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978-1-74361-716-8 [Multi-Vol. Set] 978-1-74361-717-5 [PDF] 978-1-74361-718-2 [D

978-1-74361-716-8 [Multi-Vol. Set] 978-1-74361-717-5 [PDF] 978-1-74361-718-2 [DOCX] GENERAL GUIDE FOR MANAGING CASH-IN-TRANSIT SECURITY RISKS This General Guide provides information on how to manage cash-in-transit security risks. It is supported by an Information Sheet for small business. What is cash-in-transit? Cash-in-transit activities involve workers transporting or moving cash in vehicles or by foot. This is usually carried out by a security provider. Cash includes money, coins, jewels, bullion, securities and other financial instruments. Examples of some cash-in-transit activities include:  safeguarding cash during transport, and  servicing and maintaining automatic teller machines (ATM), automatic ticket machines or similar technology where cash is exposed to the public. Who should use this Guide? This General Guide is for companies, businesses, people and workers in the cash-in-transit industry, usually involving armoured or non-armoured vehicle operations. It is also for:  businesses that use a security provider to transport cash, and  persons conducting a business or undertaking who manage workplaces like shopping centre managers and other duty holders like architects, designers and local councils that have a role in determining how cash is transported or stored. This Guide does not provide information about how other legislation related to cash-in-transit activities applies, for example legislation for firearms, security, public health and road transport. Handling cash ‘in house’ This Guide does not apply to businesses or undertakings that handle or transport cash ‘in-house’ rather than engaging a security provider for these services. For example:  retailers, chemists or hotels where a worker or business owner transports cash from the workplace to a bank, or  bank staff moving cash internally within the bank premises. These types of business should read the Guide for handling and transporting cash for information on how to manage cash handling and transportation risks. General guide for managing cash-in-transit security risks July 2014 Page 2 of 10 Who has duties under the law? Everyone in the workplace has a work health and safety duty. The main duties are set out in Table 1. Table 1 Duty holders and their obligations Who Duties Person conducting a business or undertaking A person conducting a business or undertaking must ensure, so far as is reasonably practicable, that workers and other people are not exposed to health and safety risks arising from the business or undertaking. For cash-in-transit this includes businesses or undertakings that:  carry out cash-in-transit activities e.g. security providers  use security providers e.g. financial institutions and other clients  manage or control a workplace e.g. shopping centre managers, and  design structures e.g. architects, designers and local councils approving the design. A client, like a financial institution, has a duty to manage the risk of armed robberies occurring when deciding on the location of ATMs and the method by which cash is collected from or delivered to their premises. A security provider has a duty to ensure their workers—including contractors they engage—can carry out the work safely. A manager of premises has a duty to ensure a safe site. Designers, manufacturers, suppliers and importers Designers, manufacturers, suppliers and importers of plant or structures must ensure, so far as is reasonably practicable, the plant or structure is without risks to health and safety. For example, an armoured vehicle should be designed to transport cash and resist armed attack. Designers of buildings and plant should consult with cash-in-transit security providers and clients to meet their duty to eliminate or minimise the risks from cash-in-transit-activities. Officers Officers, such as company directors, have a duty to exercise due diligence to ensure the business or undertaking complies with the Work Health and Safety (WHS) Act and Regulations. This includes taking reasonable steps to ensure the business or undertaking has and uses appropriate resources and processes to eliminate or minimise risks from cash-in-transit activities. Workers and others Workers and other people at the workplace must take reasonable care for their own health and safety, co- operate with reasonable policies, procedures and instructions and not adversely affect other people’s health and safety. General guide for managing cash-in-transit security risks July 2014 Page 3 of 10 How can cash-in-transit risks be managed? Use the following steps to ensure, so far as is reasonably practicable, that workers and other people are not exposed to health and safety risks: 1. Find out what could cause harm. Hazards can arise from:  work practices and systems of work  working alone and working hours  transport like driving, escort, pick-up and deliveries  security, parking, facilities and lighting at client work sites  traffic and pedestrians at the site, and  entries and exits to a work site. 2. Assess the risk. In many cases the risks and related control measures will be well known. In other cases you may need to carry out a risk assessment to identify the likelihood of somebody being harmed by the hazard and how serious the harm could be. A risk assessment can help you determine what action you should take to control the risk and how urgently the action needs to be taken. For cash-in-transit activities there are serious risks of robberies, armed hold-ups, hostage situations and from using firearms. Think about:  whether the activity is overt e.g. not attempting to hide the transport by using a marked armoured vehicle and uniformed workers  whether the activity is covert e.g. attempting to hide the transport by using an unmarked vehicle and non- uniformed workers  the regularity of the activity including the rotation of workers carrying out regular activities  working hours, the time of the work and periods of peak traffic  the amount of cash in each transfer  how many people are exposed e.g. crew levels and public activity  the suitability and condition of vehicles and equipment like personal protective equipment (PPE) including firearms and communication systems like back to base radio, and  environmental factors like hot and cold environments, wet conditions and darkness. 3. Take action to control the risk. The WHS laws require a business or undertaking do all that is reasonably practicable to eliminate or minimise risks. The ways of controlling risks are ranked from the highest level of protection and reliability to the lowest. This ranking is known as the hierarchy of risk control. You must work through this hierarchy to manage risks. The first thing to consider is whether hazards can be completely removed from the workplace. For example, eliminate the need to transport cash by receiving large payments online or by card. If it is not reasonably practicable to completely eliminate the risk then consider one or more of the following options in the order they appear below to minimise risks, so far as is reasonably practicable:  substitute the hazard for something safer e.g. replace non-armoured cash-in-transit vehicle deliveries with armoured vehicle deliveries  isolate the hazard from people e.g. use secure areas like ATM bunkers or security screens and barricades to isolate cash handling activities from public areas  use engineering controls e.g. effective lighting around entrances and exits to avoid concealment, armoured vehicles, satellite tracking on vehicles and security features like closed circuit television and alarms General guide for managing cash-in-transit security risks July 2014 Page 4 of 10 If after implementing the above control measures a risk still remains, consider the following controls in the order below to minimise the remaining risk, so far as is reasonably practicable:  use administrative controls e.g. vary routes and delivery times so movements cannot be predicted, or  use PPE e.g. personal duress alarms and non-slip footwear. A combination of the controls set out above may be used if a single control is not enough to minimise the risks. You need to consider all possible control measures and make a decision about which are reasonably practicable for your workplace. Deciding what is reasonably practicable includes the availability and suitability of control measures, with a preference for using substitution, isolation or engineering controls to minimise risks before using administrative controls or PPE. Cost may also be relevant, but you can only consider this after all other factors have been taken into account. 4. Check your control measures regularly to ensure they are working as planned. Control measures need to be regularly reviewed to make sure they remain effective, taking into consideration any changes, the nature and duration of work and that the system is working as planned. Further information on the risk management process is in the Code of Practice: How to manage work health and safety risks. A Sample Form for documenting the risk management process is available on the Safe Work Australia website. Who is involved? You must consult your workers and their health and safety representatives (if any) when deciding how to manage risks in the workplace. If there is more than one duty holder involved in the cash-in-transit activity you must consult them to find out who is doing what and work together so risks are eliminated or minimised so far as is reasonably practicable. This may involve discussing previous uploads/Industriel/ cash-in-transit-guide.pdf