Proactive Review

Information

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Store Name
- Mount Gravatt
- Mackay
- Robina
- Logan
- North Lakes
- Maroochydore
- Brisbane City
- Cairns
- Chermside
- Toowoomba
- Indooroopilly
- Brookside
- Carindale
- Townsville
Profit Protection Advisor
- Chris Rogers
- David Gale

Sales

1.3 No Sales

"Team members are only performing No Sales for one of the following reasons > Checking for Clearance > Incorrect Change > Balance a Till > Clear Cheques"

1.4 Competitive Markdowns

"Team members are using the correct Competitive Pricing Item Discount process when matching a competitors price Team Members are not using Price Override or Manual Item Discount to perform Completive Markdowns "

1.5 Price Override

"Team members are only using Price Override to correct pricing errors / variances in line with the Price Look Up Policy Team Members are not using Price Override to reduce the price of merchandise for promotional offers, competitive pricing or negotiated discounts"

1.6 Clearances

The POS Clearance receipts and the Intelligent Cash Clearance Safe receipts were matched. Incorrect Clearances were corrected on the same day via POS

1.7 Till Reconciliation

Till reconciliations are performed on all POS, except training POS, two hours prior to end of trade Team Members viewed the on screen Till Reconcile Summary and highlighted any discrepancies over $5.00 to a manager immediately for a recount to be performed on the POS

1.8 Total Store Float Management

The total store POS float does not exceed the ideal total float by more than 10%. The ideal total float is the float amount of $300 (or $800 for maximum of 2 POS per floor) multiplied by the number of POS

1.9 Customer Order Disciplines

"Selling Floor Team Members had processed all orders and sales for furniture and large electrical into WMS and POS correctly with the - correct order type, - correct order reference number - correct keycode and - correct cost price"

1.11 POS Coaching Process

Ensure action is being taken to improve Team Member POS disciplines (including Customer Order disciplines) and evidence recorded on the POS Coaching Log

1.13 Returns

Customer returns without a receipt or proof of purchase have been authorised by a Manager and a Myer Returns card was issued. The Manager authorised the return by entering their Team Member ID at POS.

1.16 Merchandise On Hold

The Customer Hold Label is completed correctly with all details and there are no expired Holds. Clearance Merchandise is not placed on Hold

1.18 Lost Property

"Lost property items are reviewed and disposed of each week with evidence of the review recorded in the Lost Property Record Book Team Members are using only visible contact details to contact the customer to ensure Privacy Laws are not breached" Any item of high monetary value, identity documents or personal property that an individual would consider precious eg hearing aids, house keys are handed to Police after 48 hours if the property is not claimed. All items must be listed in the Lost Property Record Book with two people, where the items are considered to be valuable, signed by a Manager and a Service Support Team Member "Credit / Debit Cards are handed to a Manager immediately and recorded in the Lost Property Record Book. Cards are destroyed if not claimed after 48 hours Credit/Debit Cards found in a wallet/handbag are handed to a Manager immediately and recorded in the Lost Property Record Book and handed with the wallet/handbag to Police if not claimed in 48 hours." If a Gift Card / Returns Card is not claimed within the same day, the balance is redeemed to the Store Sundry Income Account via the POS Paid In function

Merchandise

2.1 RDC Deliveries

"The seals on the RDC vehicles were intact, the numbers had been recorded on the RDC paperwork and checked off as correct. RDC Manifests were signed by both the Store Team Member and the RDC truck driver The truck seals were broken by: (a) Store Team Members; or (b) The RDC truck driver in the presence of Store Team Member" "For VIC Stores Only The Driver unloads the vehicle and the store team takes control of the merchandise once the driver has unloaded it and placed it on the Receiving Dock" "The Service Support Logistics Team Members were checking 100% of the outers against the RDC Delivery Dockets/ Manifests as the RDC truck was being unloaded. " "The RDC Delivery Manifests were confirmed on a daily basis via RMS Stores Receiving options. " "RDC Issues Log Any RDC delivery issues that require follow up by the RDC (except WSWS) have been documented on the RDC Issues Log" "Wrong Stock Wrong Store All cartons identified as belonging to another store was sent back to the correct store and recorded on the WSWS report"

2.2 Supplier Deliveries

"Receiving in ER&D Store Team Members had verified that the deliveries were listed on the Expected Shipments Report." "All cartons or outers of the shipment had been scanned correctly at the time of receipt. " "Receiving in RMS without a Purchase Order (Receiving on the Fly) Only invoices for repairs or alterations using the generic item number have been processed into RMS "

2.4 ER&D Reports

The Closed SCMs Not Despatched Report was printed weekly with a print parameter of 6 months, any anomalies noted and the report authorised. "The Outstanding Receipts in Progress Report was reviewed daily. The report was printed monthly with a print parameter of 4 weeks, actions noted and the report authorised. " The Despatched Transfers Not Received Report was printed monthly with a print parameter of 6 weeks, actions noted and the report authorised.

2.5 Valuable Consignment Record Book

High risk / valuable merchandise, and merchandise received from the RDC with security tape was documented in the Valuable Consignment Record Book "High risk /valuable merchandise that could not go directly to the Selling Floor was documented in the Valuable Consignment Record Book and placed in a locked receptacle. " "Evidence of receipt i.e. signing out by the Selling Floor Team Members was recorded in the Valuable Consignment Record Book upon transferring the valuable merchandise to the Selling Floor. "

2.6 Non - Merchandise Receiving

Non-merchandise receipts (including concession merchandise) were recorded on the Goods Inward Sheet.

2.7 Goods Awaiting Despatch

Goods awaiting to be despatched were manifested with original documentation attached and were segregated from all other merchandise. "All consignment notes had either the Return to Vendor Number or Docket Number recorded, and were signed by the driver and a Service Support Logistics Team Member.

2.9 Merchandise Requests (MRs)

MRs were actioned between the 'Ship Not Before' and ' Ship Not After' dates. The Operations Manager reviewed the Comparison of Merchandise Requests vs. Shipped Quantities Report to identify any areas of risk All outstanding MR’s have been investigated and actioned

2.8 Weekly Activity Report

"The Weekly Activity Report had been authorised by Senior Store Management weekly. All the cancellations, including auto cancellations and force closures, are substantiated with supporting documentation and / or notations to indicate the whereabouts of the merchandise

2.10 Soiled / Damaged and Faulty Merchandise

"NCV Hazardous or Perishable Merchandise A Manager sighted the merchandise, authorising the transaction at POS. The POS receipt was attached to the merchandise and immediately disposed of in the store." "Soiled / Damaged and Faulty Merchandise The Soiled / Damaged and Faulty Merchandise label had been completed with all required detail and Store Management had authorised it prior to despatching via ER&D to the CRC in a timely manner " All merchandise sent to CRC has been scan built into a CSCM prior to despatch to CRC and RLO reports have been reviewed weekly on the shared drive

2.12 Dock Security

Dock was secured when unattended

2.13 Customer Order Reconciliation

All Unmatched Customer Orders are reviewed to understand and identify potential incorrect processes on the Selling Floor and in the General Office All Unmatched Customer Orders tagged 'Ready for Authorisation' via RMS Customer Order Reconciliation screen had appropriate notations recorded and were reviewed by Senior Store Management. The Status was changed to 'Authorised'

2.14 Manual Customer Order Deletions Report

"All entries appearing on the Manual Customer Order Deletions Report have appropriate comments and/or supporting documentation attached."

2.15 Reserve Security

Reserves were kept secured when not attended.

2.16 Call for Returns

Ensure Call for Return documentation is completed and forwarded to the Dock and entered into WMS using option 257 for returns via the Regional Distribution Centre or Freight Transfer Centre (SA Only) Call for Returns were completed for all merchandise being picked up i.e. Return to Store or Return to Supplier RTV's (Retek/RMS Stores) or Claims (ER&D) were created and forwarded to Regional Distribution Centre or Freight Transfer Centres (SA Only) in order for merchandise to be returned to the suppliers.

2.17 Merchandise on Loan

Company properties loaned to external parties was authorised, recorded and monitored in the Merchandise on Loan Books.

2.18 Gift Registry

Gift Registry merchandise that was despatched had a Gift Identification Advice (GIA) attached. "Gift Registry Manifests were produced and attached to the respective cages, and the cage sealed"

2.19 Customer Parcel Pick-Up

"Each customer parcel had a parcel pick up label and original POS receipt attached. The parcel was logged into the Parcel Collection Log immediately upon receipt of the merchandise from the Selling Floor. " "All customer parcels POS receipt matched the merchandise and showed that the merchandise had been paid for by the customer. The Parcel Collection Log showed the date, customer name, transaction number and was signed by the customer on collection of the merchandise."

2.20 Key Systems

"All 'Grand Master' keys were identified and recorded in the Permanent Issue Key Log and stored securely in the store safe The GMK Keys were audited by Store Management on a quarterly basis The Changemaster key is listed on the Permanent Issue Key Log, signed out if required by a senior manager, securely stored in a safe and treated as a GMK key" All store keys including GMK, Permanent Issue, Restricted Keys and Daily Keys were recorded on the Master Key Register, and reconciled to the physical keys annually and authorised by the Store Manager "All Store Access Keys were identified and recorded on a separate Permanent Issue Key Register and audited quarterly All Store Access Keys are returned when a designated user is on extended annual leave (more than one month), transferred to another store or has been terminated " The Store Daily Key Register was reviewed and reconciled daily, and all keys were accounted for and any missing followed up with the relevant persons "The Digital Lock Register was maintained with all digital lock numbers being recorded with the date the change occurred, and kept in a secure location. Digital lock combinations were changed annually or if the lock has been compromised, or there has been excessive Team Member turn over"

2.21 Before and After Trade Tasks

All tasks on the Daily Store Prepare to Trade Checklist and the Daily Store End of Trade Checklist were completed each day Two people entered the store for opening or exited after close and signed in or out on the Daily Store Prepare to Trade Checklist or Daily Store End of Trade Checklist depending on the tasks they performed The Daily Store Prepare to Trade Checklist and Daily Store End of Trade Checklist were collated together on a weekly basis. Store Management reviewed the collated checklists weekly and authorised one checklist as evidence of review.

2.22 Walk Tests

A copy of the Alarm System Automated Test Exception Report was received from the Alarm Monitoring Company and reviewed by Store Management to ensure that the result was satisfactory. All discrepancies were followed-up and resolved.

2.23 Handling Property

Store stocks taken away by Police or Profit Protection as evidence were recorded in the Property Book. "Store Management had reviewed the Property Book seasonally to ensure that all entries were accounted for."

Financial

3.1 Shorts and Overs

"The Weekly Short/Over Report was actioned on a daily basis to identify: (a) Till Reconciliations had been performed daily on all registers (b) Incorrect transactions (c) Ongoing trends (d) Coaching opportunities " "The Void Previous Not Actioned Log has been reviewed and authorised by either the Store, Operations or Assistant Store Manager and attached to the Weekly Shorts/Over Report. " On a weekly basis any trend highlighted and actions taken were notated on the Weekly Short/ Over Report and reviewed and authorised by Senior Store Management.

3.2 Media Management

Cheques and vouchers were reconciled to Tender Report Senior Store Management signed the EPOS Cash Float Report to authorise the daily Cash Management Reports. The report was attached to the Daily Cash Management Reports and filed in the Archive Box

3.3 Paid In / Paid Out

Supporting documentation (receipts) for Paid In/Paid Out transactions was attached to the Paid In/Paid Out Detailed Report (except Buying &Repay Change) and reviewed and authorised by the Operations Manager Incorrect Paid In/Paid Out transactions resolved Paid Out transactions are processed at POS by Senior Store Management only, unless a long-term delegation has been completed for a Service Manager in a small store only

3.4 Clearance Reconciliation

"On a daily basis, prior to the Store Close, the value of clearances in virtual safe (Safe Content Report) is reconciled to the value of clearances in Tank Clearance safes (CashNet Machine Contains Report) " "SYDNEY Only On a daily basis, the clearances posted in the Cash Tubing System must be reconciled against the number of clearances registered through POS. " All incorrect clearance transactions are identified and resolved prior to store closing. The Safe Adjustment Form is completed, if required, to resolve transactions that could not be corrected. "End of Business Day (EOBD) is performed in CashNet. The EOBD Report is printed and attached to the Machine Contains Report and Safe Contents Report. The Safe Contents Report is signed by the Duty Manager."

3.6 Change Machine

The Change Machine Audit Report was printed prior to Armaguard filling the machine (in the presence of a Myer Team Member) and after filling had been completed. A Team Member had physically verified that the change machine was correctly filled before being locked by Armaguard. The Store had utilised the Stocktake Action Plan to prepare for Stocktake. All the relevant Stocktake reports for the last Stocktake had been printed and authorised by Store Management. "For the most recently completed Stocktake All the Stocktake Adjustment Sheets had been authorised by Store Management and have appropriate supporting documentation"

3.5 Armaguard Collection

Armaguard photo identification was checked prior to permitting access to the Intelligence Cash Collection Safe location or the locked room "After emptying the Tank Clearance Safes, the Safe Content Report is reconciled to the Machine Contains Report and Tank Clearance Safe Receipts. A Safe Collection Report was printed after each Tank Clearance Safe Receipt was entered. The first Safe Collection Report must be authorised by Senior Management and placed on top of the Armaguard Collection Reports as evidence of review of the Armaguard Collection documents " "A Team Member was completing an Armaguard Cash Collection Summary Slip and verified: (a) Number of canisters collected; (b) Seal numbers recorded; (c) Collection date and time; and (d) Canister/s 'OK' or 'NO' was noted"

3.9 Store P&L and Electronic General Ledger (eGLD) Review

All significant variations between actual, budget and last year on the Store P&L had been reviewed and investigated. Accounts requiring investigation had been printed and the findings notated. Store Management had authorised the P&L and GL Account Summary sheet as evidence of review "The Store had reviewed Ledger transaction in the > Ledger Write-Off Account > Post Shrinkage Account > Buy/Sell change > Cosmetics Rebate Claim Snapshot > EFTPOS Dishonoured Transaction Account" Store Management had advised and authorised Myer Financial Processing via email monthly for any outstanding variances that require write-off.

3.10 Accruals

The Store had calculated and submitted accruals for expense orders where the goods and services had been provided but the invoice had either not been received or not yet sent to Myer Financial Processing for data entry Cosmetics accruals were raised using received timesheets. Only in exceptional circumstances was the Expense Purchase Order Log used if timesheets had not been received The Accrual Data Entry Sheet was printed, authorised and supporting documentation attached and filed together

3.11 Store Debtors Report

Outstanding items over 60 and 90 days had been investigated. The Store Manager had reviewed and authorised write offs and the store had advised Account Receivable of the outcomes within 14 days.

3.12 Store Expenses

"Items appearing on the Expense Purchase Order Log were recorded and authorised by Store Management prior to charges being incurred. Expense items were within the authorised limits and were authorised as per the current Authority Matrix. " "The Store had reconciled all expenses on the Expense Purchase Order Log back to the General Ledger (eGLD). Note: Centrally paid invoices do not need to be reconciled back to eGLD, but stores should still query large and unusual amounts i.e. from a budgetary perspective. " The store had reconciled all contract labour invoices (e.g. Cosmetic Travellers etc.) back to the Expense Purchase Order Log and time sheets.

3.13 Fixed Assets

"Store Management had reviewed and verified the Fixed Assets Additions Report to physical assets and a confirmation email sent to Myer Fixed Assets, with a soft copy retained in store " "All asset transfers, sales and disposals had been appropriately authorised including by Support Office delegates Transfer of assets to the off-site facility had been authorised by the Store Manager and Facilities Manager."

3.14 SMaRT Tool

The Labour tab/Schedule View - Print StaffWorks was printed and authorised by the Store Manager prior to the schedule being produced "The Labour tab/Schedule View - Print Sign off was printed after the StaffWorks hours were entered into the Labour tab. It was reviewed and authorised by the Store Manager in conjunction with the Schedule Statistics Report to confirm that the hours scheduled matched the hours authorised" At end of month the salary costs were reconciled against the eGLD and any discrepancies were investigated

3.15 EFTPOS Voucher Retrieval Requests

"The Store was actioning EFTPOS Voucher retrieval requests correctly and responding to Myer Finance Banking and Systems. The voucher retrieval request was retained, with date sent noted to verify that actions had been completed."

3.16 Cosmetic Rebates

Cosmetic Salary Rebate Agreements were completed and signed by the Assistant Store Manager and a representative of the cosmetic house for each Team Member

People

4.1 Alarm Access

"The Alarm User Record Log was reviewed by Store Management to ensure that there were no generic users or shared PINs and PINs were kept confidential. All alarm users were current Team Members and their access levels were appropriate and had been authorised by Store Management." User names and individual PIN numbers were deleted from the alarm system when Team Members left the store and the removal of the user was endorsed on the Alarm User Record Log. The Store had updated the Voice Code quarterly or changed it immediately if the authorised Team Members left the store

4.2 Recruitment

"The Personal History File Checklist were completed for every new Team Member, reviewed and authorised by Store Management. Each Team Member had signed the Contract of Employment. Proof of age identification and Proof of entitlement to work in Australia was obtained from each Team Member. " Team Member Change Forms, where required, were completed and updated in StaffWorks, authorised by Store Management and sent to Myer Wages Payroll Support to be processed.

4.3 Scheduling (StaffWorks)

"The Store Manager had reviewed and authorised the Schedule Statistics Report on completion of the schedules and matched to SMaRT Salaries Tool authorised hours in the Labour tab " Changes to the scheduled shifts, if any, were authorised and notated on the master schedule copy. Support Team Members were entering the changes into StaffWorks until the close of business on Saturday prior to the active week, and changes were highlighted as actioned. The Schedule Statistics Report was reviewed, printed and authorised on the Saturday prior to the active week after all changes had been entered into StaffWorks.

4.4 Workforce Time Keeper

"Changes to the schedule were notated on the master schedule copy and were entered into WTK during the active week. Store Management had also signed the last page of the master schedules to authorise the changes. " Exception Reports were printed, investigated and actioned each day during the active week. Store Management reviewed and authorised the exceptions prior to processing into WTK and then signed by the Support Team Member after input into WTK

4.5 Payroll

The day after payroll processing day, payroll errors were identified and Adjustment Forms if any were completed, authorised and sent to Myer Wages Payroll Support for correction by 11.00am EST.

4.6 Cost Reports

The Costing and Oncost Report - Detailed were reviewed and each pay group had been authorised by the respective line management. "The Cost Reports Department Summary were reviewed and authorised by Senior Store Management. " "The Operations Manager had reviewed the Cost Report for all Service Support Team Members who performed payroll activities."

4.7 Commissions

Both the Senior Manager and Service Manager have reviewed, authorised and adjusted (if required) the Electrical and Furniture - Commission Payment Review file Senior Management ensured that Team Members who have performed Price Overrides to reduce the price of merchandise had the transactions either approved or investigated

4.8 Manual Pay

The Manual Pay Forms were completed, supporting documentation was reviewed and payments were authorised by Senior Store Management, prior to emailing the soft copy to Myer Wages Payroll Support mailbox for processing. "Hardcopy of the Manual Pay Forms were checked against the Payrun Report."

4.9 Terminations

"Team Member Resignation Forms were completed for terminations and had been authorised. Termination date was entered into WSS by Line Manager upon notification of resignation." "Long Service Leave Audit Forms were completed for eligible terminated Team Members and sent to Myer Wages Payroll Support via internal mail within 48 hours of the resignation advice. " "StaffWorks was updated with the termination details from the Team Member Change Report. " The checklist and performance assessment portion of the Resignation Form was completed and signed and Myer property collected by the Line Manager on the Team Members last day "The terminated Team Members 'status code' had been changed to 'IG' in WTK, where a manual pay had been processed. Note: 'IG' will trigger the system to 'ignore' any future pay runs for that particular Team Member."

4.1 Leave Management

"The Annual Leave Reports for all Team Members were reviewed to ensure that excess annual leave entitlements were managed in accordance to the Annual Leave Policy. Team Members with annual leave in excess of 6 weeks have booked their leave in WSS. " "The Time-in-Lieu Reports were reviewed to ensure that time-in-Lieu was taken within one calendar month, or was paid out unless alternative arrangements were agreed in writing. " "Casual Team Members had been checked to ensure they had no annual leave entitlements. Note: for example, the accrual code on the leave report should be 'Null'."

4.12 Visitors to the Store

The visitors and contractors induction cards and Work Method Statements (if applicable) were checked and recorded in the Contractor/Visitor Sign In register on entry to the store

4.13 Bag Checks

Bag Checks were conducted daily and the Team Member who owns the bag/parcel was present for the check

4.14 Locker Checks

Locker Checks were conducted weekly and the Team Member was present for the check including all users of the locker if it is shared

Governance

5.1 Policy for Making Commitments - Myer Authority Levels Matrix

All delegations of authority were authorised by the Store Manager, with copies held on file and the originals forwarded to Myer Compliance. Long-term delegations (maximum of 12 months) for Service Managers in small stores where applicable had been reviewed seasonally, initialled and dated.

5.2 Price Integrity

When the ticketed price and the register price differ, Team Members were charging the customer the lower price using the price override key to adjust the price and entering a reason at POS

5.3 Sunglasses Inspection

Daily check was conducted for all sunglasses to ensure that they were compliant by having labels with legible category details. "All non-compliant sunglasses were removed from the Selling Floor until such time as they were correctly relabelled and compliant. " Sunglasses Audit Form was completed monthly. All completed Sunglasses Audit Forms and Team Talk Attendance Logs were retained on file within store for future reference.

5.4 Children's Nightwear Flammability Labelling Inspection

"Monthly inspection was conducted on children's nightwear as part of the housekeeping to ensure that they were compliant. Permissible fire hazard label is permanently sewn onto the garment. " Children's Nightwear Flammability Labelling Inspection Audit Form was completed with each inspection. All completed Children's Nightwear Flammability Labelling Inspection Audit Forms and Team Talk Attendance Logs were retained on file within store for future reference.

5.5 Cosmetic Ingredients Labelling

Monthly inspection was conducted on cosmetic ingredients labelling to ensure that they were compliant. Cosmetic Ingredients Labelling Audit Form was completed with each inspection. All completed Cosmetic Ingredients Labelling Audit Forms and Team Talk attendance logs were retained on file within store for future reference.

5.6 Sale of Knives

"Team Members were not selling knives to minors under the age of 16 years (in Vic - under 18 years) and were checking identification where there was a reason to believe the customer did not meet the age requirement."

5.7 Energy Efficiency Ratings

All televisions had the mandatory energy label displayed.

5.8 Customer Information Database

Customer personal information maintained by the store was held with customer consent, stored in a secure manner and used for the agreed purposes i.e. customers were aware of any information sharing agreements.

5.10 PCI Compliance

Team Members were ensuring that they do not write and / or record customer credit card details. In the Gift Registry all Purchase Gift Advices were securely destroyed after POS transactions had been processed.

5.11 Building Essential Services (BES) Logbook

The BES Logbook was checked to ensure the first section of the logbook was completed by the store and the respective inspections in this section were undertaken to the required frequency. All building safety measures that were applicable to the service providers were serviced to the required frequency, and were recorded in the relevant sections of the logbook.

5.13 Exclusion Notices

Any Exclusion Notices (Notice of Withdrawal of Implied Licence of Entry Form) issued were authorised by Senior Store Management or Profit Protection and forwarded to the relevant Profit Protection Analyst.

5.15 SafeTrac' Online Learning Program

All Store Management Team Members had completed 'SafeTrac' Online Program.

5.16 Food Concession Business

"The Food Concession Business has been audited in the last 12 months, with a manager present at the time of audit All actions / issues arising from the Food Safety Audit have been followed up and resolved"

Proactive Review

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1.3 No Sales

1.4 Competitive Markdowns

1.5 Price Override

1.6 Clearances

1.7 Till Reconciliation

1.8 Total Store Float Management

1.9 Customer Order Disciplines

1.11 POS Coaching Process

1.13 Returns

1.16 Merchandise On Hold

1.18 Lost Property

2.1 RDC Deliveries

2.2 Supplier Deliveries

2.4 ER&D Reports

2.5 Valuable Consignment Record Book

2.6 Non - Merchandise Receiving

2.7 Goods Awaiting Despatch

2.9 Merchandise Requests (MRs)

2.8 Weekly Activity Report

2.10 Soiled / Damaged and Faulty Merchandise

2.12 Dock Security

2.13 Customer Order Reconciliation

2.14 Manual Customer Order Deletions Report

2.15 Reserve Security

2.16 Call for Returns

2.17 Merchandise on Loan

2.18 Gift Registry

2.19 Customer Parcel Pick-Up

2.20 Key Systems

2.21 Before and After Trade Tasks

2.22 Walk Tests

2.23 Handling Property

3.1 Shorts and Overs

3.2 Media Management

3.3 Paid In / Paid Out

3.4 Clearance Reconciliation

3.6 Change Machine

3.5 Armaguard Collection

3.9 Store P&L and Electronic General Ledger (eGLD) Review

3.10 Accruals

3.11 Store Debtors Report

3.12 Store Expenses

3.13 Fixed Assets

3.14 SMaRT Tool

3.15 EFTPOS Voucher Retrieval Requests

3.16 Cosmetic Rebates

4.1 Alarm Access

4.2 Recruitment

4.3 Scheduling (StaffWorks)

4.4 Workforce Time Keeper

4.5 Payroll

4.6 Cost Reports

4.7 Commissions

4.8 Manual Pay

4.9 Terminations

4.1 Leave Management

4.12 Visitors to the Store

4.13 Bag Checks

4.14 Locker Checks

5.1 Policy for Making Commitments - Myer Authority Levels Matrix

5.2 Price Integrity

5.3 Sunglasses Inspection

5.4 Children's Nightwear Flammability Labelling Inspection

5.5 Cosmetic Ingredients Labelling

5.6 Sale of Knives

5.7 Energy Efficiency Ratings

5.8 Customer Information Database

5.10 PCI Compliance

5.11 Building Essential Services (BES) Logbook

5.13 Exclusion Notices

5.15 SafeTrac' Online Learning Program

5.16 Food Concession Business

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