
report hygiene hazards and non-compliant organisational
practices accurately.
Page 117 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFSA001 Use hygienic

practices for food safety
role, and:
demonstrate use of safe food handling practices in food
handling work functions in line with organisational hygiene
procedures on at least three occasions
demonstrate procedures to:
identify food hazards
report unsafe practices
report incidents of food contamination.
basic aspects of commonwealth, state or territory food
safety laws, standards and codes as follows:
meaning of contaminant, contamination and potentially
hazardous foods as defined by the Australia New
Zealand Food Standards Code
employee and employer responsibility to participate in
hygienic practices
reasons for food safety programs and what they must
contain
role of local government regulators
ramifications of failure to observe food safety law and
health issues likely to cause a hygiene risk relevant to food
safety:
airborne diseases
food-borne diseases
infectious diseases
hygiene actions that must be adhered to in order to avoid
food-borne illnesses
hand washing practices:
before commencing or recommencing work with food
immediately after:
- handling raw food
- smoking, coughing, sneezing or blowing the nose
- eating or drinking
- touching the hair, scalp or any wound
- using the toilet
basic aspects of hazard analysis and critical control points
(HACCP) method of controlling food safety
major causes of food contamination and food-borne
illnesses
sources and effects of microbiological contamination of
food
workplace hygiene hazards when handling food and
food contact surfaces
Page 118 of 286
ASSESSMENT
CONDITIONS
basic content of organisational food safety programs

contents of organisational hygiene and food safety
procedures
hygienic work practices for individual job roles and
responsibilities.
Skills must be demonstrated in an operational food preparation

area. This can be:
fixtures:
work benches
refrigeration unit
sink
storage facilities
small equipment:
assorted pots and pans
containers for hot and cold storage
crockery
cutlery
cutting boards
food handler gloves
glassware
knives
packaging materials
receptacles for presentation and display purposes
small utensils:
- tongs
- serving utensils
appropriate facilities for handwashing:
designated hand washing sink
antiseptic liquid soap
single use towels
warm running water
food ingredients and ready to eat food items
the commonwealth, state, territory or local government
food safety authority
Australia New Zealand Food Standards Code
current commercial food safety programs, policies and
procedures used for managing food safety.
LINKS

Page 119 of 286
SITXFSA002 Participate in safe food handling practices

UNIT CODE
SITXFSA002
UNIT TITLE
Participate in safe food handling practices
APPLICATION

knowledge required to handle food safely during the storage,
preparation, display, service and disposal of food. It requires
the ability to follow predetermined procedures as outlined in a
food safety program.
temporary kitchen premises or smaller food preparation areas.
This includes restaurants, cafes, clubs, and hotels; tour
cafeterias, kiosks, canteens and fast food outlets; residential
Safe food handling practices are based on an organisations
individual food safety program. The program would normally
be based on the hazard analysis and critical control points
(HACCP) method, but this unit can apply to other food safety
systems.
It applies to food handlers who directly handle food during the
course of their daily work activities. This includes cooks, chefs,
caterers, kitchen hands and food and beverage attendants.
Food handlers must comply with the requirements contained
within the Australia New Zealand Food Standards Code.
certified as competent in this unit through a registered training
organisation.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Food Safety
UNIT SECTOR
Cross-Sector
ELEMENTS
Page 120 of 286

essential outcomes

1. Follow food safety

program.
1.1. Access and use relevant information from organisational

1.2. Follow policies and procedures in food safety program.
1.3. Control food hazards at critical control points.
1.4. Complete food safety monitoring processes and
complete documents as required.
1.5. Identify and report non-conforming practices.
1.6. Take corrective actions within scope of job responsibility
for incidents where food hazards are not controlled.
2.1. Select food storage conditions for specific food type.
2.2. Store food in environmental conditions that protect
against contamination and maximise freshness, quality
and appearance.
2.3. Store food at controlled temperatures and ensure that
frozen items remain frozen during storage.
3.1. Use cooling and heating processes that support
microbiological safety of food.
3.2. Monitor food temperature during preparation using
required temperature measuring device to achieve
microbiological safety.
3.3. Ensure safety of food prepared, served and sold to
customers.
4.1. Store, display and provide single use items so they are
protected from damage and contamination.
4.2. Follow instructions for items intended for single use.
5.1. Clean and sanitise equipment, surfaces and utensils.
5.2. Use appropriate containers and prevent accumulation of
garbage and recycled matter.
5.3. Identify and report cleaning, sanitising and maintenance
requirements.
5.4. Dispose of or report chipped, broken or cracked eating,
drinking or food handling utensils.
5.5. Take measures within scope of responsibility to ensure
food handling areas are free from animals and pests and
report incidents of animal or pest infestation.
6.1. Mark and separate from other foodstuffs any food
identified for disposal until disposal is complete.
6.2. Dispose of food promptly to avoid cross-contamination.
2. Store food safely.
3. Prepare food safely.
4. Provide safe single

use items.
5. Maintain a clean
environment.
6. Dispose of food
safely.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Numeracy skills to:
read and interpret food safety programs, policies,

procedures and flow charts that identify critical control
points.
complete documentation for monitoring food safety.
calibrate and use a temperature probe and calculate
timings.
Page 121 of 286

skills to:
UNIT MAPPING
INFORMATION
LINKS
coordinate different food handling tasks to take account of

food safety issues.
SITXFSA201 Participate in safe food handling practices
Page 122 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFSA002 Participate in

safe food handling practices
role, and:
demonstrate use of safe food handling practices in food
handling work functions on at least three occasions
demonstrate the correct methods of controlling food
hazards at each of the following critical control points:
receiving
storing
preparing
processing
displaying and/or serving
packaging
transporting
disposing.
key features of commonwealth, state or territory and local
food safety compliance requirements as they impact
workers at an operational level:
contents of national codes and standards that underpin
regulatory requirements
reasons for food safety programs and what they must
contain
local government food safety regulations and
inspection regimes
consequences of failure to observe food safety policies
and procedures
hazard analysis and critical control points (HACCP) or
other food safety system principles, procedures and
processes as they apply to particular operations and
different food types:
critical control points for the specific food production
system and the predetermined methods of control,
especially time and temperature controls used in the
receiving, storing, preparing, processing, displaying,
serving, packaging, transporting and disposing of food
main types of safety hazards and contamination
conditions for development of microbiological
contamination
environmental conditions and, temperature controls, for
storage
temperature danger zone and the two-hour and fourhour rule
Page 123 of 286
contents of organisational food safety program, especially

procedures, associated requirements, and monitoring
documents
food safety monitoring techniques:
bacterial swabs and counts
checking and recording that food is stored in
appropriate timeframes
chemical tests
monitoring and recording food temperatures using a
temperature measuring device accurate to plus or
minus one degree Celsius
monitoring and recording temperature of cold and hot
storage equipment
visually examining food for quality review
methods to ensure the safety of food served and sold to
customers:
packaging control:
- using packaging materials suited to foods
- monitoring of packaging damage
protective barriers
temperature control
supervision of food displays
utensil control
providing separate serving utensils for each dish
safe food handling practices for the following different food
types:
dairy
dried goods
eggs
frozen goods
fruit and vegetables
meat and fish
equipment operating procedures, especially how to
calibrate, use and clean a temperature probe and how to
identify faults
choice and application of cleaning, sanitising and pest
control equipment and materials
cleaning, sanitising and maintenance requirements
relevant to food preparation and storage:
cleaning:
- dirt
- food waste
- grease
- pest waste removal
sanitising:
- eating and drinking utensils
- food contact surfaces
maintenance:
- recalibrating measurement and temperature
controls
- minor faults
Page 124 of 286
ASSESSMENT
CONDITIONS
high risk customer groups:

children or babies
pregnant women
aged persons
people with immune deficiencies or allergies
unwell persons.
Skills must be demonstrated in an operational food preparation

area. This can be:
fixtures:
commercial grade work benches
refrigeration unit
sink
storage facilities
small equipment:
assorted pots and pans
crockery
cutting boards
food handler gloves
knives
packaging materials
receptacles for presentation and display purposes
small utensils:
- tongs
- serving utensils
temperature monitoring device
appropriate facilities for handwashing:
designated hand washing sink
antiseptic liquid soap
single use towels
warm running water
food ingredients and ready to eat food items
the national, state, territory or local government food safety
authority
current organisational food safety programs, policies and
LINKS

Page 125 of 286
SITXFSA003 Transport and store food

UNIT CODE
SITXFSA003
UNIT TITLE
Transport and store food
APPLICATION

knowledge required to transport food from a food preparation
area to another location. It also deals with holding or storing
food on arrival.
The unit applies to food service operations where food is
transported from the preparation area to another location and
stored on arrival. This includes restaurants and cafes,
educational institutions, aged care facilities, hospitals, defence
forces, cafeterias and kiosks, residential catering, in-flight and
other transport catering, events catering and private catering. It
applies to food handlers who directly handle food when
transporting and storing food. People at many levels use this
skill in the workplace including cooks, chefs, caterers and
catering assistants.
The person transporting the food may or may not be driving
the vehicle.
Food handlers involved in transporting and storing food must
comply with the requirements contained within the Australia
New Zealand Food Standards Code.
PREREQUISITE UNIT
Businesses may be required to implement a food safety

program and food handlers would need to comply with the
transportation provisions.
Nil
COMPETENCY FIELD
Food Safety
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Transport food
safely and
hygienically.
1.1. Select suitable food transportation vehicles according to

work instructions and legislative requirements.
1.2. Package, load, restrain and unload food appropriately.
1.3. Use hygienic food safety practices for food
transportation.
1.4. Use safe manual handling techniques when moving and
storing food.
1.5. Maintain records of food transportation as required.
2.1. Select food storage conditions for specific food types.
2.2. Maintain environmental conditions for specific food types
to ensure freshness, quality and appearance.
2. Store food safely

and hygienically.
Page 126 of 286
2.3. Ensure storage and holding methods optimise nutritional

quality and comply with relevant stock control principles.
2.4. Use hygienic food safety practices and observe work
health and safety procedures and practices.
2.5. Keep storage areas free from contaminants and pests.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
follow work instructions and interpret food labels.
calculate quantities during the packing and unpacking

process.
deal with routine food handling, storage and transportation
problems.
SITXFSA202 Transport and store food
Page 127 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFSA003 Transport and

store food
role, and:
transport and store each of the following food items
according to food safety requirements and regulations and
the specific requirements for the food type:
dairy
dried goods
eggs
frozen food
fruit and vegetables
meat and fish.
basic aspects of commonwealth, state or territory food
safety laws, standards and codes:
actions that must be adhered to by organisations
employee responsibility to participate in hygienic
practices
reasons for food safety programs, when they are
required for transportation activities and what they
must contain
role of local government regulators
ramifications of failure to observe food safety law and
advantages and disadvantages of different forms of
transport for particular food items, quantities and
circumstances
safe storage principles and practices for different food
types:
storage options
lining of transport container
sealing of transport container
temperature
characteristics of the different food items specified in the
performance evidence and conditions required to maintain
their optimum freshness, palatability and safety
sources and effects of microbiological contamination of
food in transit
methods of transportation and storage to ensure the
safety of food
temperature controls and temperature danger zones,
for storage of main food types used in the business
Page 128 of 286
ASSESSMENT
CONDITIONS
contents of food safety transportation procedures

included in organisational food safety programs
safe manual handling techniques, in particular loading and
unloading, lifting and dealing with heated surfaces.
Skills must be demonstrated in an operational hospitality

environment. This can be:
vehicles suitable for the transportation of food
food ingredients and ready to eat food items to be
transported
industry-current equipment for the transportation and
storage of food
organisational specifications:
current plain English regulatory documents distributed
by the national, state, territory or local government food
safety authority
current commercial food safety programs, policies and
LINKS

Page 129 of 286
SITXFSA004 Develop and implement a food safety program

UNIT CODE
SITXFSA004
UNIT TITLE
Develop and implement a food safety program
APPLICATION

knowledge required to develop, implement and evaluate a food
safety program for all stages in the food production process,
including receipt, storage, preparation, service and disposal of
food. It requires the ability to determine program requirements
and prepare policies and procedures for other personnel to
follow.
temporary kitchen premises or smaller food preparation areas.
This includes restaurants, cafes, clubs, and hotels; tour
cafeterias, kiosks, canteens, and fast food outlets; residential
A food safety program would most commonly be based on the
hazard analysis and critical control points (HACCP) method,
but this unit can apply to other food safety systems.
It applies to senior personnel who work independently and who
are responsible for making strategic decisions on establishing
and monitoring risk control systems for food related hazards.
This could include chefs, kitchen managers, catering
managers, fast food store managers and owner-operators of
small business catering operations or retail food outlets.
certified as competent in SITXFSA001 Use hygienic practices
for food safety and/or SITXFSA002 Participate in safe food
handling practices through a registered training organisation.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Food Safety
UNIT SECTOR
Cross-Sector
Page 130 of 286
ELEMENTS

essential outcomes

1. Evaluate
organisational
requirements for
1.1. Evaluate organisational characteristics that impact on

food safety.
1.2. Examine food handling operations and processes and
identify potential or existing food hazards.
1.3. Identify critical control points in food preparation system
where food hazards must be controlled.
1.4. Identify product suppliers and determine quality
assurance specifications for foodstuffs supplied.
1.5. Evaluate existing product specifications for food items
prepared and sold.
1.6. Evaluate existing policies and procedures and monitoring
practices, including record keeping, and assess need for
change.
2.1. Consult with stakeholders in program development.
2.2. Integrate regulatory requirements and standards into
policies and procedures.
2.3. Establish and document critical control points and control
methods for each point.
2.4. Develop procedures for systematic monitoring of controls
and associated record keeping.
2.5. Develop corrective action procedures for uncontrolled
hazards.
2.6. Develop or modify and record product specifications
covering food items prepared and sold.
2.7. Identify training needs and develop training program.
2.8. Develop schedule for regular review of food safety
program.
2.9. Document food safety program and provide to regulatory
authorities as required.
3.1. Communicate food safety programs, policies, procedures
and product specifications to colleagues and ensure
display of appropriate signage and access to information.
3.2. Organise appropriate training and mentoring.
3.3. Monitor operational activities to ensure that policies and
procedures are followed.
3.4. Manage response to incidents of uncontrolled food
hazards and oversee implementation of corrective action
procedures.
3.5. Make changes to practices that led to the food safety
breach, and document, communicate and implement
changes.
3.6. Maintain food safety management documents.
4.1. Ensure food safety program is audited as required by
legislation.
4.2. Participate in food safety program audits and provide
assistance to inspectors.
4.3. Retain records of food audits according to legislative
requirements.
2. Develop food safety

program to control
hazards.
3. Implement food
safety program.
4. Participate in food
safety audit.
Page 131 of 286
5. Evaluate and revise

5.1. Conduct scheduled review of food safety program in

consultation with colleagues.
5.2. Validate required food safety controls.
5.3. Review policies, procedures, product specifications,
monitoring systems and record keeping methods, and
revise as required.
5.4. Prepare and document amended food safety program
and provide to regulatory authorities as required.
5.5. Communicate changes and monitor inclusion in
production processes.
5.6. Identify and respond to additional training needs based
on changes to food safety practices.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Numeracy skills to:
interpret sometimes complex materials describing

regulatory requirements relating to food safety.
provide information on food safety program to colleagues.
work with the concepts of measurement.

skills to:
UNIT MAPPING
INFORMATION
LINKS
evaluate and respond to strategic and operational factors

that influence the food safety program
identify and respond to systemic operational issues.
coordinate and respond to multiple and interrelated
operational challenges.
SITXFSA401 Develop and implement a food safety program
Page 132 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXFSA004 Develop and

implement a food safety program
role, and:
develop and implement a complete food safety program for
a service industry food preparation organisation in line with
regulatory requirements outlined in:
the organisations policies and procedures
product specifications
monitoring documentation
ensure that the above food safety program:
reflects the following organisational characteristics:
- average clientele and at risk client groups with a
higher than average risk of harm from food
contamination
- equipment
- existing prerequisite programs
- facilities
- food items prepared and sold
- re-thermalisation and service requirements
- size and nature of organisation
provides suitable food safety systems and options for
the organisation for which it has been prepared
monitor, evaluate and identify improvements to the above
options for the structure and implementation of a food
safety program, using the hazard analysis and critical
control points (HACCP) method as the basis
consultative and communication mechanisms used by
organisations to develop and implement procedural
systems
key features of commonwealth, state or territory and local
food safety compliance requirements as they impact food
safety program development:
contents of national codes and standards that underpin
components of a food safety program, especially
procedures and monitoring documents
local government food safety regulations and audit
frequencies
consequences of failure to observe food safety policies
and procedures
contents of organisational food safety program, especially
policies and procedures:
Page 133 of 286
audit
cleaning and sanitation
communication
contingency management
corrective actions
equipment maintenance
evaluation
food:
- supply
- receiving
- storage
- preparation
- display
- service
- disposal
hazards:
- control methods for each critical point
- corrective actions
- systematic monitoring of hazard controls and
record keeping
personal considerations:
- dress
- hygiene
- protective equipment and clothing
pest control
record maintenance
training
food safety monitoring techniques:
bacterial swabs and counts
checking and recording that food is stored in
appropriate timeframes
chemical tests
monitoring and recording food temperatures using a
temperature measuring device accurate to plus or
minus one degree Celsius
monitoring and recording temperature of cold and hot
storage equipment
visually examining food for quality review
food safety management documents:
audit reports
audit tables
customer complaint forms
documented food safety program
food flow diagrams
food production records
hazard analysis table
incident reports where food hazards are found not to
be under control
policies, procedures and product specifications
records of the monitoring of hazard controls:
- any record required by local legislation
Page 134 of 286
ASSESSMENT
CONDITIONS
- illness register
- list of suppliers
- temperature control data
- training logs
verification records
HACCP or other food safety system principles, procedures
and processes as they apply to particular operations and
different food types:
critical control points for the specific food production
system and the predetermined methods of control,
especially time and temperature controls used in the
storage, preparation, display, service and cooking,
cooling and transporting of food
methods of food storage, production, display, service
and cooking, cooling and transporting, especially,
appropriate temperature levels for each of these
processes
main types of safety hazards and contamination
conditions for development of microbiological
contamination
environmental conditions and, temperature controls, for
storage
temperature danger zone and the two-hour and fourhour rule
choice and application of cleaning, sanitising and pest
control equipment and materials
high risk customer groups who are more susceptible to
harm from food contamination:
children or babies
pregnant women
aged persons
people with immune deficiencies or allergies
unwell persons.
Skills must be demonstrated in an operational hospitality

business for which a food safety plan is developed and
implemented. This can be:
the commonwealth, state, territory or local government
food safety authority
Australia New Zealand Food Standards Code.
LINKS

Page 135 of 286
GLC Governance and Legal

Compliance
SITXGLC001 Research and comply with regulatory requirements
UNIT CODE
SITXGLC001
UNIT TITLE
Research and comply with regulatory requirements
APPLICATION

knowledge required to comply with laws and licensing
requirements for specific business operations. It requires the
ability to access and interpret regulatory information,
determine scope of compliance, and develop, implement and
continuously review and update policies and practices for
business compliance.
The unit applies to regulatory requirements for day-to-day
business operations in all tourism, travel, hospitality and event
sectors and to special requirements for one-off events.
making a range of operational business and regulatory
compliance decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Governance and Legal Compliance
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Research
information required
for legal compliance.
1.1. Identify sources of information for compliance with laws

and licensing for business operations.
1.2. Evaluate areas of business operation and determine
scope of compliance requirements.
1.3. Access regulatory information relevant to specific
business operation.
1.4. Identify risks, penalties and consequences of
non-compliance.
1.5. Assess and act on need for specialist legal advice.
Page 136 of 286
2. Develop and
communicate
policies and
procedures for legal
compliance.
3. Ensure compliance
with legal
requirements.
4. Maintain personal
and organisational
knowledge of
regulatory
requirements.
2.1. Develop and clearly articulate regulatory policies and

procedures in a format readily accessible to all
personnel.
2.2. Nominate the roles and responsibilities of personnel for
regulatory compliance in policies and procedures.
2.3. Distribute policies, procedures and legal information to
personnel at appropriate times.
2.4. Organise information updates for personnel to ensure
their knowledge of roles and responsibilities for legal
compliance.
3.1. Communicate with regulatory authorities when planning
business operations and submit required documentation.
3.2. Maintain business and occupational licences and check
contractor compliance to avoid risk to business.
3.3. Continuously evaluate business operations for noncompliance and implement modifications.
4.1. Identify and use a range of opportunities to maintain
knowledge of current regulatory requirements.
4.2. Use organisational communication methods to share
updated regulatory knowledge.
4.3. Continuously review and distribute plans, policies and
procedures for compliance with current laws and
licensing requirements.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret unfamiliar and complex materials describing

research regulatory requirements specifically applicable to
the business operation.
write comprehensive yet easily accessible regulatory
complete complex documentation required by regulatory
authorities.
consult with regulatory authorities to determine the scope
of compliance requirements.
evaluate areas of business operation and determine scope
of compliance.
research, establish and regularly monitor all components of
a business compliance system.
SITXGLC501 Research and comply with regulatory
requirements
Page 137 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXGLC001 Research and

comply with regulatory requirements
role, and:
access and interpret regulatory information and determine
the scope of compliance for the operations of a specific
tourism, travel, hospitality or events business in relation to
at least six different areas of compliance
develop policies and procedures for legal compliance with
each of the above areas of compliance
integrate into compliance planning activities and
documentation:
sources of detailed information and advice on
regulatory compliance
objectives and primary components of a broad range of
local, state, territory and commonwealth government
laws relevant to the specific to the business operations
use of policies and procedures in managing regulatory
compliance.
legal responsibilities and liabilities of managers and
directors in varying business structures
sources of information and advice on regulatory
compliance:
local, state, territory or commonwealth government
departments or regulatory agencies
plain English documentation that explains the
operational requirements of legislation
computer data
the internet
discussions with experienced industry personnel
industry:
- accreditation operators
- associations and organisations
- developers of codes of conduct or ethics
- journals
- seminars
lawyers
networking with:
- colleagues
- suppliers
libraries
media
personal observations and experience
reference books
training courses
unions
Page 138 of 286
functions and general operating procedures of regulatory

authorities of particular relevance to the tourism, hospitality
and events industries
methods of receiving updated information on laws and
licensing requirements
use of policies and procedures in managing regulatory
compliance
formats for and inclusions in policies and procedures
objectives and primary components of local, state, territory
and commonwealth government laws to which all types of
businesses must comply and that cover:
anti-discrimination, especially provisions for equal
employment opportunity (EEO) and harassment
Australian Consumer Law (ACL) especially provisions
for refunds, exchanges and cancellations, terms and
conditions of quotations and consumer contracts
contracts
employer superannuation contributions
environmental protection especially provisions for
environmental hazard identification, use of minimal
impact practices and reporting of incidents
Fair Work Act 2009, especially provisions for National
Employment Standards (NES)
local community protection, especially provisions for
land management and access and protecting the
lifestyle of neighbouring residents
taxation
workplace relations
public liability and duty of care
work health and safety
workers compensation, especially provisions for injury
reporting and occupational rehabilitation
objectives and primary components of laws, codes,
standards and licensing requirements that impact on
specific operators in the tourism, hospitality and event
industries; chosen to be applicable to the individuals
context:
Copyright Act 1968
Criminal Code Act 1995 as it relates to child sex
offences outside Australia
European Economic Directive of Foreign Travel
food safety
Food Standards Australia New Zealand Act 1991
liquor licensing, especially as it relates to the
responsible service of alcohol
Privacy Act 1988
Queensland Tourism Services Act 2003
Residential Tenancy Act
responsible conduct of gaming regulation
for each relevant law, code, standard and licensing
requirement, the depth of knowledge must cover:
Page 139 of 286
ASSESSMENT
CONDITIONS
key practices that are prohibited by the law

auditing and inspection regimes
main consequences of non-compliance
need to apply for and maintain business or
occupational licensing and associated mandatory
training and certification requirements
requirements for record keeping and acceptable record
keeping mechanisms
statutory reporting requirements for businesses
key business insurances required
adherence to mandatory codes of conduct enshrined in
legislation
requirements to develop and implement plans, policies,
codes of conduct or incorporate certain business
practices
rights and responsibilities of employees and employers
other specific action that must be taken for legal
compliance
opportunities to maintain knowledge of regulatory
requirements:
discussions with experienced industry personnel
networking with colleagues and/or suppliers
participating in industry accreditation schemes
participating in industry seminars
membership of professional industry associations
participating in training courses
subscribing to regulatory newsletters.

hospitality or events business operation for which a tailored set
of regulatory requirements can be researched and compliance
management implemented. This can be:
communication technology used to administer regulatory
requirements
current legislation
government regulators
codes of practice and standards issued by regulatory
authorities
regulatory information and business management manuals
issued by industry associations or commercial publishers
current commercial policies and procedures used to
manage regulatory issues
sources of specialist legal advice:
compliance consultants
Page 140 of 286
LINKS
lawyers
local, state, territory or commonwealth government
departments or regulatory agencies.

Page 141 of 286
HRM Human Resource

Management
SITXHRM001 Coach others in job skills
UNIT CODE
SITXHRM001
UNIT TITLE
Coach others in job skills
APPLICATION

knowledge required to provide on-the-job coaching to
colleagues. It requires the ability to explain and demonstrate
specific skills, knowledge and procedures and monitor the
progress of colleagues until they are able to operate
independently of the coach.
The unit applies to experienced operational personnel and to
supervisors and managers who informally train other people in
new workplace skills and procedures.
It applies to all tourism, hospitality and event sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Human Resource Management
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Prepare for
on-the-job coaching.
1.1. Identify need for coaching based on a range of factors.

1.2. Identify specific coaching needs through discussion with
colleague and organise coaching sessions.
2.1. Explain overall purpose of coaching to colleague.
2.2. Explain and demonstrate specific skills.
2.3. Communicate required knowledge and check colleague
understanding.
2.4. Advise organisational procedures for completing
workplace tasks.
2.5. Provide colleague with opportunity to practise skill and
ask questions.
2.6. Provide feedback in constructive and supportive manner.
2. Coach colleagues
on-the-job.
Page 142 of 286
3. Follow up coaching.
3.1. Monitor progress of new workplace skills and provide

supportive assistance.
3.2. Report progress to the appropriate person.
3.3. Identify performance problems or difficulties with
coaching and rectify or refer to appropriate person for
follow-up.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
review workplace documentation completed by colleague.
use active listening and open questioning techniques to

confirm understanding.
calculate adequate time required for coaching and for the
colleague to complete required tasks.
complete own work tasks within designated timeframes
and simultaneously coach others in their job skills.
SITXHRM301 Coach others in job skills
Page 143 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXHRM001 Coach others

in job skills
role, and:
provide effective on-the-job coaching to four different
colleagues
address identified performance problems or difficulties
experienced by colleagues in each of the above coaching
sessions and rectify or refer as appropriate
evaluate colleagues performance and provide constructive
feedback as part of above coaching sessions
demonstrate the following during each of the above
coaching activities:
clear communication and demonstration of the
organisational tasks required of the colleague
completion of training within commercial time
constraints
application of the key principles of training.
KNOWLEDGE
EVIDENCE

communication techniques suitable to a workplace training
context
objectives and scope of the coaching
factors which impact need for coaching:
direction from colleagues
own observation and workplace experience
request for coaching from colleagues to be coached
key principles of training:
explanation
demonstration
review
listening to trainee explanation
observing and evaluating trainee demonstration
providing feedback
legislative work health and safety and hygiene
requirements
possible causes of performance problems or difficulties:
breakdown in communication
inappropriate circumstances for coaching
insufficient opportunity to practice
language or cultural barriers
shyness or lack of confidence.
ASSESSMENT
CONDITIONS

with colleagues requiring coaching. This can be:
Page 144 of 286

work tasks in which to coach others
colleagues in need of training; these can be:
colleagues in an industry workplace who are assisted
LINKS

Page 145 of 286
SITXHRM002 Roster staff

UNIT CODE
SITXHRM002
UNIT TITLE
Roster staff
APPLICATION

knowledge required to develop, administer and communicate
staff rosters. It requires the ability to plan rosters according to
industrial provisions, operational efficiency requirements, and
within wage budgets.
This unit applies to individuals responsible for developing staff
rosters for situations involving potentially large numbers of
staff working across a range of different service periods or
shifts. It does not apply to small office environments.
with limited guidance from others, including dedicated
specialist staff or operational supervisors and managers.
sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Develop staff
rosters.
1.1. Develop rosters according to relevant industrial

agreements and other considerations and wage budgets.
1.2. Maximise operational and customer service efficiency
while minimising wage costs.
1.3. Combine duties where appropriate to ensure effective
use of staff.
1.4. Roster teams with complementary skills mix to meet
operational requirements.
1.5. Take account of social and cultural considerations and
broader organisational policies that affect staff rosters.
1.6. Consult with colleagues to ensure input into rosters.
1.7. Use roster systems and equipment to administer rosters.
2.1. Present rosters in required formats to ensure clarity of
information according to organisational standards.
2.2. Communicate rosters to appropriate colleagues within
designated timeframes.
2. Present and
communicate
rosters.
Page 146 of 286
3. Maintain rostering
records.
4. Evaluate rosters.
3.1. Administer records of shift time completed by employees

or contractors.
3.2. Maintain staff rostering records according to
4.1. Monitor effectiveness of rosters in consultation with
colleagues.
4.2. Identify ways in which rosters and roster development
processes may be improved and take appropriate action.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
Teamwork skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret documents outlining opening and closing times,

operational hours, and expected customer traffic.
write potentially complex roster documentation.
ask colleagues questions to confirm their requirements
listen, understand and interpret messages.
complete planning activities involving dates, times and staff
ratios.
re-work rosters in cases of staff illness.
consider staff requests and personal commitments when

planning rosters.
use system capabilities and functions of rostering software
programs.
SITXHRM401 Roster staff
Page 147 of 286
TITLE
Assessment Requirements for SITXHRM002 Roster staff
PERFORMANCE
EVIDENCE

role, and:
prepare staff rosters that meet diverse operational
requirements across three different roster periods
demonstrate the following when preparing each of the
above staff rosters:
sufficient staff to ensure the delivery of required
services within wage budget constraints
appropriate skills mix of the team
compliance with industrial provisions and
organisational policy
completion of rosters within commercial and staff time
constraints.
KNOWLEDGE
EVIDENCE

sources of information on awards and other industrial
provisions
industrial agreements and other considerations which
impact the preparation of staffing rosters:
single or multiple awards and enterprise agreements
award provisions for:
- leave
- mandated breaks between shifts
- maximum allowed shift hours
- standard, overtime and penalty pay rates
overall number of hours allocated to different staff
members
use of:
- contractors and consideration of fees
- permanent or casual staff
key elements of applicable awards and enterprise
agreements:
leave provisions
mandated breaks between shifts
maximum allowed shift hours
standard, overtime and penalty pay rates
organisational policies which impact the preparation of
staffing rosters:
sociocultural-friendly organisational initiatives
family-friendly workplace initiatives
leave for:
- carers
- compassionate reasons
- illness or injury
- jury service
- long service
- maternity or paternity
- rehabilitation of injured workers
Page 148 of 286
ASSESSMENT
CONDITIONS
- study
recreation
industry sector:
role of rosters and their importance in controlling staff
costs
system capabilities and functions of rostering software
programs
different formats for and inclusions of staff rosters
different methods used to communicate rosters, both
electronic and paper-based
social, cultural and skills mix of the team to be rostered
full details of human resource policies and procedures
that cover leave provisions and socio-cultural issues
operational requirements of the business activity,
department or event subject to rostering
wage budget for the business activity, department or
event subject to rostering.

hospitality or events business operation or activity requiring
staff rostering. This can be:
computers, printers and rostering software programs
records of shift time and where relevant electronic
equipment used by staff to log commencement and
completion time of rostered duties
applicable industrial awards and enterprise agreements
operational information about the organisation or
department subject to rostering
information about the cultural and skills mix of a team
subject to rostering.
LINKS

Page 149 of 286
SITXHRM003 Lead and manage people

UNIT CODE
SITXHRM003
UNIT TITLE
Lead and manage people
APPLICATION

knowledge required to lead and manage people including in
teams and support and encourage their commitment to the
organisation. It requires the ability to lead by example and
manage performance through effective leadership.
The unit applies to individuals who operate independently and
are responsible for leading and motivating people and teams.
This includes supervisors, operational and senior managers.
sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Model high
standards of
performance and
behaviour.
1.1. Act as a positive role model through individual

performance.
1.2. Show support for and commitment to organisational
goals in day-to-day work performance.
1.3. Interact with team members in a positive and
2.1. Develop and clearly communicate short, medium and
long-term plans and objectives consistent with
organisational goals in consultation with the team.
2.2. Communicate expectations, roles and responsibilities of
team members to encourage them to take responsibility
for own work.
2.3. Encourage teams and individuals to develop innovative
approaches to work.
2.4. Identify and reward individual and team efforts and
contributions.
2.5. Model and encourage open and supportive
communication within the team.
2.6. Seek and share information from the wider business
environment with the team.
2.7. Represent team interests in the wider environment.
2. Develop team
commitment and
cooperation.
Page 150 of 286
3. Manage team
performance.
2.8. Seek feedback from team members and implement

changes within the bounds of organisational goals and
policies.
3.1. Delegate tasks and responsibilities, identify barriers to
delegation, and implement processes to overcome them.
3.2. Evaluate team member skills and provide opportunities
for individual development.
3.3. Monitor team performance to ensure progress towards
achievement of goals.
3.4. Provide mentoring and coaching to support team
members.
3.5. Motivate individuals and teams to achieve optimum
performance.
3.6. Provide recognition and rewards for team achievements.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Writing skills to:
Oral communication
skills to:
skills to:
UNIT MAPPING
INFORMATION
LINKS
prepare and document clear and articulate team plans.
overcome communication barriers in providing effective

support and motivation to a team.
ensure activities and initiatives important to team
development are integrated into own work planning.
SITXHRM402 Lead and manage people
Page 151 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXHRM003 Lead and

manage people
role, and:
monitor individual or team performance demonstrating at
least four of the following leadership and management
roles:
decision making
delegation of tasks
information provision
provision of feedback
motivation through recognition and rewards
planning and organising
seek and respond to feedback from team members during
the above service periods, in line with organisational goals
and policies in the following areas:
allocation or performance of work
effectiveness of communication within team, between
other teams or within organisation
efficiency or deficiency in workplace practices.
roles of and functions performed by supervisors and
managers:
decision making
delegating tasks
monitoring staff
planning and organising
providing information:
- organisation performance
- changes in organisational policies
- marketing information and targets
- overall organisational objectives
- plans for new equipment
- rationale for management decisions
- technology updates
- training developments
expectations, roles and responsibilities of team members:
adhering to policies and procedures
cooperative and open communication
nature and scope of work
relationships with others in the workplace and
interdependent areas of activity
reporting requirements
considerations in the individual development of staff:
change in job responsibilities
external training and professional development
formal promotion
internal training and professional development
Page 152 of 286
ASSESSMENT
CONDITIONS
opportunity for greater autonomy or responsibility

features of different leadership styles
features of open and supportive communication
characteristics of effective leadership
principles of teamwork and:
characteristics of effective teams
roles and attributes of team members
organisation of teams
potential team problems
benefits of effective teamwork
role and theories of motivation as they apply to the
management of individuals and teams
the role of group dynamics in successful team
management
forms of recognition and reward applicable to leading staff:
acknowledging individual good performance to the
whole team
incentive initiatives
informal acknowledgment
presenting awards
written reports to management
types of organisational plans and planning processes.

hospitality or events business operation or activity for which a
team is managed. This can be:
a team whose overall performance is the responsibility of
the individual; this can be:
LINKS

Page 153 of 286
SITXHRM004 Recruit, select and induct staff

UNIT CODE
SITXHRM004
UNIT TITLE
Recruit, select and induct staff
APPLICATION

knowledge required to coordinate the recruitment, selection
and induction of new staff members within the framework of
existing human resource policies and procedures. It requires
the ability to identify recruitment needs, develop selection
criteria, process and evaluate applications, select people
according to their attitude, aptitude and fit to the position and
coordinate induction programs.
The unit applies to senior personnel who operate
independently or with limited guidance from others, including
dedicated specialist staff or operational or senior managers.
It applies to all tourism, travel, hospitality and event sectors.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Identify recruitment
needs.
1.1. Identify recruitment needs based on monitoring of service

and efficiency levels in the organisation.
1.2. Consult colleagues about staffing needs and job
descriptions.
1.3. Obtain approval for recruitment according to
organisational recruitment policies.
1.4. Use job descriptions to develop clear and concise
selection criteria.
1.5. Ensure criteria incorporate customer service attitude and
experience to ensure a fit to the position.
2.1. Choose and organise selection processes taking into
account job skill requirements.
2.2. Create and disseminate advertisements for positions.
2.3. Process applications according to organisational policy.
2.4. Review applications against selection criteria and choose
applicants to progress to interview.
2.5. Inform unsuccessful applicants of decisions and provide
other recruitment information in appropriate media within
reasonable timeframes.
2. Administer
recruitment.
Page 154 of 286
3. Select staff.
4. Plan and organise

induction programs.
2.6. Establish any special needs and make necessary

arrangements for those progressing.
2.7. Document and file recruitment records and decisions
3.1. Use selection criteria as the basis for selection, ensuring
merit-based selection and adherence to equal
employment opportunity principles and law.
3.2. Participate in selection processes.
3.3. Evaluate applicants for customer service attitude and
experience to ensure a fit to the position.
3.4. Select people according to their attitude, aptitude and fit
to the existing organisational culture.
3.5. Communicate selection recommendations to appropriate
colleagues.
3.6. Make employment offers according to organisational
procedures.
3.7. Advise new employees about employment details
3.8. Create and maintain accurate, clear and complete
records of the selection process.
4.1. Plan content and format of induction programs to reflect
organisational objectives and policies.
4.2. Include all appropriate information in induction programs
4.3. Liaise with operational colleagues to ensure induction
programs are implemented in a manner that minimises
operational disruption.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
Teamwork skills to:

skills to:
evaluate job applications against selection criteria

interpret and follow:
equal employment opportunity (EEO) and other
employment related legislation.
construct complex and varied documentation for
recruitment advertisements, selection criteria and induction
program content.
conduct interviews and adapt interview techniques to meet
the needs of social and cultural groups.
calculate advertising costs and salary levels.
identify deficiencies in applications and resolve by readvertising or choosing different recruitment methods.
consult team members about staffing needs and select
new staff members that will complement existing workers.
evaluate staffing requirements and plan for recruitment of
appropriate numbers.
Page 155 of 286
UNIT MAPPING
INFORMATION
LINKS
SITXHRM501 Recruit, select and induct staff

Page 156 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXHRM004 Recruit,

select and induct staff
role, and:
administer the recruitment, selection and induction process
for each of the following recruitment needs at least once:
casual, contract or temporary
full time or part-time permanent
volunteer
develop selection criteria for each of the above recruitment
needs
conduct fair and equitable selection interviews for each of
the above recruitment situations
evaluate at least one applicant in each of the above
selection processes to select individuals that meet a
specific organisational need.
recruitment and selection practices
formats for and inclusions of selection criteria and job
advertisements
effective advertising media
features of an effective recruitment advertisement
roles of recruitment agencies
relationships of job descriptions to selection criteria and
ways to develop clear and concise selection criteria
methods of linking interview questions to selection
criteria
key elements of applicable awards
nature and role of induction programs and typical
content
roles and responsibilities of different personnel in the
recruitment and induction process
required make-up of interview panels
procedures for employment checks
full content of recruitment and human resource policies
and in particular:
- approval processes for advertised salaries and
recruitment of new personnel
- nature and content of job advertisements and
communications with applicants
- participants in interview panels
- required skills profile of potential employees for
particular jobs
- role of different personnel in the recruitment and
induction process
- timing and nature of induction programs
Page 157 of 286
use of different media in the recruitment process

use of government-subsidised traineeships and
apprenticeships
key elements of equal employment opportunity (EEO)
employment laws and how they must be implemented in
recruitment and selection processes
records required of recruitment and selection process:
administrative documents
interview schedules
interviewer details
selection panel comments, score sheets and
recommendations
records of interview
selection process:
checks:
- police
- reference
- working with children
- qualifications
evaluation of portfolios
exchange of written information
interviews:
- by human resource specialists, department
managers or selection committees
- face-to-face
- teleconference
- telephone
- videoconference
presentation to a selection committee
skills tests
special arrangements required in the organisation of
selection procedures:
access:
- parking
- security clearance
using:
- assistive technology
- electronic presentation media
- interpreters
- special interview techniques for those with
disabilities
- teleconference
- videoconference
- visual information and diagrams instead of written
material
information for inclusion in induction programs:
conditions of employment
contact details for various departments or colleagues
current organisational focus or initiatives
employee:
- benefits
- responsibilities
Page 158 of 286
ASSESSMENT
CONDITIONS
- rights
enterprise:
- culture
- goals
- objectives
- responsibilities
- vision
key organisational policies and procedures
industrial arrangements for the organisation
orientation of:
- departmental locations and equipment
- staff amenities
- off-site operations
- whole of business premises
organisational charts
payroll information:
- awards and applicable pay rates
- superannuation
- wage payments
policies and procedures specific to the job role
work health and safety information.

events business operation or activity for which new staff
members are recruited and selected. This can be:
operational information about the organisation or activity
subject to recruitment
organisational specifications that are industry current:
recruitment and induction documentation
job descriptions, linked selection criteria and interview
questions
key human resource policies
multiple applicants with whom the individual can interact;
these can be:
LINKS

Page 159 of 286
SITXHRM005 Manage volunteers

UNIT CODE
SITXHRM005
UNIT TITLE
Manage volunteers
APPLICATION
This unit covers the performance outcomes, skills and

knowledge required to manage a volunteer workforce,
maximising the retention of its members. It requires the ability
to determine and evaluate volunteer staffing requirements, and
recruit, select and train volunteers.
The unit applies to individuals working in any industry who
need to manage volunteer involvement in business or
community activities.
with limited guidance from others, including dedicated
specialist staff or operational supervisors and managers.
It is particularly relevant in the community, cultural, sporting,
events and tourism sectors where volunteers feature
prominently as part of the workforce, both as part of one-off
events and ongoing activities.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Research, determine
and define needs for
volunteer
involvement.
1.1. Determine and evaluate volunteer requirements based

on analysis of relevant human resource information and
consultation with relevant stakeholders.
1.2. Assess benefits, costs and risks to the organisation of
volunteer involvement.
1.3. Establish and assess requirements and impacts of
relevant legislation and industry codes.
1.4. Define overall volunteer roles according to specific
organisational or project requirements and plan for
recruitment of appropriate numbers and skills.
2.1. Identify and incorporate consideration of volunteer social
and other motivations in work design programs.
2.2. Develop appropriate position descriptions based on
review of volunteer roles.
2.3. Establish and incorporate volunteer rewards into
recruitment program.
2. Undertake volunteer
recruitment.
Page 160 of 286
3. Maximise volunteer
retention.
2.4. Communicate and delegate responsibility for volunteer

coordination to relevant paid personnel.
2.5. Identify key target areas from which volunteers might be
recruited.
3.1. Develop a climate of recognition and support for
volunteers through representation in the wider
environment.
3.2. Identify and incorporate individual requirements of
volunteers into work role design.
3.3. Arrange suitable induction and training for volunteers to
ensure work roles, rights and responsibilities are clearly
understood.
3.4. Liaise with volunteers regularly to monitor experience
from both organisation and volunteer perspective.
3.5. Identify and evaluate areas of concern and initiate
follow-up action.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
research sources of a volunteer workforce.
Writing skills to:
Oral communication
skills to:
write volunteer recruitment information and position

descriptions.
provide information about volunteer responsibilities and
responsibility for volunteer coordination to paid personnel
discuss volunteers experience with the organisation.
estimate numbers of volunteers.
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
research and evaluate aspects of volunteer recruitment

and management
identify and resolve volunteer skill deficiencies through
training, coaching or reassignment of duties.
SITXHRM502 Manage volunteers
Page 161 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXHRM005 Manage

volunteers
role, and:
determine volunteer staffing requirements for an
organisation, project or activity
recruit and select volunteers for the above organisational
requirements, project or activity, noting details of the
following:
preparation of position description
targeted sources for recruitment
volunteer rewards
prepare and implement induction and training for the above
volunteers
maximise retention of those volunteers recruited above by:
monitoring their volunteer experience
evaluating their involvement in organisation, project or
activity, and following up as required.
contribution made by volunteers in the relevant industry or
community sector
motivational patterns of volunteers
benefits, costs and risks to an organisation of using
volunteers:
community development
community engagement
financial implications
impact on the paid workforce
risks of using untrained or partially trained staff
human resource management practices and principles for
volunteers:
defining broad work roles and position descriptions
recruitment methods
training requirements
information inclusions in volunteer position descriptions:
accountability
commitment
reimbursement of costs
required knowledge
responsibilities
rewards
skills and attributes
contribution of volunteer work to broader organisational or
project goals and strategies
insurance issues that impact on using a volunteer
workforce
key elements of legislation that impact on managing
volunteers:
Page 162 of 286
ASSESSMENT
CONDITIONS
equal employment opportunity (EEO)

work health and safety (WHS)
workplace relations.
Skills must be demonstrated in an operational business or

activity for which volunteers are recruited, selected and
managed. This can be:
a simulated industry environment or activity.
organisation specifications:
operational information about the organisation or
activity subject to volunteer use
current recruitment documentation
volunteer position descriptions
volunteers with whom the individual can interact; these can
be:
volunteers in an industry environment who are assisted
LINKS

Page 163 of 286
SITXHRM006 Monitor staff performance

UNIT CODE
SITXHRM006
UNIT TITLE
Monitor staff performance
APPLICATION

knowledge required to monitor staff performance within the
framework of established performance management systems.
It requires the ability to monitor the day-to-day effectiveness of
staff and conduct structured performance appraisals and
formal counselling sessions.
The unit applies to senior personnel who operate
independently or with limited guidance from others, including
dedicated specialist staff or operational supervisors and
managers.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Monitor staff
performance and
provide feedback.
1.1. Consult with and inform colleagues about expected

standards of performance using appropriate
communication mechanisms.
1.2. Monitor ongoing performance through regular
performance appraisals and by maintaining close contact
with the workplace and colleagues.
1.3. Regularly provide colleagues with guidance and support
to enhance their work performance.
1.4. Provide recognition and rewards for achievements and
outstanding performance.
1.5. Identify need for further coaching or training and organise
according to organisational policies.
2.1. Identify and investigate performance problems.
2.2. Use feedback and coaching to address performance
problems.
2.3. Discuss and agree on possible solutions with the
colleague.
2.4. Follow up outcomes of informal counselling through
review in the workplace.
2.5. Organise and conduct a formal counselling session when
needed according to required procedures.
2. Recognise and
resolve performance
problems.
Page 164 of 286
3. Implement
performance
management
systems.
3.1. Implement formal performance management systems.

3.2. Conduct individual performance evaluations openly and
fairly.
3.3. Complete and file performance management records.
3.4. Agree on courses of action with colleagues and follow up
in workplace.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Teamwork skills to:
UNIT MAPPING
INFORMATION
LINKS
review staff records and performance management

documents.
record potentially complex and sensitive information about
staff performance.
provide effective feedback, coaching and counselling to
team members.
evaluate factors contributing to poor staff performance.
monitor the performance of individuals and their effect on

the team, and take corrective action to enhance whole of
team performance.
SITXHRM503 Monitor staff performance
Companion Volume Implementation Guide
Page 165 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXHRM006 Monitor staff

performance
role, and:
monitor the effectiveness of staff in relation to at least six
of the following standards of performance:
adherence to procedures
cost minimisation
level of accuracy in work
personal presentation
productivity
punctuality
response times
team interaction
waste minimisation
provide supportive feedback and guidance for improving
standards of performance to above staff
conduct structured performance appraisals and formal
counselling and training sessions for staff members, in line
with established organisational procedures
recognise outstanding performance according to
organisational policies.
role and importance of monitoring staff performance and
providing feedback and coaching
key elements of performance standards and performance
management systems:
methods of collecting performance data
methods of interpreting performance data
processes for performance appraisal interviews
type of assessment:
- self
- peer
- team
productivity indicators
forms of guidance and support to enhance staff
performance:
advice on training and development opportunities
confirmation of organisational objectives and key
performance requirements
ensuring adequate resources are applied
opportunity to discuss work challenges
providing confirmation and corrective feedback
representing staff interests in other forums
support with difficult interpersonal situations
potential solutions to staff performance issues:
additional training
Page 166 of 286
ASSESSMENT
CONDITIONS
adjusting workload
agreeing on short-term goals for improvement
assisting with problems outside of the workplace
reorganising work practices
performance appraisal practices:
reasons for performance appraisal
format for, and inclusions of, performance appraisal
documents
methods of appraising performance
procedures for performance appraisal interviews
procedures for formal performance management and
counselling sessions:
- formal notification to staff member and
management
- invited participation of appropriate people
- organisation of appropriate location for counselling
session
grievance procedures.
Skills must be demonstrated in an operation for which staff

performance is monitored. This can be:
commercial procedures for conducting performance
appraisals and formal counselling sessions
current performance appraisal and counselling
documents
team members with whom the individual can interact;
these can be:
team members in an industry workplace who are
assisted by the individual during the assessment
process; or
LINKS

Page 167 of 286
INV Inventory
SITXINV001 Receive and store stock
UNIT CODE
SITXINV001
UNIT TITLE
Receive and store stock
APPLICATION

knowledge required to check and take delivery of stock and
appropriately store, rotate and maintain the quality of stock
items.
It does not include specialist stock control processes for
perishable foodstuffs which are covered by SITXINV002
Maintain the quality of perishable items.
The unit is relevant to organisations where stock control is an
integral and essential part of business operations, and where
there are control issues to be considered. The unit is not
appropriate for situations where stock management is very
simple, such as controlling stationery supplies in a small office.
It applies to operational personnel who work with very little
independence and under close supervision. They apply little
discretion and judgement and follow predefined organisational
procedures to report any stock-related discrepancies to a
higher level staff member for action.
sectors and to any type of stock.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Inventory
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Take delivery of
stock.
1.1. Check incoming stock against orders and delivery

documentation.
1.2. Identify, record and report discrepancies.
1.3. Inspect items for damage, quality and use-by dates and
record findings according to organisational procedures.
Page 168 of 286
2. Store stock.
3. Rotate and maintain

stock.
1.4. Record details of incoming stock according to

2.1. Promptly transport stock to, and store in, appropriate
storage area.
2.2. Use safe manual handling techniques to avoid injury
when moving and storing stock.
2.3. Label stock according to organisational procedures.
2.4. Report on excess stock according to organisational
procedures.
3.1. Rotate stock for maximum use and minimum wastage.
3.2. Regularly check the quality of stock and report findings.
3.3. Safely dispose of all excess or spoilt stock and waste,
especially hazardous substances, to minimise negative
environmental impacts.
3.4. Maintain cleanliness of stock handling and storage areas,
and identify and report problems.
3.5. Use stock control systems and equipment according to
organisational speed and accuracy requirements.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

Oral communication
skills to:
Numeracy skills to:
skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret order and delivery documentation, use-by dates,

stock labels, and organisational procedures.
record details of incoming stock and prepare simple reports
about stock discrepancies and quality.
make accurate verbal reports of stock discrepancies and
quality.
count incoming, stored, and rotated stock items.
conduct stock activities in a logical and time-efficient work
flow.
use a computer, keyboard and stock control software
use electronic stock control equipment.
SITXINV201 Receive and store stock
Page 169 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXINV001 Receive and

store stock
role, and:
receive, store and maintain six different stock deliveries
correctly interpret stock orders and delivery documentation
for items received in the above deliveries
complete stock documentation relating to each of the
above stock deliveries
integrate into the above work activities:
security procedures
manual handling techniques
commercial time constraints.
principles of stock control:
rotation and replenishment
product life cycle and maximising the use of all stock
checking for slow moving items
segregation of non-food items from food items that
have potential to cross-contaminate
stock control systems:
bin card system
imprest system
integrated point-of-sale system
ledger system
stock control procedures and template documents and
reports for:
ordering
levels
loss
performance
monitoring of quality
receipt
reorder cycles
rotation
security
stocktakes
valuation
wastage
storage requirements for different kinds of stock
use of stock control equipment and software where
appropriate
specific industry sector, types of:
computerised stock control systems; their functions
and features
electronic equipment used for stock control; their
functions and features
Page 170 of 286
ASSESSMENT
CONDITIONS
stock recording documentation

stock security systems
storage and their suitability for different kinds of stock
relevant stock
product life and storage requirements for specific
goods
procedures for security, recording incoming stock,
reporting on discrepancies, deficiencies, and excess
stock
order and delivery documentation
safe manual handling techniques for the receipt,
transportation and storage of stock
safe and correct use of equipment
correct and environmentally sound disposal methods for
all types of waste and in particular for hazardous
substances.

where stock is received and stored. This can be:
computers, printers and stock control software systems
electronic equipment used for stock control
diverse and comprehensive range of tourism, hospitality
or event industry stock items
current commercial stock recording procedures and
documentation for the receipt and storage of stock.
LINKS

Page 171 of 286
SITXINV002 Maintain the quality of perishable items

UNIT CODE
SITXINV002
UNIT TITLE
Maintain the quality of perishable items
APPLICATION

knowledge required to maintain the quality of perishable
supplies for food and beverage, commercial cookery or
catering operations. It requires the ability to store perishable
supplies in optimum conditions to minimise wastage and avoid
food contamination.
It does not include general stock control processes which are
covered by SITXINV001 Receive and store stock.
The unit is particularly important within a food safety regime
and applies to hospitality and catering organisations, including
hotels, restaurants, clubs, educational institutions, health
establishments, defence forces, cafeterias, residential
caterers, in flight and other transport caterers, event and
function caterers.
Personnel at many levels use this skill in the workplace during
the course of their daily activities, including cooks, chefs,
caterers, and kitchen attendants.
PREREQUISITE UNIT

COMPETENCY FIELD
Inventory
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Store supplies in
appropriate
conditions.
1.1. Conduct temperature checks on delivered goods

ensuring they are within specified tolerances.
1.2. Record temperature results according to organisational
procedures.
1.3. Identify deficiencies with delivered food items, and reject
supply within scope of own responsibility, or report
findings.
1.4. Choose and prepare correct environmental conditions for
the storage of perishable supplies.
1.5. Date code perishable supplies to maximise their use.
1.6. Promptly store supplies in appropriate storage area to
minimise wastage and avoid food contamination.
Page 172 of 286
2. Maintain perishable
supplies at optimum
quality.
3. Check perishable
supplies and dispose
of spoilt stock.
2.1. Regularly check and adjust environmental conditions of

all storage areas and equipment to maintain perishable
supplies at optimum quality.
2.2. Conduct temperature checks according to food safety
procedures, and protect supplies from spoilage.
2.3. Protect supplies from damage of cross-contamination
and pests.
2.4. Rotate perishable supplies for maximum use according to
expiration dates.
3.1. Regularly check perishable supplies for quality.
3.2. Inspect items for animal and pest damage and report
incidents of infestation.
3.3. Identify deficiencies, and report findings or dispose of any
non-usable supplies within scope of own responsibility.
3.4. Safely dispose of spoilt stock and waste to minimise
negative environmental impacts.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
write stock rotation labels and simple documents that

record temperature results.
make simple verbal reports on the disposal of perished
supplies.
read a thermometer correctly to measure temperatures
estimate times for regular temperature checks.
use thermometers and adjust temperature and humidity
controls on storage equipment.
SITXINV202 Maintain the quality of perishable items
Page 173 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXINV002 Maintain the

quality of perishable items
role, and:
conduct temperature and quality checks on each of the
following delivered goods to establish whether they are
within allowable tolerances:
cold or chilled foods
frozen foods
raw foods
reheated foods or ingredients
maintain quality of at least six of the following range of
perishable supplies for food and beverage, commercial
cookery or catering operations:
beverages
dairy products
frozen goods
fruit
meat
poultry
seafood
vegetables
identify spoilt stock and dispose of according to
contents of stock date codes and rotation labels
meaning of:
wastage to a commercial catering organisation and
reasons to avoid it
contaminant, contamination and potentially hazardous
foods as defined by the Australia New Zealand Food
Standards Code
reasons for protecting food from contamination
different types of contamination:
microbiological
chemical
physical
methods of rejecting contaminated food
potential deficiencies of delivered perishable food items:
contaminated food
food that is intended to be:
- frozen but has thawed
- chilled but has reached a dangerous temperature
zone
packaged food that is exposed through damaged
packaging
Page 174 of 286
correct environmental storage conditions for each of the

main food types specified in the Performance Evidence:
correct application of humidity and temperature
controls
correct ventilation
protecting perishables from exposure to:
- heating or air conditioning
- accidental damage through people traffic
- environmental heat and light
sanitary cleanliness
storing perishables:
- in dry stores
- in cool rooms
- in freezers
- in refrigerators
- sanitised and hygienic conditions
- at room temperature
food safety procedures and standards for storage of
perishable supplies:
appropriate containers
labelling and coding
first in first out methods
storage environments
temperature, humidity, light and ventilation
specifications for storage
cleaning and sanitising processes for food storage
areas
quarantining the storage of items that are likely to be
the source of contamination of food:
- chemicals
- clothing
- personal belongings
indicators of spoilage and contamination of perishable
supplies:
degradation of flavour, aroma, colour and texture
enzymic browning
drying and hardening
crystalisation
infestation of animal and pest waste
mould
exposed packaged food through damaged packaging
odour
indictors of quality of perishable items:
currency of best by or use by dates
freshness
size
weight
correct and environmentally sound disposal methods for
kitchen waste and hazardous substances.
Page 175 of 286
ASSESSMENT
CONDITIONS

that makes use of perishable food and beverage supplies. This
can be:
a simulated industry environment, such as a training
kitchen or food and beverage outlet serving customers.
commercial refrigeration facilities:
freezer
fridge
designated:
delivery area
storage areas for dry goods and perishables
recording systems
proformas used by the workplace
diverse and comprehensive range of perishable food
supplies for commercial cookery or catering operations for
the groups selected from the list in the Performance
Evidence
current commercial stock control procedures and
documentation for the ordering, monitoring and
maintenance of stock
temperature recording charts
thermometers.
LINKS

Page 176 of 286
SITXINV003 Purchase goods

UNIT CODE
SITXINV003
UNIT TITLE
Purchase goods
APPLICATION

knowledge required to determine the purchasing requirements
for goods, source suppliers, discuss requirements, and assess
the quality of goods before purchase.
It does not cover the specialist skills to systematically
purchase and control the supply of goods for an organisation.
These skills are covered by:
SITXINV004 Control stock
SITXINV005 Establish stock purchasing and control
systems.
industry sectors where the purchase of any type of good takes
place, including food and beverage supplies. Purchasing
goods may involve placing an order for future delivery or
purchasing goods face-to-face and taking immediate delivery.
The unit applies to operational personnel who operate with
some level of independence and under limited supervision.
This includes tour coordinators, account managers for
professional conference organisers, event coordinators and
banquet coordinators. In a kitchen environment it can apply to
chefs of all levels, including commis chefs, but in larger
organisations purchasing often remains the responsibility of
sous chefs and executive chefs.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Inventory
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Determine
purchasing
requirements.
1.1. Access and interpret information and discuss end product

requirements with relevant personnel to determine goods
to be purchased.
1.2. Check and assess quality and suitability of stock on hand
before proceeding with new purchases.
1.3. Maximise use of suitable stock on hand to avoid
wastage.
Page 177 of 286
2. Source suppliers
and discuss
requirements.
3. Assess quality of
goods and make
purchase.
1.4. Use forecasting methods to calculate required quantity of

goods.
1.5. Determine price limitations for the purchase of goods
using job costings.
1.6. Develop purchase lists and prioritise purchasing
requirements according to organisational deadlines.
2.1. Source and review potential suppliers and comply with
organisational procedures for the supply of goods.
2.2. Inform supplier of requirements and specifications.
2.3. Confirm availability of supply to meet production
requirements.
2.4. Seek price for the supply and negotiate costs within
scope of individual responsibility and organisational
policy.
2.5. Refer complex supply issues to a higher level staff
member for action.
3.1. Assess supplier capacity to meet price, quality and
delivery expectations.
3.2. Complete assessment of quality of goods.
3.3. Select supplier and purchase goods based on price,
availability and quality, and within scope of individual
responsibility and organisational policy.
3.4. Keep accurate purchase records.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
skills to:
Teamwork skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
comprehend and follow operational documents that

describe purchasing requirements for recipes, menus,
itineraries, event running sheets, and organisational
procedures.
write purchase orders and descriptive purchase
specifications for suppliers.
discuss product and purchase requirements with
supervisors and managers.
interpret job costings and calculate supplier costs.
purchase from the most cost-effective supplier.
discuss production requirements with supervisors and

managers to determine purchase requirements.
prioritise purchasing requirements according to
organisational deadlines.
use a calculator to assist with supply numbers and costs.
SITXINV301 Purchase goods
Page 178 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXINV003 Purchase

goods
role, and:
determine and confirm purchasing requirements for at least
six of the goods listed in the knowledge evidence
make purchase arrangements for the goods to meet
different:
end product requirements
customer specifications:
- numbers
- special requests
assess supplier capacity to meet price, quality and delivery
expectations for each of the above goods
complete above purchasing activities following
organisational requirements for stock ordering, including
procedures and documentation.
features of products sold and the expected level of
quality
formats for and contents of workplace documents that
describe supply requirements
forecasting methods for calculating required quantity of
goods
formats for and inclusions of job costings that describe
purchase price limitations
sources of product and supplier information
sources of information on negotiated cost of supply,
contractual arrangements and preferred supplier
arrangements
formats for and inclusions of supplier specifications for
the purchase of goods
full content of stock ordering procedures and
documents
individual stock ordering responsibilities
sources of information to determine purchase
requirements:
buffet designs
catering orders
customer specifications:
- numbers
- special requests
event orders
event running sheets
function orders
menus
operational itineraries for crew
Page 179 of 286
passenger itineraries
passenger lists
recipes
reservation profiles
rooming lists
standard yields
goods that need to be purchased by a business:
alcoholic or non-alcoholic beverages
cleaning agents and chemicals
customer travel products:
- luggage labels
- travel bags
- travel wallets
- tickets
- vouchers
event supplies
food:
- dairy products
- dry goods
- fresh goods
- frozen goods
- fruit or vegetables
- meat, poultry or seafood
fuel:
- aircraft
- coaches
- hire cars
- vessels
general stores
housekeeping supplies
linen
merchandise
uniforms
considerations in determining quality and suitability of
stock on hand:
ability to meet customer requirements:
- numbers
- special dietary requirements
- special requests
ability to meet requirements of:
- event
- menu
- recipe
- touring itinerary
for food:
- currency of best by or use by dates
- freshness
- size
- weight
- numbers of goods on hand
organisational procedures for the supply of goods:
Page 180 of 286
ASSESSMENT
CONDITIONS
completing purchase orders

gaining authority to purchase
limitations on which suppliers can be used
who is authorised to negotiate and purchase
assessment of supplier capacity to meet price, quality and
delivery expectations:
comparing price with previous supply costs
visual assessment
taste test for food
visual assessment
taste test for food
checking on others satisfaction with the supplier
determinants of the quality of goods:
ability to meet:
- customer specifications
- organisational quality specifications
- portion requirements
currency of best by or use by dates
freshness
size
weight.

events business or activity for which goods are purchased.
This can be:
diverse and comprehensive range of tourism, hospitality or
event industry supply items that can be assessed for
quality and suitability
operational workplace specifications:
details of supplier contracts
job costings
documentation for the ordering of goods.
LINKS

Page 181 of 286

UNIT CODE
SITXINV004
UNIT TITLE
Control stock
APPLICATION

knowledge required to process stock orders, maintain stock
levels, minimise stock losses, manage stocktakes and
maintain all documents that relate to the administration of any
type of stock.
sectors. The unit is relevant to organisations where stock
control is an integral and essential part of business operations,
and where there are complex ordering and control issues to be
considered. The unit is not appropriate for situations where
stock management is very simple, such as controlling
stationery supplies in a small office.
The unit applies to stock control personnel who operate
independently, have responsibility for others and make a range
of decisions on the overall administration of stock.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Inventory
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Maintain stock levels

and records.
1.1. Use stock control systems and equipment to administer

all stock control and ordering processes.
1.2. Monitor and maintain stock levels to meet organisational
requirements.
1.3. Monitor stock security and adjust procedures as required.
1.4. Inform colleagues of their individual stock ordering
responsibilities.
1.5. Maintain records of stock levels and create reports
according to organisational procedures.
1.6. Monitor stock performance, and identify and report fast or
slow-selling items.
1.7. Monitor and adjust stock reorder cycles.
2.1. Process orders for stock according to organisational
procedures.
2.2. Maintain stock levels and record current accurate details.
2. Process stock
orders.
Page 182 of 286
3. Minimise stock
losses.
4. Follow up orders.
5. Organise and
administer
stocktakes.
2.3. Check and record incoming stock against purchase and

supply agreements.
3.1. Regularly check storage of stock and ensure its
protection.
3.2. Identify, record and report stock losses.
3.3. Identify avoidable losses and establish reasons for them.
3.4. Recommend solutions and implement procedures to
prevent future losses.
4.1. Monitor delivery of stock to ensure agreed deadlines are
met.
4.2. Liaise with suppliers to ensure continuity of supply.
4.3. Resolve routine supply problems or refer to appropriate
person for action.
4.4. Distribute stock within the organisation according to
required allocations.
5.1. Organise stocktakes at appropriate intervals.
5.2. Allocate stocktaking responsibilities to staff and supervise
the operation of the stocktake.
5.3. Produce accurate stocktake reports within designated
timelines.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
Teamwork skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret supplier purchasing agreements, purchase orders,

records of incoming stock and organisational procedures.
prepare detailed reports on stock levels, performance,
losses and stocktakes.
discuss reasons for stock losses with staff.
calculate:
supplier costs and complex order costs
complex details of stock on hand and stock losses and
produce complex numerically-based reports
reconcile incoming stock and invoices against purchase
orders.
direct staff on ordering responsibilities and supervise staff
participation in stocktakes.
efficiently order and maintain stock so that stock levels
meet organisational requirements.
use a computer, keyboard and stock control software
use electronic stock control equipment.
Page 183 of 286
TITLE
Assessment Requirements for SITXINV004 Control stock
PERFORMANCE
EVIDENCE

role, and:
order, control and administer continuous and efficient
supply relating to at least six different types of stock items
use stock control procedures to monitor and maintain stock
levels for the above items over a stock life cycle period that
includes a stocktake
produce and distribute stock control reports
complete above stock order and reporting activities within
commercial time constraints.
KNOWLEDGE
EVIDENCE

principles of stock control:
rotation and replenishment
product life cycle and maximising the use of all stock
checking for slow moving items
segregation of non-food items from food items that
have potential to cross-contaminate
bin card system
imprest system
ledger system
stock control procedures, template documents and reports
for:
ordering
levels
loss
performance
receipt
reorder cycles
rotation
security
stocktakes
valuation
wastage
storage requirements for different kinds of stock
appropriate
types of computer stock control systems used, their
electronic equipment used for stock control; their
Page 184 of 286
ASSESSMENT
CONDITIONS
types of storage and their suitability for different kinds

of stock
methods to monitor and maintain stock levels
relevant stock and product life and storage
requirements for specific goods
departmental or individual stock ordering
responsibilities
full content of stock control and security procedures
sources of information on negotiated cost of supply,
contractual arrangements and preferred supplier
arrangements
full content of stock ordering procedures and
documents
stock reorder cycles
stock level reports
stock performance reports
stock loss reports
full content of stocktake procedures, documents and
reports
reasons for stock loss and damage and methods to
control these
considerations in the protection of stock:
avoiding cross contamination
correctly applying humidity and temperature controls
correct ventilation
securing stock
storing stock in correct location and conditions to avoid
damage
treating pest and vermin infestations.

hospitality or events environment where stock levels are
monitored and maintained. This can be:
diverse and comprehensive range of tourism, travel,
hospitality or event industry stock items that are monitored
and maintained
documentation for the ordering, monitoring and
maintenance of stock.
LINKS

Page 185 of 286
SITXINV005 Establish stock purchasing and control systems

UNIT CODE
SITXINV005
UNIT TITLE
Establish stock purchasing and control systems
APPLICATION

knowledge required to establish and implement stock control
and cost-effective stock purchasing and supply systems for a
business.
industry sectors. The unit is relevant to organisations where
stock management is an integral and essential part of
business operations, and where there are complex purchasing
and control issues to be considered. The unit is not
appropriate for situations where stock management is very
simple, such as controlling stationery supplies in a small office.
It applies to senior managers who operate with significant
autonomy and who are responsible for making a range of
strategic management decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Inventory
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Determine stock
requirements.
1.1. Use business data, forecasting methods and standard

measures to calculate required stock levels.
1.2. Determine stock requirements for standard business
periods, peak seasons and special events.
1.3. Establish cost-effective purchase quantities based on
business information and supplier advice.
2.1. Evaluate quality of supply, based on feedback from
colleagues and customers.
2.2. Source and review potential suppliers.
2.3. Develop appropriate and accurate purchase
specifications.
2.4. Assess suppliers against specifications, considering all
relevant factors.
2.5. Assess terms of purchase, and negotiate with suppliers
to achieve optimum supply arrangements.
2.6. Adjust sources of supply and make accurate records of
agreements.
2. Establish optimum
supply
arrangements.
Page 186 of 286
3. Develop and
implement stock
control systems.
3.1. Develop stock control systems and communicate to

relevant staff.
3.2. Develop special control systems for stock with high
wastage or loss.
3.3. Monitor workplace systems and make adjustments
according to feedback and operational experience.
3.4. Initiate training of staff to minimise stock wastage.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:

skills to:
skills to:
interpret complex supplier cost sheets, specific terms of

purchase, and supplier contracts
sort and analyse information to make decisions on supply
arrangements.
prepare complex and accurate purchase specifications and
stock control system documents.
negotiate complex supply arrangements and liaise with
stock suppliers.
work with budgets
interpret complex stock performance, wastage and
stocktake reports
interpret supply costs and calculate cost-effective
quantities for purchase.
monitor the quality and cost of supply, identify deficiencies
and adjust purchasing arrangements.
negotiate cost-effective supply and maximise profitability.
plan, establish and monitor stock control systems.
use a computer, keyboard and stock control software.
UNIT MAPPING
INFORMATION
LINKS
SITXINV601 Establish stock purchasing and control systems
Writing skills to:
Oral communication
skills to:
Numeracy skills to:

Page 187 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXINV005 Establish

stock purchasing and control systems
role, and:
establish and implement cost-effective stock purchasing
and control systems for at least six of the stock items listed
in the knowledge evidence
monitor stock control systems involving the above stock
items, stock quality and cost-effectiveness of supply over
one stock cycle
produce stock control reports and data required to
calculate cost-effective purchasing of the above items.
forecasting methods for calculating required stock
levels
formulas for yield testing and use of standard
measures
methods to calculate cost-effective order quantities for
different stock items
types of computer stock control systems used, their
types of storage and their suitability for different kinds
of stock
supply sources for different types of product
appropriate terminology and formats for, and inclusions
of, purchase specifications
relevant stock and product life and storage
requirements for specific goods
standard business periods, peak seasons and special
events
sources of business data relevant to stock purchasing and
control:
historical sales figures
stocktake figures
supplier lead time
wastage reports
factors which influence purchase specifications:
budget
colour
deadlines for supply
delivery or pick up requirements
detailed description
expected supply cost
fresh or frozen food
general description
Page 188 of 286
grade
numbers to be purchased
product name
quality
required labelling
size
special instructions or requirements
storage procedures
upper purchase price barrier
use for product
weight
reasons for stock loss and damage and methods to control
these
bin card system
imprest system
ledger system
stock control procedures and template documents and
reports for:
ordering
levels
loss
performance
receipt
reorder cycles
rotation
security
stocktakes
valuation
wastage
storage requirements for different kinds of stock:
appropriate
special control systems:
controlling ordering quantities
maintaining correct environmental conditions for the
storage of perishable foodstuffs:
- temperature
- light
- humidity
procedures for:
correct handling of perishables to avoid spoilage of
stock
issue quantities
issuing only to authorised persons
stock transfer to other departments
requisitioning
segregated storage of non-food items from food items
that have potential to cross-contaminate
Page 189 of 286
ASSESSMENT
CONDITIONS
formats for, inclusions, and uses of:

stock control procedures
specific stock control procedures for stock with high
wastage or loss
various stock control reports
goods or stock items that need to be purchased by a
business:
alcoholic or non-alcoholic beverages
cleaning agents and chemicals
customer travel products:
- luggage labels
- travel bags
- travel wallets
- tickets
- vouchers
event supplies
food:
- dairy products
- canned products
- dry goods
- fresh goods
- frozen goods
- fruit or vegetables
- meat, poultry or seafood
- oils
- vacuumed sealed items
fuel:
- aircraft
- coaches
- hire cars
- vessels
general stores
housekeeping supplies
linen
merchandise
uniforms.

hospitality or events business for which stock is purchased
and stock control systems are developed. This can be:
current commercial purchase specifications, stock control
procedures and reports, supplier cost and contractual
documentation used for the purchase of stock
suppliers with whom the individual can interact and
negotiate.
Page 190 of 286

LINKS

Page 191 of 286
LAN Languages Other Than

English
SITXLAN001 Conduct basic oral communication in a language other than
English
UNIT CODE
SITXLAN001
UNIT TITLE
Conduct basic oral communication in a language other than

English
knowledge required to use and understand very simple and
commonly used expressions of a predictable nature in a
language other than English. It covers activities, such as
welcoming and farewelling customers, providing face-to-face
routine customer service and other routine workplace
activities.
APPLICATION
There is no direct parity with any formal language proficiency

ratings or assessment frameworks, but this unit broadly relates
to International Second Language Proficiency Ratings (ISLPR)
1.
The unit applies to all industry contexts and to individuals
working at different levels of responsibility. This could include
frontline, supervisory or management personnel.
This unit can be used for the assessment of basic oral
proficiency in any language other than English. This unit does
not prepare individuals for the role of a translator or interpreter.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Languages other than English
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Initiate
communication.
1.1. Identify language needed to conduct basic

communication.
1.2. Recognise and observe social and cultural conventions
of language speaker.
Page 192 of 286
2. Communicate in a
language other than
English to support
routine workplace
activities.
2.1. Use appropriate simple and commonly used courtesy

expressions, for greeting, farewelling, apologising and
thanking.
2.2. Where language barriers exist, make efforts to
communicate through use of gestures or basic
vocabulary in the other persons language.
2.3. Use routinely required key words, short phrases and
gestures.
2.4. Identify and use appropriate resources and seek
assistance from those with suitable language skills.
2.5. Use visual techniques to enhance or replace oral
communication.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:

Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS
locate information to support communication process.

in a language other than English:
support courteous and positive interactions
use and understand key words, phrases, short
expressions and numbers.
SITXLAN21 Conduct basic oral communication in a language
other than English
Page 193 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXLAN001 Conduct

basic oral communication in a language other than
English
role, and:
conduct the following basic workplace communication in a
language other than English in at least six different oral
communication exchanges:
listen to requests and comments
provide general assistance
provide very simple directions
use gestures in above oral communication exchanges in a
socially and culturally appropriate manner.
KNOWLEDGE
EVIDENCE

cultural values and social norms relevant to the language
being assessed, and associated:
body language
forms of address
taboo topics
potential cross-cultural communication issues sufficient to
avoid giving offence
resources to assist with communication in a language
other than English:
dictionaries
international signage:
- No Smoking signs
- male and female restrooms
language mats
menus written in the specific language
pamphlets written in the specific language
phrase books
signs written in the specific language
websites with translating facilities.
ASSESSMENT
CONDITIONS
Skills must be demonstrated in an operational environment or

workplace activity for which communication in languages other
than English is required. This can be:
other people with whom the individual can interact in the
relevant language; these can be:
Page 194 of 286
LINKS

training organisation
resources that support communication in languages other
than English:
dictionaries and phrase books
language mats
signs
industry materials, written in languages other than
English.

Page 195 of 286
SITXLAN002 Conduct routine oral communication in a language other than

English
UNIT CODE
UNIT TITLE
APPLICATION
SITXLAN002
Conduct routine oral communication in a language other than
English
knowledge required to understand and use a language for
routine communication. It covers speaking and listening skills
required to conduct routine tasks and provide simple factual
information and instructions.
ratings or assessment framework, but this unit broadly relates
1+ to 2.
This unit can be used for the assessment of routine oral
proficiency in any language other than English. This unit does
not prepare individuals for the role of a translator or interpreter.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Conduct routine
transactions in a
language other than
English.
1.1. Identify language needed to conduct routine

communications and make introductions.
1.2. Use appropriate courtesy expressions.
1.3. Use key words, phrases, gestures and sentences.
1.4. Provide simple advice on workplace events and topical
and familiar matters.
1.5. Provide simple explanations of problems and their
causes, and offer apologies as required.
1.6. Use simple terms to seek clarification from others when
required.
1.7. Support communication with reference to workplace
materials and visual information.
1.8. Identify need for and seek assistance from others with
appropriate language skills.
Page 196 of 286
2. Give simple
directions and
instructions using a
language other than
English.
2.1. Provide clear, succinct and simple directions and

instructions using appropriate pace and correct
sequence.
2.2. Support communication with use of appropriately
sequenced expressions and questions to emphasise or
clarify directions and instructions.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:

Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS

in a language other than English:
interact in a positive and courteous way
participate in routine communications using and
understanding key words, phrases, sentences and
vocabulary specific to communicating about number,
time, place, distance, quantity and currency.
SITXLAN22 Conduct routine oral communication in a language
other than English
Page 197 of 286
TITLE
PERFORMANCE
EVIDENCE

routine oral communication in a language other than
English
role, and:
conduct routine workplace communication in a language
other than English in at least six different oral
communication exchanges which together demonstrate:
understanding requests and comments
clarifying information by asking simple factual
questions
responding to requests for factual information and
simple advice
providing routine information and maintaining
communication in relation to routine transactions
providing directions and instructions
following social and cultural conventions for the
language being used.
KNOWLEDGE
EVIDENCE

cultural values and social norms relevant to the language
being assessed:
body language
forms of address
taboo topics
cross-cultural communication issues in routine
communication sufficient to conduct routine workplace
transactions
workplace materials and visual information resources:
hotel information signs and tags printed in the target
language to assist where necessary
international signage:
- No Smoking signs
- male and female restrooms
menus written in the specific language
pamphlets written in the specific language
pamphlets, timetables, charts, price tags and menus
signs written in the specific language
signs, maps, diagrams, forms, labels and tickets.
ASSESSMENT
CONDITIONS

Page 198 of 286

than English:
signs and maps
language mats
English.
LINKS

Page 199 of 286
SITXLAN003 Conduct oral communication in a language other than English

UNIT CODE
SITXLAN003
UNIT TITLE
Conduct oral communication in a language other than English
APPLICATION

knowledge required to conduct both predictable and nonroutine, varied communications, transactions and interactions
in a language other than English.
3.
The unit applies to all industry contexts and individuals working
in at many different levels of responsibility. This could include
This unit may be customised for training delivery and
assessment of proficiency in any language. This unit does not
prepare individuals for the role of a translator or interpreter.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Converse with
others in a language
other than English.
1.1. Use techniques to extend interactions with others.

1.2. Seek and offer additional information and assistance to
support quality of communication and service.
1.3. Support communication with comments on topical
familiar matters, workplace business and events.
1.4. Use non-verbal communication to convey an acceptance
of and sensitivity towards others.
2.1. Identify need for detailed information and advice.
2.2. Convey detailed information and advice using narrative
and descriptive statements.
2.3. Repeat, paraphrase and clarify communications to avoid
misunderstanding and to explain difficult points.
2.4. Use workplace documents, materials and other
references to support explanations as required.
3.1. Provide appropriate advice in response to requests,
unpredictable situations and problems.
2. Provide detailed
information and
advice in a language
other than English.
3. Respond to
unpredictable
situations and
Page 200 of 286
problems using a
language other than
English.
4. Conduct
negotiations at a
functional level in a
language other than
English.
3.2. Identify need for and seek assistance from others to

better respond to the situation or problem.
3.3. Identify key facts of problems and facilitate solutions
through open communication with relevant people.
3.4. Provide explanations of problems and their cause, and
elaborate on details.
3.5. Respond to conflict and complaints with sensitivity,
following appropriate social and cultural conventions.
3.6. Convey appropriate apologies and expressions of regret
as required.
4.1. Facilitate negotiations at a functional level through
exchange of key information and agreement on
details.
4.2. Provide appropriate explanations about products and
services.
4.3. Achieve mutual understanding and agreement.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:

Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS

in a language other than English to:
interact positively and courteously in non-routine and
varied interactive workplace communications
establish rapport.
SITXLAN31 Conduct oral communication in a language other
than English
Page 201 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXLAN003 Conduct oral

communication in a language other than English
role, and:
conduct workplace oral communication in a language other
than English in six different oral communication exchanges
which together demonstrate:
using narrative and descriptive statements
using repetition, clarification and paraphrasing
techniques to clarify requirements, answer questions
about products and services, solve problems and
conflict, and reassure others
providing detailed information and specialised
assistance in area of work activity
conducting product and service transactions
using effective non-verbal communication skills
exchange key information in a language other than English
to provide detailed information and advice about each of
the following:
external products and services
internal products and services
medical and emergency information
entertainment
shopping.
KNOWLEDGE
EVIDENCE

social and cultural conventions relevant to the language
being assessed:
knowledge and some consistent use of forms of
address
recognition and consideration of customs, protocols
and taboos
cross-cultural communication challenges that occur when
negotiating and solving problems, and how they are
addressed
aspects of verbal and non-verbal communication that
support effective negotiation and interaction in the
language being assessed.
ASSESSMENT
CONDITIONS

Page 202 of 286
LINKS

than English:
language mats
English.

Page 203 of 286
SITXLAN004 Conduct complex oral communication in a language other than

English
UNIT CODE
SITXLAN004
UNIT TITLE
Conduct complex oral communication in a language other than

English
knowledge required to conduct complex, creative, routine and
non-routine communication in a language other than English.
This involves very fluent listening and speaking skills at a high
level of complexity to conduct negotiations, make
presentations, provide oral summaries in the workplace, and
participate in social and cultural activities.
APPLICATION

4 to 4+.
The unit applies to all industry contexts and individuals working
in at many different levels of responsibility. This could include
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Conduct
negotiations in a
language other than
English.
1.1. Establish rapport by using appropriate courtesy

protocols, establishing common ground and observing
social, cultural and business conventions.
1.2. Provide explanations, information and supporting details
relevant to negotiations.
1.3. Use an appropriate range of language functions for
negotiations, including introducing formal talk, using
turn-taking skills, and agreeing and disagreeing
tentatively.
1.4. Use appropriate intonation, voice tone and signalling
expressions effectively.
Page 204 of 286
2. Deliver
presentations using
a language other
than English.
3. Participate in social
and cultural activities
using a language
other than English.
4. Provide summaries
of oral
communication in a
language other than
English.
1.5. Exchange and agree to information about the subject of

the negotiation.
2.1. Deliver presentations in a style that supports its objective
and takes account of audience characteristics, occasion
and venue.
2.2. Present information in a logical and concise manner
using appropriate sequencing and linguistic linking.
2.3. Support presentations with relevant public speaking
techniques.
3.1. Use language and language functions appropriate to
varied social and cultural activities.
3.2. Adapt and modify communication strategies and
language functions as required.
4.1. Recognise situations when the services of a professional
interpreter are required, and arrange for assistance.
4.2. Convey purpose and meaning of original utterance.
4.3. Make appropriate comments between parties to check
and clarify meaning.
4.4. Use communication strategies and language functions
that support immediate communication.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

Oral communication
skills to:
UNIT MAPPING
INFORMATION
LINKS
locate technical vocabulary in dictionaries and phrase

books.
take notes to support the development and delivery of a
presentation.
establish and maintain rapport in a language other than
English.
SITXLAN32 Conduct complex oral communication in a
language other than English
Page 205 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE

complex oral communication in a language other than
English
role, and:
conduct the following complex workplace communications
in a language other than English (rare linguistic errors may
occur) in at least six different oral communication
exchanges:
establish and maintain rapport during extended
interactions, including social activities
make presentations to groups of people in one of the
following contexts:
- guiding or interpretive activity
- instructing or training
- promotional activity
- complex information on products or services
- sales presentation
conduct business negotiations
provide detailed information and advice in area of work
activity
demonstrate the use of each of the following during the
above oral communication exchanges:
narrative and descriptive statements
repetition, clarification and paraphrasing techniques to
clarify requirements, solve problems and conflict, and
reassure others
effective extended non-verbal communication skills.
social, cultural and business conventions relevant to the
language being assessed:
colloquialisms
customs
dialect
forms of address
idioms
language conventions
protocols and taboos
social and cultural activities in which complex oral
communications are required:
accompanying people to dinner
conference activities
meetings
professional development activities
tours
trade fairs
Page 206 of 286
ASSESSMENT
CONDITIONS
cross-cultural communication challenges that occur when

negotiating and solving problems, and how they are
addressed
aspects of verbal and non-verbal communication that
support fluent and unhindered communication in the
language being assessed
technical vocabulary required to support specific
organisational activities.

activity for which communication in languages other than
English is required. This can be:
than English:
English.
LINKS

Page 207 of 286
SITXLAN005 Read and write information in a language other than English

UNIT CODE
SITXLAN005
UNIT TITLE
Read and write information in a language other than English
APPLICATION

knowledge required to read and write workplace information in
a language other than English. It covers reading a range of
documents and writing routine documents, such as letters and
brief reports.
3.
This unit applies to all industry contexts and individuals
working at many different levels of responsibility. This could
include frontline, supervisory or management personnel.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Read workplace
documents written in
a language other
than English.
1.1. Read routine and non-routine workplace documents.

1.2. Interpret accompanying visual information to support
comprehension.
1.3. Identify main ideas, key facts and requirements.
1.4. Identify and take account of document tone and purpose.
1.5. Act on information and respond to requests, seeking
assistance where required.
2.1. Prepare accurate routine workplace documents using key
words, phrases, simple sentences and visual aids as
required.
2.2. Clearly and accurately convey main ideas, facts and
details in written text.
2.3. Provide clear written directions and instructions in a
correctly ordered sequence.
2. Write simple routine

workplace
documents in a
language other than
English.
Page 208 of 286
2.4. Support written communication with use of appropriately

sequenced expressions and questions that help define or
clarify the goal.
2.5. Write information in appropriate place on standard forms.
2.6. Adhere to workplace and cultural conventions and
protocols when preparing written documents.
2.7. Provide written responses to documents in an
appropriate form and tone.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Learning skills to:
UNIT MAPPING
INFORMATION
LINKS

books.
listen to and note specific information.
locate key information for work.

SITXLAN33 Read and write information in a language other
than English
Page 209 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXLAN005 Read and

write information in a language other than English
role, and:
read and write information for each of the following
workplace documents in a language other than English:
brochure or promotional material
conference program
correspondence
menu or wine list
report
reservation information, schedule or itinerary
understand and identify above document purpose, main
ideas, key issues, facts, attitude and tone of written texts
(infrequent use of a dictionary may be made)
demonstrate understanding of meaning with reasonable
accuracy when reading above texts related to
straightforward everyday situations
use linguistic knowledge and skills to communicate
meaning effectively in each of the following forms of
routine workplace documents (some errors may occur in
writing, provided facts are not distorted and meaning is
clear):
answering queries about products and services
conducting simple product and service transactions
providing factual information
responding to requests for general assistance and
factual information.
types of visual information in workplace documents that
require interpretation:
diagrams
forms
labels
maps
signs
tickets
linguistic knowledge and writing conventions for the
grammar, spelling and punctuation conventions
features specific to the language
vocabulary and sentence structure of the language
technical vocabulary required to support specific
organisational activities.
Page 210 of 286
ASSESSMENT
CONDITIONS

activity where written communication in languages other than
English.
LINKS

Page 211 of 286
SITXLAN006 Read and write documents in a language other than English

UNIT CODE
UNIT TITLE
SITXLAN006
Read and write documents in a language other than English
APPLICATION

knowledge required to read and write a range of workplace
documents in a language other than English at a high level of
complexity and fluency, including summarising texts, and
reproducing information from texts in one language to prepare
a text in another.
4 to 4+.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Read workplace
documents written in
a language other
than English.
1.1. Read and understand workplace documents, including

explicit and implicit information, ideas, technical
information and writer requirements.
1.2. Interpret accompanying visual and graphics material.
1.3. Identify the culturally-specific meaning contained in
documents.
2.1. Capture and convey information in written texts and
summaries, taking account of cultural differences.
2.2. Provide explanation or comments to clarify meaning as
required, especially about culturally-specific details.
2.3. Recognise documents requiring professional translation
and arrange for assistance as required.
3.1. Produce written workplace documents according to
recognised conventions, standards and formats.
3.2. Ensure content of written documents is appropriate to
audience and purpose.
2. Provide informal
written translations
using a language
other than English.
3. Write workplace
documents in a
language other than
English.
Page 212 of 286
3.3. Develop ideas in appropriate depth to meet the

requirements of the particular context.
3.4. Tailor language to meet requirements of the situation.
3.5. Observe social and cultural conventions when writing
workplace documents.
3.6. Write documents with minimal errors so that intended
meaning is clearly conveyed to the reader.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
UNIT MAPPING
INFORMATION
LINKS

books.
in a language other than English to:
write documents that clearly and fluently express
information and ideas
appropriately structure texts.
SITXLAN34 Read and write documents in a language other
than English
Page 213 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXLAN006 Read and

write documents in a language other than English
role, and:
read and write information in a language other than English
for each of the following organisational documents required
to fulfil a given job role:
brochure or promotional material
correspondence
media release
presentation for customers or colleagues
product or operations manual
quotation
report
demonstrate understanding of meaning with reasonable
accuracy when reading above documents
write each of the above workplace documents with clear
and fluent expression of information and ideas, correct
structure, and appropriate style and tone for the audience
and workplace situation (rare linguistic errors may occur).
KNOWLEDGE
EVIDENCE

linguistic knowledge and writing conventions for the
grammar, spelling and punctuation conventions
social, workplace and cultural conventions
ways to convey nuances of meaning
technical vocabulary for specific workplace activities
standard formats and protocols for organisation documents
relevant to the workplace.
ASSESSMENT
CONDITIONS

activity where written communication in languages other than
industry documents, written in languages other than
English.
LINKS

Page 214 of 286
MGT Management and

Leadership
SITXMGT001 Monitor work operations
UNIT CODE
SITXMGT001
UNIT TITLE
Monitor work operations
APPLICATION

knowledge required to oversee and monitor the quality of
day-to-day work. It requires the ability to communicate
effectively with team members, plan and organise operational
functions, and solve problems.
The unit applies to all industry sectors, and to individuals
operating at a team leading, supervisory or frontline
management level.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Management and Leadership
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Monitor and improve

workplace
operations.
1.1. Monitor efficiency and service levels through close

contact with day-to-day operations.
1.2. Ensure workplace operations support overall
organisational goals and quality assurance initiatives.
1.3. Identify quality problems and issues and make
appropriate adjustments to procedures and systems, with
relevant approvals.
1.4. Proactively consult with colleagues about ways to
improve efficiency and service levels, including potential
for new technologies and other innovations.
1.5. Provide feedback to colleagues and management to
inform future planning.
1.6. Identify and take opportunities to evaluate current and
emerging industry trends and practices for relevance to
own work situation.
1.7. Assess and respond to opportunities to improve
sustainability of day-to-day operations.
Page 215 of 286

workflow.
3. Monitor and support

team members.
4. Solve problems and

make decisions.
2.1. Assess current workloads, and schedule work to

maximise efficiency and customer service quality within
budget constraints.
2.2. Delegate work according to principles of delegation.
2.3. Assess workflow and progress against agreed objectives
and timelines.
2.4. Assist colleagues in prioritising workload through
supportive feedback and coaching.
2.5. Provide timely input to appropriate management
regarding staffing needs.
3.1. Monitor team and individual performance against agreed
goals and objectives.
3.2. Proactively share information, knowledge and
experiences with team members.
3.3. Challenge and test ideas within the team in a positive
and collaborative way.
3.4. Provide feedback, coaching and support to team
members.
3.5. Complete and submit organisation records as required.
4.1. Identify and analyse workplace problems from an
operational and customer service perspective.
4.2. Initiate short-term actions to resolve immediate problems
where appropriate.
4.3. Analyse problems for long-term impact, and assess and
action potential solutions in consultation with relevant
colleagues.
4.4. Where a team member raises a problem, encourage
individual participation in solving it.
4.5. Take follow-up action to monitor effectiveness of
solutions.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Numeracy skills to:


skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret varied and wide ranging information of an

operational nature.
develop schedules and timelines for team activities.
evaluate internal and external business information
anticipate and respond to unpredictable operational
problems and situations at a frontline management level.
coordinate multiple and potentially competing operational
priorities.
SITXMGT401 Monitor work operations
Page 216 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMGT001 Monitor work

operations
role, and:
plan and organise workflow for a team operation or activity
that takes into account at least six of the following
contingencies:
delays and time difficulties
difficult customer service situations
equipment breakdown or technical failure
financial resources
staffing levels and skill profiles
rostering requirements
staff performance
procedural requirements
product development and marketing
monitor and respond to team-based operational and
service issues during the above operation or activity
complete each of the following organisational records for
the above operation or activity:
performance reports
staff records.
work organisation and planning methods appropriate to the
industry sector
leadership and management roles and responsibilities in
the relevant industry sector
operational functions in the relevant industry sector
procedures and systems to support work operations:
administration
health and safety
human resources
service standards
technology
work practices
concepts of quality assurance and how it is managed and
implemented in the workplace
sustainability considerations for frontline operational
management:
relationship between operational efficiency and
financial sustainability
ways of minimising waste in the relevant work context
social responsibilities of the operation
time management principles and their application to
leaders and managers for planning own work and the work
of others
Page 217 of 286
ASSESSMENT
CONDITIONS
principles of effective delegation and delegation techniques

in a frontline management context:
clear communication of what is required
gaining commitment
no undue interference
regular reporting
selecting the right person
problem-solving and decision making processes and
techniques and their application to typical workplace issues
industrial or legislative issues that affect short-term work
organisation appropriate to the industry sector:
relationship of relevant industrial awards to hours and
conditions of work
ensuring systems and procedures meet work health
and safety requirements.
Skills must be demonstrated in a business operation or activity

in any industry where the individual can monitor work
activities. This can be:
organisational documents and templates:
performance reports
rosters
staff reports
a team for whom the individual can plan and organise
workflow; this can be:
teams in an industry workplace who are assisted by the
LINKS

Page 218 of 286
SITXMGT002 Establish and conduct business relationships

UNIT CODE
SITXMGT002
UNIT TITLE
Establish and conduct business relationships
APPLICATION

knowledge required to establish and manage positive business
relationships. It requires the ability to use high-level
communication and relationship building skills to conduct
formal negotiations and make commercially significant
business-to-business agreements.
The unit applies to all industry sectors, and to individuals who
take responsibility for making decisions about purchasing or
marketing activities. They also oversee the maintenance of
contracts or agreements. This could include senior operational
personnel, sales and marketing personnel, managers or
owner-operators of small businesses. Agreements may relate
to corporate accounts, service contracts, agency agreements,
venue contracts, rate negotiations, preferred product
agreements, supply agreements and marketing agreements.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Build business
relationships.
1.1. Establish relationships in line with organisational

requirements and protocols.
1.2. Use effective communication skills and techniques to
build business relationships.
1.3. Proactively identify and take up opportunities to maintain
regular contact with customers and suppliers.
2.1. Use negotiation techniques in line with professional and
organisational protocols to maximise benefits of
relationship for all parties.
2.2. Incorporate feedback and input from colleagues into
negotiation where appropriate.
2.3. Communicate results of negotiations to appropriate
colleagues and stakeholders within appropriate
timeframes.
3.1. Confirm agreements in writing according to
organisational requirements, using formal contracts
where appropriate.
2. Conduct
negotiations.
3. Make formal
business
agreements.
Page 219 of 286
4. Foster and maintain

business
relationships.
3.2. Obtain approvals for all aspects of formal agreements

according to organisational procedures.
3.3. Evaluate and act on the need for specialist advice as
required.
4.1. Proactively seek, review, and act upon information
needed to maintain sound business relationships.
4.2. Honour agreements within scope of individual
responsibility, complying with agreed terms.
4.3. Take account of agreed performance indicators.
4.4. Make adjustments to agreements in consultation with
customer or supplier and share information with
appropriate colleagues.
4.5. Nurture relationships through regular contact and use of
effective interpersonal and communication styles.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret potentially complex agreements, conditions and

contracts.
develop or participate in the development of formal
commercial agreements.
conduct at times complex negotiations of significant
commercial value.
evaluate commercial data and cost structures.
evaluate potentially complex internal and external issues

that affect professional relationships and business
negotiations and identify appropriate options to resolve
them
anticipate and respond to challenges in the negotiation
process.
proactively seek opportunities for building business
relationships.
SITXMGT501 Establish and conduct business relationships
Page 220 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMGT002 Establish and

conduct business relationships
role, and:
establish and maintain business relationships with at least
two of the following:
cooperative partner with organisation
contractor
customer
networks
supplier
conduct formal negotiations, or make and manage
agreements and contracts in relation to the two
relationships established above, relevant to the specific
business context
demonstrate the use of high-level communication and
relationship building skills when conducting formal
negotiations and making commercially significant
business-to-business agreements in the above business
relationships.
commercial context for business relationships in the
relevant industry sector and related:
industry structure and interrelationships
sources of supply
distribution and marketing networks
professional networks
opportunities to maintain regular contact with customers
and suppliers:
association membership
cooperative promotions
industry functions
informal social occasions
program of regular telephone contact
social media
principles of negotiation, stages in the negotiating process,
and different negotiation techniques that can be applied
nature of agreements and contracts in the relevant industry
sector and their key role, features and inclusions
key components of contract law at an overview level:
terms and obligations of contract
methods of contractual agreement
exclusion clauses
dispute resolution clause
termination of contracts
other legal requirements that impact negotiations and
agreements in the relevant industry.
Page 221 of 286
ASSESSMENT
CONDITIONS
Skills must be demonstrated in an environment or activity in

any industry sector where contracts are negotiated and
agreed. This can be:
other people with whom business relationships can be
established; these can be:
materials that support the negotiation process:
preparatory facts and statistics
key performance indicators
market information.
LINKS

Page 222 of 286
SITXMGT003 Manage projects

UNIT CODE
SITXMGT003
UNIT TITLE
Manage projects
APPLICATION

knowledge required to develop project plans, implement
project activities, monitor progress to ensure objectives are
achieved, and evaluate all aspects of projects.
sectors and the project could relate to event planning and
execution, product development, research or initiatives such
as the introduction of new workplace systems or technologies.
making a range of operational business and project
management decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Define project
scope.
1.1. Identify project objectives, budget, scope of activities and

deliverables.
1.2. Clarify relationship of project to others and to overall
organisational objectives.
1.3. Identify stakeholders and their requirements for
consultation and involvement in project activities.
1.4. Confirm administrative structure for project management,
individual responsibility and reporting hierarchy.
1.5. Determine required resources for the project.
2.1. Consult with stakeholders to facilitate input and to
achieve approval for project plan.
2.2. Determine risk, and regulatory and sustainability issues
and incorporate them into plan.
2.3. Integrate quality, financial, human and physical resource
specifications for project activities.
2.4. Develop and integrate project evaluation methods.
2.5. Plan internal and external communications, public
relations and marketing approaches.
2.6. Document integrated project management plan.
2. Develop project
plan.
Page 223 of 286
3. Administer and
monitor project.
4. Evaluate project.
2.7. Communicate plan and roles and responsibilities to all

involved.
3.1. Implement project activities according to plan and in
conjunction with stakeholders and project team
members, providing support and assistance as required.
3.2. Implement financial and quality control systems
according to project plan.
3.3. Monitor progress to ensure objectives, deliverables,
timelines, cost and quality of project are achieved.
3.4. Identify deviations from plan, assess and take action to
realign project activities to meet objectives.
3.5. Determine and act on the need for project variations,
including additional project resources.
3.6. Provide progress and final reports according to project
requirements.
3.7. Complete project within agreed timelines.
4.1. Assess project effectiveness at specified stages,
using agreed evaluation methods.
4.2. Evaluate completed project for administrative
efficiency, quality and achievement of objectives.
4.3. Report outcomes to stakeholders and use information
to enhance future project planning and management
activities.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret potentially complex reports, comparing project

outcomes against planned deliverables.
write quantitative and qualitative evaluation criteria.
interpret project budgets for diverse components

develop resource specifications within budgetary
parameters.
evaluate and respond to complex, interrelated and
potentially conflicting factors within project management
activities.
manage interrelated aspects of a complex project and
project timelines.
use computers, word processing and software packages
for project management.
SITXMGT502 Manage projects
Page 224 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMGT003 Manage

projects
role, and:
develop and implement a plan for a project, addressing
one or more of the following objectives:
community or industry development
economic or social benefits
education or training
profit
research
administer and monitor the following components of the
above project:
dedicated project budget and financial control system
administrative components involving individual
responsibility and reporting hierarchy for at least two of
the following:
- advisory or reference group
- consultants, contractors and suppliers
- organisational management
- project management committee
- secretariat
progress against project objectives
quality control system
risk, regulatory and sustainability issues
lead a project team and liaise with a wide range of
stakeholders during the planning and implementation
phases of the above project, providing at least two of the
following forms of support and assistance as appropriate:
additional resources
formal training opportunities
informal coaching and feedback
moderation and joint planning sessions
regular meetings and briefings
representing team interests in wider forums
demonstrate sound administrative processes when
planning and implementing the above project within
required timeframes.
project management processes and the project life cycle:
planning and requirements of project plans:
- objectives
- deliverables, scheduling and milestones
- allocation of roles and responsibilities
documentation and role of technology
monitoring and control systems
Page 225 of 286
evaluation criteria, both quantitative and qualitative and

methods for measuring the success of project
objectives
project management plan inclusions:
budget
consultation strategies
internal and external communication processes and
channels
key milestones
marketing strategies
objectives and outcomes
personnel
priorities and key milestones
quality assurance process
reporting requirements
responsibilities of project personnel and stakeholders
risk management and contingency plans
safety initiatives
selection or tendering process
sponsors
stages
sustainability considerations
timeframes
industry sector and organisation:
role of various project management personnel and
stakeholders in the management of projects
reporting hierarchy
administrative structure:
- advisory and reference groups
- consultants
- consultative groups
- contractors and suppliers
- internal or external project manager
- management
- management committee
- secretariat
risk, regulatory and sustainability issues for project
management, particularly those related to:
- financial management
- human resource management
- physical resource management
potential stakeholders in a project:
community agencies
customer or client
funding bodies
government departments or statutory authorities
host organisation
internal personnel
management
management committee
Page 226 of 286
ASSESSMENT
CONDITIONS
media
regulatory authorities
sponsors.

projects are managed. This can be:
projects to be managed by the individual
information and communications technology currently used
to manage projects
physical and financial resources to support the project
a project team for whom the individual is a leader
project stakeholders with whom the individual can interact;
these can be:
LINKS

Page 227 of 286
MPR Marketing and Public

Relations
SITXMPR001 Coordinate production of brochures and marketing materials
UNIT CODE
SITXMPR001
UNIT TITLE
Coordinate production of brochures and marketing materials
APPLICATION

knowledge required to coordinate the development process for
brochures and other marketing materials from a content and
production perspective.
The unit applies to all industry sectors and all types of
marketing materials, both physical and virtual. Individuals
working independently with limited supervision undertake this
role. Depending on the business context, this could include
sales and marketing personnel, managers, and owneroperators of small businesses.
This unit reflects the general skills needed by those involved in
sales and marketing activities and does not include the skills
required by professional graphic designers or copywriters.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Marketing and Public Relations
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Plan production of
brochures and
marketing materials.
1.1. Plan production of brochures and marketing materials

according to marketing objectives.
1.2. Evaluate factors that impact on nature of materials and
development process, including sustainability
considerations.
1.3. Create production plans, including timelines,
responsibilities, budget and contingency measures.
2.1. Produce or obtain accurate and complete information for
inclusion.
2.2. Present information that promotes the business in a clear
format and a culturally appropriate way.
2. Produce information
for inclusion.
Page 228 of 286
3. Obtain quotations for

artwork and printing
as appropriate.
4. Develop final copy for
brochures and
5. Coordinate
production of
brochures and
3.1. Provide accurate and complete specifications to quoting

organisations within appropriate timeframe.
3.2. Obtain quotations with details of potential variations to
cost and conditions that may apply.
4.1. Develop copy using basic creative writing techniques or
obtain from relevant source.
4.2. Integrate accurate, practical and operational details.
4.3. Present accurate information about costs and conditions.
4.4. Check copy for accuracy prior to submission for
production.
5.1. Liaise with production personnel and monitor schedule.
5.2. Check and correct production work as required.
5.3. Approve artwork according to organisational guidelines.
5.4. Obtain and deliver materials on schedule or action
contingency measures.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Numeracy skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret quotations and product conditions

proofread and edit draft materials
create copy or check quality of outsourced copy
research information for inclusion from varied and
potentially unfamiliar sources.
collaborate with others on technical, organisational and
creative issues.
calculate costs and quantities of materials to be produced
work with:
numerical concepts of size, shape and layout
detailed product costings.
evaluate factors that impact on production of marketing
materials
respond to challenges that arise in the production of
liaise with others about technical production issues
work with current industry marketing technologies.
SITXMPR401 Coordinate production of brochures and
marketing materials
Page 229 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR001 Coordinate

production of brochures and marketing materials
role, and:
produce at least three of the marketing materials listed in
the knowledge evidence, coordinating all aspects of the
development process within specified deadlines
produce each of the above marketing materials to:
meet stated objectives
provide current and accurate information
proofread each of the above to ensure they are free of
errors.
key features of marketing materials:
advertising material
conference program or registration form
destination guide
direct mail piece
display material
event prospectus
invitation
product brochure
product support manual
promotional flyer or leaflet
venue maps
objectives of marketing materials and the markets for
which material is required
physical and virtual media marketing opportunities
factors that impact production of materials in both physical
and virtual contexts:
accessibility for those with disabilities
availability of information
design issues:
- style
- size
legal requirements
marketing considerations:
- distribution considerations
- market for review of competitive materials
- objectives
resource constraints:
- budget
- in-house capability
technology:
- digital media opportunities
objectives of the material
sustainability considerations
time parameters
Page 230 of 286
ASSESSMENT
CONDITIONS
current digital print production technologies, processes and

terminology
printing and industry conventions in relation to placement
of information, page numbering and copyright information
specification inclusions:
conditions of contract
delivery platform
interactivity requirements
layout and style of text
number of colours
number of photographs
production and delivery deadlines
size
total number required
type of paper (for print-based materials)
quality indicators in marketing material production:
readability
photographic quality
effective use of colour
spacing requirements
creative writing techniques used for the content of
brochures and other marketing materials
procedures and requirements for preparation and proofing
of material
copyright laws and restrictions that apply to the inclusion of
certain content in brochures and other marketing materials
procedures for copyright clearance of restricted materials
trade practices requirements around the need for accuracy
of information in marketing materials.

environment for which brochures and marketing materials can
be developed. This can be:
current information and communications technology for the
development of content
suppliers of graphic design services, print production
organisations and copywriters with whom the individual
can interact; these can be:
Page 231 of 286
LINKS

Page 232 of 286
SITXMPR002 Create a promotional display or stand

UNIT CODE
SITXMPR002
UNIT TITLE
Create a promotional display or stand
APPLICATION

knowledge required to create a display or stand for
promotional purposes. It requires the ability to identify the
objectives of the promotion, determine the audience, select all
display components and assemble the display or stand.
The unit applies to all industry sectors. Individuals working with
some level of independence create displays at promotional
events or within their own workplaces. This includes sales and
marketing personnel, managers, and owner-operators of small
businesses. Displays may be used to promote any product,
service, or event; a group of products cooperatively marketed,
or even a whole city, region or tourism precinct.
This unit does not cover the skills of a specialist display
designer or visual merchandiser.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Make preparations
for display or stand.
1.1. Determine display or stand objectives in consultation with

appropriate colleagues.
1.2. Obtain operational information to assist in display or
stand preparation to allow time for adequate planning.
1.3. Plan display or stand to meet target audience needs.
1.4. Select and organise adequate display supplies and
transportation arrangements according to display plan.
1.5. Identify need for, and seek assistance from, display
specialists where appropriate.
2.1. Create or dress display or stand, making creative use of
available materials and supplies.
2.2. Consider the elements and principles of design in
creating the display.
2.3. Use display techniques that maximise visual appeal of
display and reflect nature of product or service being
promoted.
2.4. Use display equipment correctly and safely.
2. Create display.
Page 233 of 286
2.5. Check display or stand to ensure safety of colleagues

and customers.
2.6. Disassemble display safely and according to
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret information about the needs of the target

audience and operational aspects of the display or stand.
work with concepts of size, space and layout.
evaluate options for creative display.
coordinate practical and creative aspects of display
creation.
SITXMPR402 Create a promotional display or stand
Page 234 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR002 Create a

promotional display or stand
role, and:
create two different displays and dress two different
promotional stands to meet specific organisational
objectives
use three of the following in the above displays and stands:
cultural artefacts
fabric
flags
freestanding display options
local produce
printed materials
product samples
signs
three-dimensional (3-D) materials
create the above displays and stands:
applying the elements and principles of design
safely and within typical workplace time constraints.
industry contexts in which displays are used:
information centre displays
promotional functions
shopping centre promotions
trade and consumer shows
window displays
information to be considered when preparing a promotional
display or stand:
budget allocation
floor plans
nature of display area
need for utilities
need for waste management
work health and safety requirements
security
set-up times and duration
type of surface on which display is to be created
materials and equipment used for display in different
locations and settings
elements and principles of design as they apply to the
creation of displays
visual merchandising techniques using commonly available
materials, and techniques for maximising the effectiveness
of collateral in displays
work health and safety practices for transporting, carrying
and assembling the display or stand
Page 235 of 286
ASSESSMENT
CONDITIONS
safety issues associated with the construction and

operation of promotional displays and stands in different
venues.

environment or activity. This can be:
display space or promotional stand
display and promotional materials used in the relevant
industry sector
display supplies:
adhesives and velcro
audio-visual systems
balloons and other decorations
collateral materials
computers
floral arrangements and potted plants
furniture
mobiles
pins
scissors
string.
LINKS

Page 236 of 286
SITXMPR003 Plan and implement sales activities

UNIT CODE
SITXMPR003
UNIT TITLE
Plan and implement sales activities
APPLICATION

knowledge required to plan and implement sales activities. It
requires the ability to identify and analyse market and
customer needs, proactively target current and new
customers, plan the operation of sales calls, make calls and
prepare sales reports.
The unit applies to all industry sectors, and to those
responsible for coordinating sales activities within the
parameters of an established sales strategy. Individuals
role. This could include sales and marketing personnel or
managers and owner-operators of small businesses.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Plan sales activities.
1.1. Plan sales activities for existing and potential customers

according to marketing plan or other organisational
systems.
1.2. Identify, analyse and incorporate organisation, customer
and market information into sales planning process.
1.3. Source prospects and create profiles.
1.4. Proactively seek and evaluate innovative sales
opportunities and take advantage of new technologies
and media.
1.5. Estimate potential revenue, based on analysis of
information and in consultation with appropriate
colleagues.
1.6. Plan activities and practical sales call patterns that
maximise opportunities to meet individual and team
targets and are consistent with legal, ethical and
sustainability requirements.
2.1. Make sales call appointments in advance where
appropriate.
2.2. Develop sales call strategies and tactics based on market
knowledge, current sales focus and consultation with
colleagues.
2. Prepare for sales

calls.
Page 237 of 286
3. Make sales calls.
4. Review and report on

sales activities.
2.3. Gather information and support materials to support

sales calls.
3.1. Make sales calls according to agreed call patterns.
3.2. Build relationships with customers through use of
effective interpersonal communication styles.
3.3. Develop customer trust and confidence through
demonstration of personal and professional integrity.
3.4. Proactively identify and resolve customer issues and
problems.
3.5. Use selling techniques to maximise opportunities to meet
or exceed sales targets.
3.6. Provide current, accurate and relevant information on
product features and benefits according to current
marketing focus.
3.7. Encourage feedback from customers and proactively
seek market intelligence.
4.1. Review activities according to agreed evaluation methods
and incorporate results into future sales planning.
4.2. Prepare sales reports according to organisational policy
and required timeframes.
4.3. Present current and clear market intelligence to those
responsible for sales and marketing planning.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Oral communication
skills to:
Numeracy skills to:
establish and conduct positive business relationships.
calculate potential sales revenues

create and interpret sales statistics.
proactively identify and respond to operational or more
systemic customer problems.
proactively identify and respond to new opportunities.

skills to:
UNIT MAPPING
INFORMATION
LINKS
use current sales management systems.

SITXMPR403 Plan and implement sales activities
Page 238 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR003 Plan and

implement sales activities
role, and:
plan and implement sales activities according to
organisational requirements for at least two different
operations, products or services, including conducting at
least one sales call as part of the activities for each
operation, product or service
use effective communication skills during sales calls that
are part of above sales activities
prepare a report on each of the above sales activities.
principles of selling, sales communication and relationship
building
industry structures and interrelationships, industry
networks and information sources
industry and market knowledge appropriate to the sector
and organisation:
distribution and marketing networks, especially those
that support the product or service being promoted
commission structures
current customer and market trends
links between sales and other areas of organisational
operations
structure and content of marketing plans and the role of
sales in the overall marketing mix
information inputs into sales planning process:
competitive activity
current sales figures for nominated periods
financial statistics
market trends
sales and marketing reports
sales call strategies and tactics:
focus on specific products or offers
response to competitive activity
use of individual customer history
legal issues that impact on sales activities and sales
personnel:
work health and safety obligations
ethical considerations for sales personnel:
honesty in sales
targeting particular groups in the community
sustainability considerations for sales activities:
reducing waste of printed materials
sustainability as a sales tool.
Page 239 of 286
ASSESSMENT
CONDITIONS

operation or activity for which the individual can conduct sales
activities for products or services. This can be:
current information and communications technology used
by industry to manage sales activities
marketing plans, operational sales documents, sales
reports and sales support materials
other people with whom the individual can interact; these
can be:
LINKS

Page 240 of 286
SITXMPR004 Coordinate marketing activities

UNIT CODE
SITXMPR004
UNIT TITLE
Coordinate marketing activities
APPLICATION

knowledge required to plan and coordinate a range of
marketing and promotional activities at an operational level.
The unit incorporates knowledge of marketing principles.
The unit applies to all industry sectors, and to individuals who
are responsible for coordinating marketing activities within the
parameters of an established marketing strategy. Individuals
role. This could include marketing coordinators or managers
and owner-operators of small businesses.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes


marketing activities.
1.1. Plan marketing activities according to marketing plan or

other organisational systems.
1.2. Identify, analyse and incorporate relevant market
information and legal, ethical and sustainability
requirements into short-term planning.
1.3. Confirm target markets and marketing medium.
1.4. Evaluate potential and suitability of marketing
opportunities that arise.
1.5. Proactively seek and evaluate innovative marketing
opportunities, including use of new technologies and
media.
1.6. Develop and implement action plans to address
operational details.
2.1. Establish and conduct positive relationships with industry
and media colleagues.
2.2. Use networks to support marketing activities.
2.3. Develop public relations resources as required, including
media releases and industry or media support materials.
3.1. Review activities according to agreed evaluation methods
and incorporate results into future planning.
3.2. Prepare reports according to organisational policy and
required timeframes.
2. Undertake a general
public relations role.
3. Review and report on

marketing activities.
Page 241 of 286
3.3. Present current and clear market intelligence to inform

sales and marketing planning.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
interpret market trend information and marketing plans.
Numeracy skills to:
work within marketing budgets.

skills to:
to:
evaluate the potential of different marketing activities

proactively identify and respond to potentially complex
implementation challenges.
coordinate diverse and unpredictable operational details.
UNIT MAPPING
INFORMATION
SITXMPR404 Coordinate marketing activities
LINKS

take responsibility for quality and outcomes of marketing

activities.
work with current web-based marketing technologies.
Page 242 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR004 Coordinate

marketing activities
role, and:
plan and coordinate at least two different marketing
activities for an operation, product or service
use industry networks, information sources, and
distribution and marketing networks when planning and
coordinating the above activities
reflect types of marketing activities used in the relevant
industry sector and major industry promotional events in
the above activities
apply marketing principles to each marketing activity
evaluate and report on each of the above marketing
activities against the following criteria:
consistency with overall marketing direction
exposure that was achieved
matching attendees to target market
cost-effectiveness of financial and human resources
completion within established timeframe.
content and structure of marketing plans
key marketing principles:
marketing management process
the four Ps: product, place, price and promotion
SWOT analysis: strengths, weaknesses, opportunities
and threats
industry structure and interrelationships, industry networks
and information sources
industry and market knowledge appropriate to the sector
and organisation:
distribution and marketing networks, especially those
that support the product or service being promoted
e-business marketing options and major promotional
events
commission structures
current customer and market trends and preferences
features, benefits and practical application of marketing
activities commonly used in the service industries:
advertising
familiarisations
in-house promotions
public relations
social media
trade and consumer shows
signage and display
information inputs into the planning process:
competitive activity
Page 243 of 286
ASSESSMENT
CONDITIONS
financial statistics
marketing reports
marketplace trends
sales reports
considerations in evaluating the suitability of marketing
activities:
exposure to be achieved
matching of attendees to target markets
resource considerations:
- financial
- human
timing of activity or event
operational details relevant to the coordination of
marketing activities:
administrative and procedural requirements
availability of promotional materials
available technology
contracting of other services
equipment requirements
need for external assistance
potential for cooperative approaches
public relations implications
staffing requirements and briefings
strategies to ensure maximum benefits
travel arrangements
legal issues that impact on the marketing of products and
services
ethical considerations for marketing activities:
appropriate use of images and text
protection of children
targeting of particular groups in the community
sustainability considerations for marketing activities:
reducing waste of printed materials
sustainability as a marketing tool.

products or services for which the individual can conduct
marketing activities
current information and communications technology used
by industry for marketing activities
marketing plans, operational marketing documents, action
plans and marketing reports.
Page 244 of 286

LINKS

Page 245 of 286
SITXMPR005 Participate in cooperative online marketing initiatives

UNIT CODE
SITXMPR005
UNIT TITLE
Participate in cooperative online marketing initiatives
APPLICATION

knowledge required to evaluate online cooperative tourism
marketing initiatives, provide appropriate website content, and
update this content using remote authoring skills. It requires a
general knowledge of online marketing initiatives in the tourism
industry and the basic technical skills that allow business
operators to participate effectively in these initiatives.
The unit applies to all industry sectors. Individuals working
independently with limited guidance from others undertake this
role. This could include sales and marketing personnel,
managers, and owner-operators of small businesses.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Evaluate online
cooperative
marketing initiatives.
1.1. Source and evaluate information about current online

cooperative marketing initiatives and sites for potential
value to the business.
1.2. Select initiatives that respond to business requirements.
1.3. Evaluate additional skills, equipment or other resources
required to participate.
2.1. Review content requirements set down by administrator
of cooperative initiative.
2.2. Develop content suited to an online environment and
administrator requirements.
2.3. Identify, organise and prepare appropriate images for
inclusion.
2.4. Upload content according to guidelines and protocols.
3.1. Develop protocols for regular and timely updating of
content in cooperative sites.
3.2. Update content using remote authoring techniques
according to requirements of cooperative site.
3.3. Evaluate content and outcomes of participation, and
identify and address issues arising.
2. Provide online
content in
appropriate format
and style.
3. Use remote
authoring to update
content.
Page 246 of 286
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Numeracy skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
SITXMPR405 Participate in cooperative online marketing

initiatives
research information from varied and unfamiliar sources

about online marketing initiatives
read and interpret technical requirements of the initiative.
work with numerical features of digital technologies.
identify and respond to technical issues with online
content.
coordinate the different requirements for participating in a
cooperative initiative.
manipulate digital images.
Page 247 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR005 Participate in

cooperative online marketing initiatives
role, and:
review and report on potential cooperative online
marketing initiatives or sites for at least three different
products or services according to business context
develop a marketing proposal for at least one cooperative
marketing site from the above, including relevance to the
business, potential benefits, and technical and financial
resource requirements
create content for the above cooperative marketing site,
including use of text and images
upload content to cooperative marketing site according to
technical procedures and to meet site content guidelines
develop a schedule for updating text and images in the
above content.
online cooperative marketing opportunities available to the
tourism industry in Australia
current national, state and regional frameworks for online
cooperative marketing initiatives for particular industry
sectors
business requirements to undertake online cooperative
marketing:
available technology
budget
intended audience and market
marketing goals and strategies
time resources
training requirements
types of product and service offered
content requirements for online sites:
conformity with style guides
links to other sites and emails
number and size of digital images or multimedia
number of words
order of information
pricing by room or package
proximity to data and geocoding
protocols for uploading content:
allocating responsibility for updating of content
monitoring pricing and timing of the release of special
offers
monitoring system-generated emails
timetable for updating words and images
guidelines and requirements for format and style of typical
online copy
Page 248 of 286
ASSESSMENT
CONDITIONS
techniques for capturing, saving, storing, manipulating and

uploading digital images to cooperative sites.
Skills must be demonstrated in an operational business or

activity. This can be:
content suitable for online use:
text
images
multimedia
different style guides and online technical specifications.
LINKS

Page 249 of 286
SITXMPR006 Obtain and manage sponsorship

UNIT CODE
SITXMPR006
UNIT TITLE
Obtain and manage sponsorship
APPLICATION

knowledge required to obtain and manage sponsorship for a
business activity, product, service or event. It requires the
ability to determine sponsorship requirements, source and
negotiate with potential sponsors and manage sponsorship
arrangements.
The unit applies to any tourism, travel, hospitality or event
sector where sponsorship is sought to support business or
community activities. Sponsorship may relate to a one-off
activity, such as an event, or to ongoing operations, such as
sponsorship of a particular service.
It applies to senior coordinators and managers who operate
independently, have responsibility for others and are
responsible for making a range of financial and operational
decisions. They may work under the overall guidance of event
organising committees.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Determine
sponsorship
requirements and
opportunities.
1.1. Identify sponsorship requirements in consultation with

colleagues.
1.2. Develop targets for sponsorship based on financial
parameters of activity.
1.3. Identify items, activities or projects to be sponsored to
meet organisational needs.
1.4. Identify potential sponsors based on potential sponsor
appeal, nature of the activity and previous approaches.
2.1. Develop sponsorship materials in a clear, concise and
professional format to include a full breakdown of costs
and benefits.
2.2. Distribute and present sponsorship materials according
to agreed targets.
2.3. Undertake follow-up promotion and negotiation with
potential sponsors.
2. Source sponsorship.
Page 250 of 286
3. Service sponsors.
2.4. Discuss and negotiate additional opportunities with

sponsor.
2.5. Make written sponsor contracts or agreements to include
full details of commitments made by both parties.
3.1. Brief colleagues on details of sponsorship arrangements.
3.2. Organise activities according to sponsorship agreement,
ensuring all agreements are honoured.
3.3. Monitor and evaluate activities and make required
adjustments.
3.4. Provide and request feedback from sponsor.
3.5. Identify and action opportunities to enhance value of
involvement for sponsors and benefits for the
organisation.
3.6. Maintain and distribute accurate and current sponsorship
documentation throughout the process.
3.7. Liaise and follow up with sponsor to initiate future
cooperative approaches.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:
Numeracy skills to:
read and interpret details of the business activities or

projects to be sponsored and complex sponsorship
contracts or agreements.
prepare sponsorship materials and agreements expressing
complex business ideas and proposals.
liaise with sponsors and manage their participation.

skills to:
evaluate budgets and interrogate or use financial data to

inform sponsorship activities.
evaluate a potential sponsors best fit with the business
activities or projects
monitor activities, identify sponsorship servicing
deficiencies, and make required adjustments.
identify and action opportunities to obtain sponsorship.
design effective sponsorship materials and proposals.
UNIT MAPPING
INFORMATION
SITXMPR501 Obtain and manage sponsorship
LINKS

Page 251 of 286
TITLE
PERFORMANCE
EVIDENCE
Assessment Requirements for SITXMPR006 Obtain and

manage sponsorship
role, and:
determine sponsorship requirements for at least two
business activities, products, services or events, and
obtain sponsorship
develop clear, concise and professional proposals for the
above business activities, products, services or events,
including:
electronic presentation
printed promotional material
monitor and manage the above sponsorship arrangements
for the period of the sponsorship contract
follow organisational practices and protocols when
managing sponsorship activities
demonstrate effective communication and negotiation with
sponsors.
KNOWLEDGE
EVIDENCE

particular industry sector and business type:
business activities or events which would appeal to
sponsors
potential sponsorship opportunities and sources of
finance
protocols for sponsor contact and accessing sponsorship
opportunities
packages that can be offered to sponsors
formats for and inclusions of sponsorship proposals
sponsorship documentation:
activity reports or schedules
contracts
feedback documentation
financial records
features of sponsorship contracts and agreements:
legal requirements to supply services as contracted
and ramifications of failure to comply
sponsor reporting expectations and requirements.
ASSESSMENT
CONDITIONS

hospitality or events business with which a sponsor can be
involved. This can be:
Page 252 of 286
LINKS
computers, printers and software packages to design

effective sponsorship proposals
current commercial sponsorship contract templates
sponsors to allow the individual to communicate, negotiate
and manage sponsorship arrangements; these can be:

Page 253 of 286
SITXMPR007 Develop and implement marketing strategies

UNIT CODE
SITXMPR007
UNIT TITLE
Develop and implement marketing strategies
APPLICATION

knowledge required to analyse internal and external business
environments, and develop and evaluate marketing strategies
and plans for products and services.
The unit applies to all industry sectors, and to individuals in
senior marketing or management roles. This may include
those whose primary role is marketing related, or those for
whom marketing is a part of a broader job responsibility.
Marketing strategies could be developed for a new or existing
product or service, a small or medium-sized business
organisation, a destination or a specific project, such as an
event.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Collect and analyse

information on the
internal business
environment.
1.1. Confirm core activities, customer base, business values

and current business direction.
1.2. Identify and analyse information on current and past
marketing and its effectiveness.
1.3. Review business performance information to identify
strengths, weaknesses and critical success factors.
1.4. Identify and record current capabilities and resources,
including the need for specialist assistance.
1.5. Record and report information according to
organisational requirements.
2.1. Identify and analyse information on expected market
growth or decline, and associated risk factors.
2.2. Record and analyse projected changes in the labour
force, population and economic activity.
2.3. Gather and analyse comparative market information.
2.4. Identify and analyse industry and customer trends and
developments, including emerging technologies and
innovations.
2.5. Identify and analyse legal, ethical and sustainability
requirements and potential business impacts.
2. Collect and analyse

information on the
external business
environment.
Page 254 of 286
3. Develop marketing
strategies.
4. Prepare marketing
plan.
5. Implement and
monitor marketing
activities.
6. Conduct ongoing
evaluation.
2.6. Record and report information according to

organisational requirements.
3.1. Identify and analyse opportunities based on internal and
external market analysis.
3.2. Explore new and innovative marketing approaches.
3.3. Develop marketing strategies that are consistent with
direction and values of the organisation.
3.4. Develop strategies in consultation with key stakeholders,
integrating legal, ethical and sustainability considerations.
4.1. Formulate marketing plan that clearly communicates
priorities, responsibilities, timelines and budgets.
4.2. Provide timely opportunities for colleagues to contribute
to marketing plan.
4.3. Submit marketing plan for approval according to
organisational policy.
5.1. Implement and monitor activities detailed in plan
according to schedule and contingencies.
5.2. Produce marketing reports according to organisational
policy.
5.3. Share information on marketing activities with operational
staff to maintain awareness of current organisational
focus.
6.1. Evaluate marketing activities using agreed methods and
benchmarks.
6.2. Make adjustments according to evaluation.
6.3. Communicate and implement agreed changes.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

skills to:
skills to:
UNIT MAPPING
INFORMATION
LINKS
research complex and potentially unfamiliar business and

marketing information.
write complex plans and reports.
proactively identify creative marketing opportunities.
coordinate complex planning and implementation

processes.
evaluate the potential of current and emerging marketing
technologies.
SITXMPR502 Develop and implement marketing strategies
Page 255 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR007 Develop and

implement marketing strategies
role, and:
develop a marketing strategy and plan for a product or
service, including:
identifying current and relevant marketing issues
detailed, realistic implementation and monitoring
program specific to the product or service
details of marketing techniques and distribution
networks specific to the product or service
opportunities presented by new technologies
research and critically analyse internal and external
business environments relevant to the above product or
service
evaluate and report on the above marketing strategy and
plan against the following criteria:
exposure achieved
penetration of target market
cost-effectiveness of financial and human resources
completion of strategy within established timeframe
recommendations for strategic responses based on
evaluation.
data collection tools and research methodologies of
particular relevance to marketing
marketing planning techniques and formats and key
features of a marketing plan
internal and external issues that impact on market
planning in a given industry context
internal capabilities and resource considerations:
communication capabilities
e-business capacity
equipment capacity
financial resources
hours of operation
human resources
location and position
staff skill levels
comparative market information relevant to marketing
strategies:
benchmarking
best practice information
competitor information
industry marketing and distribution networks in the
relevant context
Page 256 of 286
ASSESSMENT
CONDITIONS
new and innovative marketing strategies in the relevant

industry context, and in particular current and emerging
marketing technologies and the opportunities they present
legal issues that impact on marketing activities:
the Privacy Act 1988
specific issues arising from use of new technologies
ethical considerations for marketing:
appropriate use of images and text
codes of practice
protection of children
targeting of particular groups in the community
sustainability considerations, opportunities and
constraints for marketing in the relevant context, and
those related to:
cultural and social sustainability
economic sustainability of marketing initiatives
resource conservation and waste minimisation.

operation or activity. This can be:
real or simulated product or service for which market
planning can be undertaken
current information and communications technology to
support the research and planning process
group of stakeholders who contribute to the planning
process and customers to whom products and services
are marketed; these can be:
those in an industry workplace who are assisted by
the individual during the assessment process; or
LINKS

Page 257 of 286
SITXMPR008 Prepare and present proposals

UNIT CODE
SITXMPR008
UNIT TITLE
Prepare and present proposals
APPLICATION

knowledge required to prepare and present tenders, proposals
or bids either as a response to a tender brief or as a proposal
created and offered. It requires the ability to analyse client
tender specifications or needs, determine organisational ability
to meet those requirements, and to prepare and present
information that is relevant to client criteria or needs.
sectors and the tender proposal or bid may be for a one-off
occasion, a series of occasions, or for an extended contract to
deliver products and services.
making a range of financial and operational decisions.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Analyse tender
requirements and
organisational
capacity to meet
them.
1.1. Analyse tender brief, product specifications and needs.

1.2. Seek clarification of product and service requirements
from organisation requesting or requiring the tender.
1.3. Complete assessment of organisational capacity to
provide products and services.
1.4. Determine viability and, if progressing to a proposal or
bid, a plan of action for submission.
2.1. Seek assistance to prepare proposal or bid, and
coordinate input.
2.2. Prepare budget for providing products and services.
2.3. Develop quotation for products or services to be
provided.
2.4. Consider competitor pricing structure and make
reasonable cost adjustments to ensure price-competitive
quote.
2.5. Collect and collate operational information for analysis
and inclusion in proposal.
2. Develop details for

inclusion in proposal.
Page 258 of 286
3. Prepare written
proposal.
4. Submit proposal and

seek feedback.
2.6. Develop specifications for products and services to be

provided.
2.7. Access and prepare supporting information for inclusion
in proposal or bid.
2.8. Seek support for proposal or bid from relevant individuals
and agencies.
3.1. Present clear and comprehensive information relevant to
client tender criteria and needs.
3.2. Incorporate all supporting information.
3.3. Present materials according to organisational style
preferences in format that maximises use of strategic and
creative techniques, and promotes the organisation.
3.4. Evaluate finished proposal, make any required
adjustments, and obtain approval to submit if necessary.
4.1. Lodge all proposal materials at designated location and
within designated deadlines.
4.2. Maintain copies of tender documents according to
4.3. Provide additional information as requested.
4.4. See feedback on tender outcomes to inform future
proposals.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Numeracy skills to:

Learning skills to:
skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret client product and service specifications which

deal with complex ideas and concepts
research operational issues for use within the proposal.
develop detailed proposals that respond to client tender
needs while at the same time take account of
organisational capacity.
interpret and analyse financial information and use
complex calculations to develop budgets and quotations.
monitor tender outcomes and identify issues that impact on
future tenders.
identify deficiencies in proposals and identify viable
solutions.
access and sort information required for tender preparation
within designated deadlines.
use computers, word processing programs, presentation
and accounting software packages and to present
information in a compliant format.
SITXADM501 Prepare and present proposals
Page 259 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXMPR008 Prepare and

present proposals
role, and:
prepare one proposal for a product and one proposal for a
service, each of which responds to tender specifications or
client needs, and includes:
capacity of organisation to produce product or provide
service
organisations management structure and services
policies, procedures and practices to be managed as
part of tender
product or service specifications
resources that will be used and associated supplier,
supply and cost specifications
special, technical, new or hired equipment required to
produce product or provide service
transport requirements and costs
comply with the following criteria when preparing each of
the above proposals:
eligibility criteria for submission
formatting requirements
lodgement specifications
tender specifications
questions to be answered
effectively analyse client tender brief, specifications and
needs in relation to each of the above proposals and
confirm viability before proceeding
present professional and creative proposals that:
promote the organisation
meet commercial time constraints.
formats for and inclusions of tender proposals or bids
presentation techniques for proposal and bid materials
and current technology options
role and nature of tender, proposal or bid processes
sources of specialist advice and expertise for
developing proposals and bid materials
full details of organisational products, services and
facilities
operational requirements and production logistics for
delivering the products and services subject to tender,
proposal or bid
sources of costs for products, services and fees
sources of organisational information to be included in
tender proposals
Page 260 of 286
standards of presentation and contents of style guides

factors that impact organisational capacity to meet a
tender:
budgetary constraints outlined in the tender brief
compliance with regulations
diversification from products and services currently
offered
geographic constraints
likely profit
other conflicting projects
resource capacity of organisation to provide scope of
products and services
risk assessment of providing the products and
services
factors to assess in determining viability to meet tender
requirements:
ability to meet lodgement deadline
ability to meet tender criteria and provide full
information required
competition and prospect of winning the tender
cost of preparing tender
supporting materials for bids and proposals:
awards won by the organisation
copies of:
- business registration
- industry accreditations
- insurance policies
- licences
- membership of organisations
- qualifications
details of current client base
organisational and individual employee profiles
photographs of current or previous products and
services
plans, drawings and job specifications
product and service manuals
references and details of other successful
undertakings
sample promotional materials
samples of work
structure of organisation
testimonials
methods to manage intellectual property of product and
service concepts
features and functions of presentation software packages
used to prepare professional and comprehensive tender
information.
Page 261 of 286
ASSESSMENT
CONDITIONS
Skills must be demonstrated in a tourism, hospitality or events

environment where tenders, proposals or bids are prepared.
This can be:
Assessment must ensure access to: computers, printers and
software programs currently used to prepare proposals:
organisational templates:
budgets
proposals
product or service specifications
tender briefs and specifications for products and services
financial and operational data used to prepare tenders
customers seeking services via a tender process and
team members from whom to seek input on proposal
preparation; these can be:
those in an industry workplace who are assisted by
LINKS

Page 262 of 286
WHS Work Health and Safety

SITXWHS001 Participate in safe work practices
UNIT CODE
SITXWHS001
UNIT TITLE
Participate in safe work practices
APPLICATION

knowledge required to incorporate safe work practices into
own workplace activities. It requires the ability to follow
predetermined health, safety and security procedures and to
participate in organisational work health and safety (WHS)
management practices.
sectors and to any small, medium or large organisation.
All personnel at all levels use this skill in the workplace during
the course of their daily activities.
The unit incorporates the requirement for all employees under
state and territory WHS legislation, to participate in the
management of their own health and safety, that of their
colleagues and anyone else in the workplace. They must
cooperate with their employer and follow practices to ensure
safety at work.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
Work Health and Safety
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Work safely.
1.1. Follow organisational health and safety procedures.

1.2. Incorporate safe work practices into own workplace
activities.
1.3. Follow safety directions of supervisors, managers and
workplace safety warning signs.
1.4. Use personal protective equipment and clothing or
designated uniform.
1.5. Promptly report unsafe work practices, issues and
breaches of health, safety and security procedures.
Page 263 of 286
2. Follow procedures
for emergency
situations.
3. Participate in
organisational WHS
practices.
1.6. Identify and remove hazards from immediate workplace

area and report all workplace hazards as they arise.
2.1. Recognise emergency and potential emergency
situations.
2.2. Follow organisational security and emergency
procedures.
2.3. Seek assistance from colleagues or authorities during
emergency situations.
2.4. Complete emergency incident reports accurately,
following organisational procedures.
3.1. Participate in WHS management practices developed by
the organisation to ensure a safe workplace.
3.2. Actively participate in the WHS consultation processes.
3.3. Report WHS issues and concerns as they arise.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Oral communication
skills to:
Reading skills to:
Writing skills to:
UNIT MAPPING
INFORMATION
LINKS
report hazards and emergency incidents according to

interpret workplace safety signs, procedures and
emergency evacuation plans.
complete basic template reports about hazards and
emergency incidents according to organisational
procedures.
SITXWHS101 Participate in safe work practices
Page 264 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXWHS001 Participate in

safe work practices
role, and:
demonstrate the use of predetermined health, safety and
security procedures and safe work practices in work
functions on at least three occasions
demonstrate correct procedures to respond in line with
organisational security and emergency procedures during
one emergency or potential emergency situation, seeking
assistance where appropriate
participate in one of the following work health and safety
(WHS) consultation activities:
discussion with, or formal report to, WHS
representatives regarding a WHS matter
discussion with supervisor or manager regarding a
WHS matter
staff meeting that involves WHS discussion.
basic aspects of the relevant state or territory occupational
health and safety (OHS) or WHS legislation:
actions that must be adhered to by businesses
employer responsibilities
employee responsibilities to participate in WHS
practices
employee responsibility to ensure safety of self, other
workers and other people in the workplace within the
scope of own work role
ramifications of failure to observe OHS or WHS
legislation and organisational policies and procedures
workplace hazards and associated health, safety and
security risks
contents of health, safety and security procedures
relating to:
- evacuation of staff and customers
- security management of cash, documents,
equipment, keys or people
format and use of template reports for hazards and
incident and accident reporting
safe work practices for individual job roles
procedures for WHS management practices:
- hazard identification
- WHS induction training
- safe work practice training
- suggesting inclusions for WHS policies and
procedures.
Page 265 of 286
ASSESSMENT
CONDITIONS

the local WHS government regulator
codes of practice and standards issued by government
regulators or industry groups
WHS information and business management manuals
current commercial policies, procedures and template
documents used for managing WHS practices.
LINKS

Page 266 of 286
SITXWHS002 Identify hazards, assess and control safety risks

UNIT CODE
UNIT TITLE
SITXWHS002
APPLICATION

knowledge required to identify hazards, assess the associated
workplace safety risks, take measures to eliminate or minimise
those risks, and document all processes.
Identify hazards, assess and control safety risks

All people working at all levels can participate in risk
assessments which are commonly conducted as a team effort.
Frontline operational personnel, who operate with some level
of independence and under limited supervision, would assist
other colleagues during the process. Individuals may conduct
the assessments independently of others.
This unit incorporates the requirement, under state and
territory work health and safety (WHS) legislation, for
businesses to conduct risk assessments involving their
workers to manage the safety of those workers and anyone
else in the workplace.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Identify hazards.
1.1. Access and use hazard identification and risk

assessment tools and template documents.
1.2. Use appropriate methods to identify actual or foreseeable
hazards that have the potential to harm the health and
safety of workers or anyone else in the workplace.
1.3. Work alone or with other personnel to identify hazards.
1.4. Keep records of identified hazards according to
2.1. Access and use risk assessment tools and template
documents.
2.2. Work alone or with other personnel to use a systematic
method to assess the risk.
2.3. Collect sufficient evidence of the type and level of risk
posed by the identified hazard.
2. Assess the safety

risk associated with
a hazard.
Page 267 of 286
3. Eliminate or control
the risk.
2.4. Document the outcome of the risk assessment,

suggesting actions to eliminate or control risks.
2.5. Keep records of risk assessments according to
3.1. Discuss ways of eliminating or controlling the risk with
others.
3.2. Take measures to eliminate or control risks.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Oral communication
skills to:
Numeracy skills to:
Teamwork skills to:
UNIT MAPPING
INFORMATION
LINKS
interpret hazard identification and risk assessment

template documents and organisational policies and
procedures.
assertively suggest control methods during risk
assessments.
score the risks and calculate an overall risk level for the
identified hazard.
actively and cooperatively participate in group risk
assessments
suggest effective controls while incorporating the views of
other people in the workplace.
SITXWHS301 Identify hazards, assess and control safety risks
Page 268 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXWHS002 Identify

hazards, assess and control safety risks
role, and:
use organisational work health and safety (WHS) plan to
identify each of the following types of actual or foreseeable
workplace hazards:
physical environment
plant
work practice
security issue
assess the safety risk associated with each of the above
hazards, using appropriate risk assessment tools and
template documents
take measures to eliminate or control the risks identified for
each of the above hazards in line with organisational
procedures.
basic aspects of the relevant state or territory occupational
health and safety (OHS) or WHS legislation, specifically
requirements for:
when, where and how hazards must be identified
when, where and how risk assessments must be
conducted
consultation in the hazard identification and risk
assessment process
WHS committees or WHS representatives as
mechanisms for consultation
record keeping
group risk assessment mechanisms commonly used
format and use of appropriate hazard identification and
risk assessment templates
commonly used methods for identifying hazards in the
workplace
common methods applied to the assessment of safety
risks
four-stage process model recommended and published
by state and territory WHS authorities
systematic method to assess risk:
- identifying the injury or illness or consequences that
could result from the hazard
- determining the exposure to the hazard
- estimating the probability that an incident or injury
will occur
- determining an overall risk level for the identified
hazard
common methods applied to controlling risks:
Page 269 of 286
ASSESSMENT
CONDITIONS
substituting a system of work or equipment with

something safer
- isolating the hazard
- introducing engineering controls
- adopting administrative controls
- using personal protective equipment
- implementing combined control methods to
minimise risk
measure to eliminate or control risk:
- implementing control measures when responsible
- making suggestions for ways of eliminating or
controlling risks
- referring to a higher level staff member for decision
on implementing controls
five-step hierarchical process model recommended
and published by state and territory WHS authorities
hazard identification and risk assessment procedures
appropriate methods to identify hazards:
conducting site safety audits
completing safety checklists
inspecting workplace
observing daily activities
investigating accidents and incidents
reviewing injury or illness registers
monitoring workplace environment
investigation of staff complaints or reports of safety
concerns
review of staff feedback via consultative processes:
- meetings
- surveys
- suggestion box submissions
people involved in the assessment of risk:
contractors
managers
WHS committee members
WHS representatives
peers and colleagues
staff under supervision
supervisors
tourism suppliers.

hospitality or events environment where hazards must be
identified and risk assessed. This can be:
Page 270 of 286
LINKS

current commercial policies and procedures, and hazard
identification and risk assessment template documents.

Page 271 of 286
SITXWHS003 Implement and monitor work health and safety practices

UNIT CODE
SITXWHS003
UNIT TITLE
Implement and monitor work health and safety practices
APPLICATION

knowledge required to implement predetermined work health
and safety practices designed, at management level, to ensure
a safe workplace. It requires the ability to monitor safe work
practices and coordinate consultative arrangements, risk
assessments, work health and safety training, and the
maintenance of records.
It applies to those people who operate independently or with
limited guidance from others. This includes supervisors and
departmental managers.
territory work health and safety (WHS) legislation, for
businesses to take a systematic approach to managing the
safety of their workers and anyone else in the workplace.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Provide information
on health, safety and
security.
2. Monitor safe work
practices.
1.1. Explain relevant WHS information to personnel.

1.2. Make all current WHS information readily accessible to
staff.
2.1. Monitor adherence to organisational WHS procedures.
2.2. Monitor ongoing compliance with safe work practices.
2.3. Take prompt action to address non-compliance with
procedures and safe work practices.
2.4. Monitor day-to-day effectiveness of WHS practices in
maintaining the health, safety and security of personnel.
3.1. Coordinate the operation of all consultative processes.
3.2. Provide opportunity for staff members to contribute their
views on current and future WHS management practices.
3.3. Resolve or refer issues raised through WHS consultation
to the appropriate person.
3. Coordinate
consultative
arrangements for the
management of
health, safety and
security issues.
Page 272 of 286
4. Implement and
monitor procedures
for identifying
hazards, and
assessing and
controlling risks.
5. Implement and
monitor health,
safety and security
training.
6. Maintain WHS
records and reports.
3.4. Provide timely staff and own feedback on WHS

management practices to the designated person.
4.1. Coordinate scheduled hazard identification activities,
ensuring hazards are identified at times designated by
legislation.
4.2. Identify any hazards on an ongoing basis during own
day-to-day workplace operations.
4.3. React to reports of hazards by other workers, and
coordinate and participate in risk assessments.
4.4. Implement any risk control methods or refer to
appropriate person if control is outside scope of
responsibility.
4.5. Monitor effectiveness of control measures, promptly
identify any inadequacies, and resolve or report them to
the appropriate person.
5.1. Identify WHS training needs based on regular staff
monitoring.
5.2. Make arrangements for fulfilling training needs.
5.3. Monitor effectiveness of training and make required
adjustments.
6.1. Complete WHS records and reports accurately and
legibly and store according to organisational and legal
requirements.
6.2. Use data and reports to provide reliable and timely input
into the management of workplace health, safety and
security.
6.3. Minimise use of printed materials and maximise
electronic transmission and filing of all documents to
reduce waste.
FOUNDATION SKILLS
This section describes those language, literacy, numeracy and employment skills that are essential to
performance. Foundation skills essential to performance in this unit, but not explicit in the performance criteria
are listed here, along with a brief context statement.
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:
Oral communication
skills to:

regulatory requirements for WHS management and
organisational policies and procedures.
write high level reports about the effectiveness of WHS
management practices, making recommendations for
change and complete accurate records for regulatory
compliance.
discipline non-compliant personnel
conduct sometimes complex WHS consultation activities
explain all WHS procedures and information on safe work
practices.
incorporate the views of other people consulted in the
workplace
analyse WHS system deficiencies and recommend
required change.
Page 273 of 286
Teamwork skills to:
UNIT MAPPING
INFORMATION
LINKS
monitor staff members daily compliance with WHS

management practices and counsel on non-compliance.
SITXWHS401 Implement and monitor work health and safety
practices
Page 274 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXWHS003 Implement

and monitor work health and safety practices
role, and:
implement and monitor adherence to workplace health and
safety procedures in three of the following real or simulated
situations:
evacuation of staff and customers
security management of cash, documents, equipment,
keys or people
handling chemicals and hazardous substances
hazard identification and reporting
incident and accident reporting
risk assessment and reporting
coordinate consultative processes for managing the above
workplace health, safety and security issues
coordinate risk assessments, WHS training, and the
maintenance of records relating to above situations
monitor the effectiveness of the WHS system and identify:
required adjustments
staff training needs
demonstrate management practices that must be
implemented for compliance with state or territory
occupational health and safety (OHS) or WHS legislation
during above situations.
primary components of relevant state or territory OHS or
WHS legislation:
actions that must be taken for legal compliance
employer responsibilities to provide a safe workplace
requirement to consult, and acceptable consultation
mechanisms
requirements for the use of WHS representatives and
committees, and their roles and responsibilities
requirements for hazard identification, risk
assessment, risk control and acceptable mechanisms
requirements for record keeping and acceptable
record keeping mechanisms
requirement to provide information and training
employee responsibilities to ensure safety of self,
other workers and other people in the workplace
employee responsibility to participate in WHS
practices
ramifications of failure to observe OHS or WHS
legislation and organisational policies and procedures
Page 275 of 286
full content of WHS policies and procedures; and

consultation, hazard identification, risk assessment
and reporting documents
methods used for WHS consultation, hazard
identification and risk assessment
options for the provision of training:
- coaching or mentoring in safe work practices
- formal training programs in safe work practices
hazard identification, risk assessment and control
WHS policy and procedure induction
WHS representative or committee
provision of information, fact sheets and signage to
ensure safe work practices
WHS information:
consultative arrangements for WHS
employee roles and responsibilities in WHS
management practices
legal obligations and ramifications of failure to comply
location of first aid kit and emergency evacuation plan
WHS training information and updates
policies:
- overall approach of organisation to WHS
- participation of personnel in WHS management
practices
- responsibilities of employees to ensure safety
procedures
specific risk control measures relevant to the
workplace
specific regulations and codes of practice
use of:
- hazard identification reporting documents
- risk assessment template documents
consultative processes:
a diary, whiteboard or suggestion box used by staff to
report issues of concern
fact sheets to fully inform personnel about WHS rights
and responsibilities
formal WHS representatives and committees
formal meetings with agendas, minutes and action
plans
informal meetings with notes
WHS discussions with employees during the course of
each business day
recording issues in a management diary
regular staff meetings that involve WHS discussions
seeking staff suggestions for content of WHS policies
and procedures
special staff meetings or workshops to specifically
address WHS issues
staff handbook containing WHS information
Page 276 of 286
ASSESSMENT
CONDITIONS
surveys or questionnaires that invite staff feedback on

WHS issues
time requirements for hazard identification:
when changes to the workplace are implemented:
- before the premises are used for the first time
- before and during the installation or alteration of
any plant
- before changes to work practices are introduced
when any new information relating to health and
safety risks becomes available
required WHS records and reports:
consultation
hazard identification
incident and accident notifications to WHS regulatory
authorities
incident or accident, near miss reports and related
statistics
monitoring reports and recommendations for change:
- agendas for and minutes of meetings
- committee members
- consultation decisions and follow-up actions
- consultation processes
- diaries of meetings
- WHS information provided to personnel
- risk controls
- safe work practices
risk assessments
risk control actions
training action plans
training undertaken.

hospitality or events business operation where WHS
management practices are implemented and monitored. This
can be:
communication technology used to administer the
implementation and monitoring of a WHS system
relevant state or territory WHS legislation
codes of practice and standards issued by government
regulators or industry groups
current commercial WHS policies and procedures
Page 277 of 286
LINKS
operational team for which the individual coordinates

WHS management practices; this can be:
teams in an industry workplace who are assisted by

Page 278 of 286
SITXWHS004 Establish and maintain a work health and safety system

UNIT CODE
UNIT TITLE
SITXWHS004
APPLICATION

knowledge required to develop, implement and sustain
effective, professional and contemporary work health and
safety (WHS) management practices. It requires the ability to
establish and review systems, policies and procedures
designed to ensure a safe workplace.
Establish and maintain a work health and safety system

It applies to those senior managers who operate with
significant autonomy and are responsible for making a range
of strategic management decisions.
territory WHS legislation, for businesses to take a systematic
approach to managing the safety of their workers and others in
the workplace.
PREREQUISITE UNIT

Nil
COMPETENCY FIELD
UNIT SECTOR
Cross-Sector
ELEMENTS

essential outcomes

1. Establish and
maintain a
framework for
health, safety and
security.
1.1. Access and interpret key legislative documents to ensure

WHS system complies with regulatory requirements,
standards and codes.
1.2. Design a WHS management system to suit
characteristics and needs of the organisation, in
consultation with appropriate personnel.
1.3. Identify and provide adequate financial, human and
specialist external resources to address WHS
management practices.
1.4. Develop and clearly articulate WHS policies and
procedures in a format readily accessible to all
personnel.
1.5. Define and allocate health, safety and security
responsibilities within relevant job descriptions.
1.6. Consult with key personnel, and develop and implement
a plan for WHS training requirements.
Page 279 of 286
2. Establish and
maintain consultative
arrangements for the
management of
health, safety and
security.
3. Establish and
maintain practices
for identifying
hazards, and
assessing and
controlling risks.
4. Evaluate
organisational
health, safety and
security system.
1.7. Establish and monitor a system for keeping WHS

records.
1.8. Establish and maintain systems to ensure communication
of WHS information to personnel.
2.1. Establish and maintain appropriate consultative
processes to suit characteristics and needs of
organisation.
2.2. Plan for and ensure that consultation is conducted at
times designated by legislation.
2.3. Resolve issues raised through consultation.
2.4. Provide employees with accessible information on the
outcomes of consultation.
3.1. Develop or access hazard identification and risk
assessment templates that incorporate criteria for
assessing risks.
3.2. Plan for and ensure systematic hazard identification at
times designated by legislation.
3.3. Develop procedures for the ongoing identification of
types of hazards designated by legislation.
3.4. Develop procedures for the assessment and control of
risks associated with identified hazards.
3.5. Nominate within procedures the roles and responsibilities
of personnel for hazard identification, risk assessment
and risk control.
3.6. Take a lead role in controlling risks, including
implementing interim or emergency solutions.
3.7. Manage the response to any incident or accident, and
follow legislative requirements for notifying and
cooperating with WHS government regulators.
4.1. Assess and maintain ongoing compliance with
occupational health and safety (OHS) or WHS legislation
and regulatory requirements, standards and codes.
4.2. Consult with a range of personnel to elicit feedback on
WHS policies, procedures and practices.
4.3. Assess effectiveness of WHS management practices and
develop, implement, document and communicate
improvements and changes to the WHS system.
FOUNDATION SKILLS
SKILLS
DESCRIPTION
Reading skills to:
Writing skills to:

regulatory requirements for WHS management systems
and internal reports providing operational feedback about
the effectiveness of practices
develop comprehensive yet easily accessible WHS
policies, procedures and template documents.
construct high level reports about the effectiveness of WHS
management practices and rationale for any change.
Page 280 of 286
Oral communication
skills to:
Teamwork skills to:

skills to:
UNIT MAPPING
INFORMATION
LINKS
discuss training needs with key supervisory and

management personnel
interview personnel about incidents, accidents, or near
misses.
allow for a logical evaluation of the characteristics and
needs of the organisation in order to design a tailored WHS
system
take a lead role in controlling risks and implementing
interim or emergency solutions
manage the response to any incident or accident.
consult with key personnel and incorporate their views to
develop an effective WHS system.
plan for, establish and regularly monitor all components of
a WHS management system.
SITXWHS601 Establish and maintain a work health and safety
system
Page 281 of 286
TITLE
PERFORMANCE
EVIDENCE
KNOWLEDGE
EVIDENCE
Assessment Requirements for SITXWHS004 Establish and

maintain a work health and safety system
role, and:
establish and implement a complete work health and
safety (WHS) system that covers the following
components:
adequate facilities for the welfare of employees
appropriate management of incidents or accidents
and notification to WHS government regulators
availability of information, instructions, training and
supervision that ensure employees health and safety
safe:
- machinery, equipment and materials
- premises
- provision of entrances and exits that are safe
- systems of work
- work environment
evaluate and identify improvements to WHS practices
within the above system
develop comprehensive WHS system documents to
support above system
demonstrate management practices that must be
established and maintained for compliance of above
system with state or territory occupational health and
safety (OHS) or WHS legislation.
structure, characteristics and needs of the organisation
that the WHS system must address
relevant state or territory OHS or WHS legislation:
actions that must be taken for legal compliance
employer responsibilities to provide a safe workplace
requirement to consult, designated times for
consultation and acceptable consultation mechanisms
requirements for the use of WHS representatives and
committees, and their roles and responsibilities
designated times for hazard identification and
categories of hazards that must be identified
acceptable mechanisms for hazard identification, risk
assessment and risk control
requirements for record keeping and acceptable
record keeping mechanisms
requirement to provide information and training
employee responsibilities to ensure safety of self,
other workers and other people in the workplace
employee responsibility to participate in WHS
practices
Page 282 of 286

WHS codes of practice and standards developed by
industry or regulatory bodies
ramifications of failure to observe OHS or WHS laws and
codes of practice
methods of receiving updated information on OHS or
WHS laws and codes of practice
components of WHS management systems
considerations in the formulation of WHS policies and
procedures:
consultation
emergencies
evacuation of staff and customers
handling chemicals and hazardous substances
hazard identification and reporting
incident and accident management and notification to
WHS regulatory authorities
incident and accident reporting by staff
ongoing monitoring of risk control
overall organisational approach to WHS
participation of personnel in WHS management
practices
responsibilities of employees to ensure safety
risk assessments and reporting
safe work practices
secure management of:
- cash
- documents
- equipment
- keys
- people
consultative processes:
diary, whiteboard or suggestion box used by staff to
report issues of concern
fact sheets to fully inform personnel about WHS rights
and responsibilities
formal WHS representatives and committees
formal meetings with agendas, minutes and action
plans
informal meetings with notes
WHS discussions with employees during the course of
each business day
recording issues in a management diary
regular staff meetings that involve WHS discussions
seeking staff suggestions for content of WHS policies
and procedures
special staff meetings or workshops to specifically
address WHS issues
staff handbook containing WHS information
surveys or questionnaires that invite staff feedback on
WHS issues
Page 283 of 286
time requirements for hazard identification:

when changes to the workplace are implemented:
- before the premises are used for the first time
- before and during the installation or alteration of
any plant
- before changes to work practices are introduced
when any new information relating to health and
safety risks becomes available
approaches to assessing the effectiveness of WHS
management systems:
monitoring the ongoing effectiveness of risk control
methods
reviewing:
- incidents, accidents or near misses
- WHS reports
- WHS statistics
methods used by the specific industry sector and
organisation to:
conduct consultation when developing policies and
procedures
communicate WHS policies, procedures and safe
working practices
conduct ongoing WHS consultation
evaluate the effectiveness of WHS management
practices
sources of assessment criteria for assessing risks:
developed by external consultancy services
outlined in Australian standards
self-determined for the organisation as part of a WHS
management system
suggested by industry associations for use by
member businesses
WHS information:
consultative arrangements for WHS
employee roles and responsibilities in WHS
management practices
legal obligations and ramifications of failure to comply
location of first aid kit and emergency evacuation plan
WHS training information and updates
policies:
- overall approach of organisation to WHS
- participation of personnel in WHS management
practices
- responsibilities of employees to ensure safety
procedures
specific risk control measures relevant to the
workplace
specific regulations and codes of practice
use of:
- hazard identification reporting documents
- risk assessment template documents
Page 284 of 286
ASSESSMENT
CONDITIONS
formats for and inclusions of:

WHS templates for hazard identification and risk
assessment
incident, accidents, or near miss reports
reports that document the evaluation of systems and
required changes
WHS record keeping systems
WHS record requirements:
consultation:
- diaries of meetings
- agendas for and minutes of meetings
- committee members
- consultation decisions and follow-up actions
hazard identification
incident or accident notifications to WHS regulatory
authorities
incident, accident, and near miss reports and related
statistics
risk assessments
risk control actions
training plans
training undertaken.

hospitality or events business operation for which a tailored
WHS management system can be established and
monitored. This can be:
communication technology used to administer the
development of a WHS system
relevant state or territory WHS legislation
current plain English regulatory documents distributed
by the local WHS government regulator
codes of practice and standards issued by regulatory
authorities or industry groups
issued by industry associations or commercial
publishers
current commercial policies and procedures, and
hazard identification and risk assessment template
documents
team for which the individual establishes WHS
management practices; this can be:
Page 285 of 286
LINKS
teams in an industry workplace who are assisted by


Page 286 of 286

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TOURISM, TRAVEL AND

HOSPITALITY TRAINING PACKAGE

SERVICE SKILLS AUSTRALIA

COM Communication and Teamwork ........................................................................................ 42

CRI Crisis Management .............................................................................................................. 62

FIN Finance ................................................................................................................................. 88

FSA Food Safety ....................................................................................................................... 116

GLC Governance and Legal Compliance ................................................................................ 136

SERVICE SKILLS AUSTRALIA

SITXGLC001 Research and comply with regulatory requirements .......................................................................... 136

HRM Human Resource Management ....................................................................................... 142

INV Inventory............................................................................................................................. 168

LAN Languages Other Than English ....................................................................................... 192

MGT Management and Leadership .......................................................................................... 215

MPR Marketing and Public Relations ...................................................................................... 228

WHS Work Health and Safety ................................................................................................... 263

SERVICE SKILLS AUSTRALIA

SERVICE SKILLS AUSTRALIA

Client and Customer Service

Provide customer information and assistance

This unit describes the performance outcomes, skills and

No occupational licensing, certification or specific legislative

Client and Customer Service

Elements describe the

Performance criteria describe the performance needed to demonstrate

1. Access and update

1.1. Source and access information on facilities, products and

2.4. Identify and use opportunities to promote internal

Reading skills to:

Writing skills to:

interpret sometimes detailed information on predictable

discussions with colleagues

Assessment Requirements for SITXCCS001 Provide

communication mediums required to provide service to

Skills must be demonstrated in an operational customer

Assessors must satisfy the Standards for Registered Training

SITXCCS002 Provide visitor information

Provide visitor information

This unit describes the performance outcomes, skills and

No occupational licensing, certification or specific legislative

Client and Customer Service

Elements describe the essential

Performance criteria describe the performance needed to demonstrate

1. Access and update

1.1. Identify and access sources of visitor information.

3.3. Provide information on visitor feedback to relevant

Reading skills to:

Writing skills to:

Oral communication skills

interpret sometimes detailed product and local area

informal discussions with colleagues and visitors

Assessment Requirements for SITXCCS002 Provide

designated response times for acknowledging

Skills must be demonstrated in an operational customer

Assessors must satisfy the Standards for Registered Training

SITXCCS003 Interact with customers

This unit describes the performance outcomes, skills and

Interact with customers

The unit applies to frontline service personnel who operate

No occupational licensing, certification or specific legislative

Client and Customer Service

Elements describe the

Performance criteria describe the performance needed to demonstrate