Academic Master

Health Care

Hygiene Policy for Food Handling and Quality Customer Service


Policy All the employees of the café will maintain good practices of personal hygiene in order to ensure the safety of food.

To ensure food safety, all the ingredients of beverages will be purchased from approved sellers to maximize customers’ satisfaction with food safety.

Purpose The purpose of the policy of good practices of personal hygiene is to bring out safe food for the customers. The kitchen staff will work smoothly and efficiently and work together to ensure good hygiene practices.

The purpose of the food handling policy is to implement hygiene standards in order to gain the customers’ trust.

Procedures The procedure to implement the policy is:

All the employees of the café must arrive at the cafeteria with clean hair, bathed in deodorant, and brushing teeth (Djekic et al., 2014).

Employees should maintain clean, polish-free, and short nails of fingers (Kibret & Abera, 2012).

Employees are not permitted to use artificial nails in the production area of food (Cavkaytar et al., 2017).

Employees are used to washing their hands and forearms thoroughly with good-quality soaps.

Employees should wash their hands:

Before preparing beverages or handling food equipment,

Employees will wash their hands when contamination happens in the preparation of juices.

After sneezing and touching the nose, face, hair and other parts of the body.

After smoking.

Employees must wash their hands in the sinks typically designed for washing.

Other Rules for Employees

Employees must wear clean clothes with sleeves in order to maintain personal hygiene (Ulmann et al., 2015)

Employees will wear a cap in the production area of the café to cover all hair.

Employees will keep their beards and moustaches clean and tidy.

Employees will not wear any jewellery in the production area.

Employees will smoke only in the selected area primarily designed for this purpose.

Smoking is not allowed in production and serving areas.

Chewing gum is not allowed for employees in the production area.

Procedure for handling food

Fresh fruits will be used in the juices to have a positive impact on the health of customers. Nagata et al. (2016) identified that customers want to intake fresh juices made from fruits.

The vendors who supply the food will be audited in order to ensure that the ingredients are of premium quality. Palvia & Jain Palvia (2017) argued that vendors influence the performance of an organization as they provide products to the organization. Therefore, premium quality ingredients will positively influence the food handling procedure.

Food waste will be removed from the production area as soon as possible to prevent bacteria from contaminating other foods.

Responsible The manager is responsible for implementing the policy with adequate procedures in the area of food handling. Earl & Taylor (2015) argued that managers can be crucial in implementing the strategy.

The manager will advance procedures that convey information about food safety practices.

Managers will instruct employees to review the procedures on a regular basis.

Employees are responsible for following the obligations and procedures to meet the safety standards in the cafeteria.

Hierarchy of Reporting Information will move up and down in the cafeteria. Organizational leaders require information on a daily basis, which is possible in a hierarchy of “who reports to whom.” At the production site at West Torrens, the audit team will evaluate the quality of ingredients that will be used in the making of beverages. The audit team will report to the manager of that site. The manager at the West Torrens site will report to the manager of a café in Adelaide City.

Specifically, in this café, the vertical structure of reporting would be used. It is an organization in which hierarchy fits the operation. In this regard, the vertical aspect of reporting would be effective enough to create the power of hierarchy, and in this way, the employees would do their jobs as they know that they would have to answer if they do anything unjustly (Smith & Lipoff, 2016). In this organization, the employees would be at the bottom of the hierarchy. They are bound to report to their supervisors. After that, the supervisors would report to the organisation’s middle managers. This way, the power continues to move upward to report to upper-level management. In addition to it, the middle manager reports to the upper-level managers. Managers are responsible for reporting the owners and the chief officers. Through the organization chart, the connection could be developed between the organization’s workforce, which includes authority and ranks. The aligned authority is given to different position holders in the café. The authorities are divided into top, middle, and operational management. In this way, adopting the vertical reporting structure would offer an effective chain of commands through which the reporting system can run smoothly and steadily.

Forms and associated documents


All the records will be placed in a document on the handling of food through the cafeteria.

Employees who are involved in the production area as well as in the service area will record all the information in a document by using these procedures.

Employees will follow all procedures that include keeping a record as well as documentation.

The cafeteria will keep the current copy of the food safety program policy accessible to each employee of the café.

Support documentation will be maintained to keep employees’ training records.

During the plan of operation, a file will be maintained, and a list of the duties of employees will be described.

Description of beverages, distribution methods, and the standardized recipe will be maintained on file.

Analysis of hazards will be maintained on file, and control measures will be thoroughly described.

Diagrams of the food process will be maintained.

Documentation of appropriateness of food safety program.

Record of vendor certification who supplies the ingredients for beverages.

Record of processor audit to verify the obedience.

Version The version of the food handling policy will be updated after every six months. Employees have to follow the new version as it will ensure the current practices that are required to meet the safety food standards. The new version will help gain customers’ trust. In the new version of the policy, new methods and procedures will be described to increase the employees’ knowledge.
Review The Risk Management team will review this policy in accordance with the Food Safety Act to determine whether the policy will meet the Food Safety legislation.


Customer Service

Policy  Quality services to customers including disabled customers.

Certifying that the cafeteria environment is free from discrimination.

Providing reachable services for the customers.

Purpose This policy aims to establish programs and procedures for the implementation, development, and enforcement of convenience standards to achieve maximum customer accessibility and treat them with respect.
Procedures  The following procedures will be used to implement this policy:


The café will be committed to having honest communication with customers with disabilities.

Café employees will be trained to interact well with customers and guided by dignity, equality, and independence (Chen et al., 2015).

Alternative formats of communication will be provided to persons with disabilities that will meet the customers’ needs as soon as possible.

Seats will be reserved for customers with disability to provide them with maximum comfort.

Special staff will be reserved to look after the customers with disabilities.


The customer service goals that the café will put in place are specific to ensure maximum service satisfaction. The foremost goal of customer service policy is to meet the requirements and demands of every customer.

The goals of the café in the context of customer services would be:

Customers are the priority of every business; so, the employees will respond to customers in a respectable way.

The table turns time will be managed effectively and promptly as customers do not like waiting long.

Our goal is to solve every customer’s problem regarding flavour and ingredients.

We will use natural fruits and ingredients in the beverages instead of artificial flavours to enhance the taste.

Measuring Feedback

We will give a short form to our customers and request them to write their remarks on the form.

If the customer gives negative remarks, we will ask him/her for suggestions for further improvements.

After getting the feedback, necessary practices will be implemented to increase the quality in order to satisfy the customers.

  • Employees are obliged to take all the training regarding this policy and will be updated with new policies and procedures.
  • All employees will be informed of any changes or modifications in training.
  • Employees are supposed to report any disturbance in service to the Human resource manager.

The responsibility of the Manager:

  • Cheer all employees to attend the training session presented by Cafe to respect this policy.
  • The manager will ensure that the employees follow all the rules and strategies set out by the café management (Raub & Blunschi, 2014).
  • Managers will be undergoing training themselves and will seek information in the modification of policies.
  • The manager will ensure that procedures are appropriate to the customer service area.
  • The manager will ensure that all the policies are updated and convey the same.

Responsibility of Employees

  • Employees should inform the human resource manager and give their suggestions if they think any training is needed.
  • Employees will thoroughly understand the programs, policies, and procedures that will be implemented.
Hierarchy of Reporting  The hierarchy of reporting refers to the relationship in the context of authority ‘who reports to whom.’ Café operation is a small business having a small number of employees so the structure of reporting is self-evident. Employees will report to the manager. With the entrance of new employees in order to coordinate the employees, it is more likely to claim organizational structure. Therefore, a formal structure will be established to have them in charge of multiple tasks. These boundaries of authority and relationships between employees in authority will create the structure of reporting.
Forms and associated documents


·         In order to get feedback as well as complaints from customers a form will be generated by the management.

·         All the records regarding customer service policy will be placed in the document.

·         The names of employees who are involved in serving the area of customers will be kept in a file.

·         All the implementation procedures of customer service will be recorded in the file to make it accessible to all employees who serve the customers.

·         Training to employees will be recorded on file within the time frame.

·         The cafeteria will keep the current copy of the customer service policy accessible to each café employee.

·         Support documentation will be maintained to keep the training record of employees.

·         During the plan of operation, a file will be maintained in which a list of employees’ duties will be described to improve customer service.

·         Positive remarks, negative feedback, as well as suggestions from employees will be recorded on the document to make further improvements.

·         Taste of customers and flavours that customers want to have will also be recorded on file to meet customers’ demands.

·         The names of customers who frequently visit the café will be recorded in a separate file to give them a discount on beverages.

Version The version of the customer policy will be updated after every six months. Employees have to follow the new version as it will ensure the current practices that are required to improve customer service. The new version will help gain customers’ trust. In the new version of the policy, new methods and procedures will be described to increase the employees’ knowledge and customer satisfaction.
Review The Risk Management team will review this customer service policy in accordance with Australian consumer law to determine whether the policy will meet the legislation of customer services.


Cavkaytar, A., Acungil,, h. T. & Tomris, G., 2017. Effectiveness of Teaching Café Waitering to Adults with Intellectual Disability through Audio-Visual Technologies. Education and Training in Autism and Developmental Disabilities, 52(1), pp. 77-90.

Chen, Z., Zhu, J. & Zhou, M., 2015. How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), pp. 511-521.

Djekic, I. et al., 2014. Food hygiene practices in different food establishments. Food Control, Volume 39, pp. 34-40.

Earl, C. & Taylor, P., 2015. Is workplace flexibility good policy? Evaluating the efficacy of age management strategies for older women workers. Work, Aging, and Retirement, 1(2), pp. 214-226.

Kibret, M. & Abera, B., 2012. The sanitary conditions of food service establishments and food safety knowledge and practices of food handlers in Bahir Dar town. Ethiopian journal of health sciences, 22(1), pp. 27-35.

Nagata, J. M., Djafari, J. T. & Chamberlain, L. J., 2016. Nagata, Jason M., Jennifer T. Djafari, and Lisa J. Chamberlain. “The option of replacing the Special Supplemental Nutrition Program for Women, Infants, and Children fruit juice supplements with fresh fruits and vegetables. JAMA Pediatrics, 170(9), pp. 823-824.

Palvia, P. & Jain Palvia, S. C., 2017. Offshore IS Vendors: Capability, Quality, and Performance. In Global Sourcing Of Services: Strategies, Issues And Challenges, 32(2), pp. 175-227.

Raub, S. & Blunschi, S., 2014. The power of meaningful work: How awareness of CSR initiatives fosters task significance and positive work outcomes in service employees. Cornell Hospitality Quarterly, 55(1), pp. 10-18.

Smith, R. J. & Lipoff, J. B., 2016. Pretend you didn’t hear that”–managing ethical dilemmas from the bottom of a medical hierarchy. Journal of the American Academy of Dermatology, 74(4), pp. 766-768.

Ullmann, V., Kracalikova, A. & Dziedzins, R., 2015. Mycobacteria in water used for personal hygiene in heavy industry and collieries: a potential risk for employees. International journal of environmental research and public health, 12(3), pp. 2870-2877.



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